HUMAN RESOURCE
MANAGEMENT

BY

DR CHRISTINE UMUMARARUNGU
 
LESSON ONE. OVERVIEW OF HUMAN RESOURCE
MANAGEMENT
An organization is made up of four resources, namely, men,
material, money and machinery. Of these, the first one is
living one/ human and the other three are non- living/ non-
human. It is the human / people that make use of non human
resources. Hence, people are the most significant resources in
an organization. It is man who makes all the difference in
organizations.
 
I. 1. DEFINITIONS OF HRM
 
Before we define HRM, it seems pertinent to first define the
term “Human Resource”. Generally speaking, human
resources means people.
I. 1. DEFINITIONS OF HRM
Now it is clear that human resources refer
to the qualitative and quantitative aspects of
employees working in organization.
Let us now define Human Resources
Management.
In simple words, HRM is a process of making
the efficient and effective use of human
resources so that the goals of an
organization which have been set are
achieved.
According to Flippo, human resources management is
“the planning ,organizing, directing and controlling
of the procurement, development, compensation,
integration ,maintenance and reproduction of human
resources to the end that individual, organizational
and societal objectives are accomplished”.
I.2. Importance of studying HRM
An organization cannot achieve its objectives
without skilled, motivated and organized
human resources. Thus, it becomes important
to study about how to dispose with suitable
employees who are able and willing to achieve
organizational objectives set.
1. Discuss about effective relationship
which should exist between an employer
and an employee. What are the duties and
responsibilities of every side?
2. How important is the course of Human
Resource Management especially for
managers?
I.2. Importance of studying HRM cont.
 Employees are the most important asset of the
organization
 The quality and effectiveness of the
organization is determined by the quality of
the people that are employed.
 Success for most organizations depends on
finding the employees with the skills to
successfully perform the tasks required to
attain the company’s strategic goals.
 I.3. Objectives of HRM
 HRM is concerned with the optimum utilization of human
resources within an organization;
 It is concerned with the creation of conditions in which each
employee is encouraged to make his/her best contribution to
the achievement of organization objectives;
 It is also concerned with the development of the sense of
mutual respect and trust between management (managers)
and employees (subordinates) through sound relations;
 It aims at increasing the productivity of employees through
training and guidance; and
 It tries to raise the morale of employees.
 I.4. Qualities of human resource manager

Often the question arises: what are the

qualities that make HR manager successful?
The success or failure of manager (HR
manager included) depends on personal
qualities and the situation in which he works.
 Various managerial qualities required for

HR manager are as follows:

I.4. Quality of human resource manager cont.
 Intelligence

For manager, higher level of intelligence is

required so that he can understand the situation
more easily and prepare himself to react
accordingly. Intelligence is expressed in terms of
mental ability to understand the nature of events
which exist in problem requiring a solution.
I.4. Quality of human resource manager cont.

 Conceptual qualities
Conceptual qualities are related to find out the answer
of why anything happens: why is it done, rather than
how it is done. Conceptual qualities refer to the ability
to see the whole picture, to recognize significant
elements in a situation, and to understand the
relationship among these elements. Such qualities are
necessary for a HR manager to deal with abstractions,
to set models, and to set plans. Since HR manager is
to deal with problems of abstract nature, he must have
conceptual qualities of high level.
I.4. Quality of human resource manager cont.

 Analytical qualities
Analytical qualities are required so as to size
up quickly and accurately the situation
presented in terms of the core problems and
issues involved. In a situation, there are some
issues which may be more important while
others may be made more important though
in reality, these may not be. Therefore, HR
manager has to differentiate between wheat
and chaff and get into reality.
 Motivating qualities
Not only should a manager be self- motivated, but he
should have qualities to motivate his subordinates.
Though there are many external forces which
motivate a person for higher performance, there is an
inner drive of his subordinates. Thus, he must
understand his people to the extent that he can know
how he would activate them for better performance.
 I.4. Quality of human resource manager cont.
 Emotional stability
A HR manager should have high level of emotional
stability. He should be free from bias, consistency in
action, and refrain from anger. He should be well-
adjusted and have no anti social attitudes. He should be
confident and believe that he can meet most situations
successfully. He must be objective in his approach.
Objectivity implies that what he does should be based
on relevant facts and information. He must assess those
without any bias and prejudice. If the manager is
involved emotionally in a problem, it becomes quite
difficult for him to see the reality.
 Job-related qualities
HR manager must possess all those managerial
qualities which will help him to understand the
nature of the problems which come in the way of
his/her job performance. However, he must have
job- related qualities so that he handles these
problems effectively. Since HR manager has to
interact with a number of managers in other
departments, and he has to advise them to solve
problems related to management of HR, he must
have qualities to handle this work effectively. From
this point of view HR manager should possess the
following qualities.
 Empathy

Empathy relates to observing the things or situations

from others’ point of view. The ability to look at things
objectively and understanding them from others’ point of
view is an important aspect of successful HR manager.
When he is empathetic, he knows what makes the other
fellows think as they do, even though he does not agree
with others’ point of view. Empathy requires respect for
others, their rights, beliefs, feelings and values.
I.4. Quality of human resource manager cont.
 Communicative and persuasive quality
A successful HR manager must have qualities
of communication and persuasion because he
has to rely more on this to get his ideas
accepted rather than relying on his formal
authority. Persuasive communication has great
force in getting the acceptance from the
receiver of the communication. Therefore, HR
manager should have quality to communicate
skillfully for persuasive informative and
stimulating purposes.
 Human relations quality
HR manager should have adequate knowledge of
Human relations, that is, how he should deal with
human beings. Since he has to deal with people
inside and outside organization, he must
understand their nature and way of behaving.
Within organization, he has to develop the people
and get their voluntary cooperation for effective
performance. Outside organization he has to
interact with various agencies. Thus understanding
of how human beings behave and how they react to
various situations is quite important to HR
manager.
 I.4. Quality of human resource manager cont.
 Technical quality
Besides having behavioral and managerial qualities, HR
manager should have technical knowledge of the
disciplines relevant for management of Human resources
so that what he says or does he does that with some kind
of authority of knowledge and competence. Therefore, he
must have thorough knowledge of concepts, principles
and theories of human resource management. Mere
knowledge of these is not sufficient; he must be able to
relate the concepts in a given situation that is applying
relevant and correct concepts in a given situation.
ASSIGNMENT 1
1. Based on relevant example, explain
the qualities of a HR manager.
2.Explain the importance of focusing on
qualitative and quantitative employees
within an organization. Supporting
example is needed.
LESSON TWO. HRM FUNCTIONS
We have already defined HRM. The
definition of HRM is based on what
managers do. The functions performed by
managers are common to all organizations.
For the convenience of study, the functions
performed by human resource management
can broadly be classified into two
categories, viz. (1) managerial functions,
and (2) operative functions.
II.1. Managerial Functions
1. Planning. Planning is a predetermined course of actions. It
is a process of determining the organizational goals and
formulation of policies and programmes for achieving them.
Thus, training is future oriented concerned with clearly
charting out the desired direction of business activities in
future. Forecasting is one of the important elements in the
planning process. Other functions of managers depend on
planning function.
2. Organizing. Organizing is a process by which the structure
and allocation of jobs are determined. Thus, organizing
involves giving each subordinate a specific task,
establishing departments, delegating authority and
communication, coordinating the work of subordinates and
so on.
II.1. Managerial Functions cont.

3. Staffing: this is a process by which managers recruit, select,

train, promote and retire their subordinates. This involves
deciding what type of people should be hired, recruiting
prospective employees, selecting employees, setting performance
standard, compensating employees, evaluating performance,
counseling employees, training and developing employees.
4. Directing/ Leading. Directing is the process of activating group
efforts to achieve the desired goals. It includes activities like
getting subordinates to get the job done, maintaining morale,
motivating subordinates etc. for achieving the goals of the
organization. 
5. Controlling. It is the process of setting standards of
performance, checking to see how actual performance with these
set standards, and taking corrective actions as needed.
II.2. Operative Functions
The operative, also called, service functions are
those which are relevant to specific department.
These functions vary from department to
department depending on the nature of the
department viewed from this standpoint, the
operative functions of HRM relate to insuring
right people for right jobs at right times. These
functions include procurement, development,
compensation, and maintenance functions of
HRM, a brief description of these follows.
II.2. Operative Functions cont.

1. Recruitment and Selection: Recruitment of candidates

is the function preceding the selection, which brings a
pool of prospective candidates for the organisation so
that the management can select the right candidate from
this pool.
2. Job Analysis and Design: Job analysis is the process of
describing the nature of a job and specifying the human
requirements like qualification, skills, and work
experience to perform that job. Job design aims at
outlining and organising tasks, duties, and
responsibilities into a single unit of work for the
achievement of certain objectives.
II.2. Operative Functions cont.

3. Compensation: This function involves determination

of wages and salaries matching with contribution made
by employees to organizational goals. In other words,
this function ensures equitable and fair remuneration for
employees in the organization..

4. Maintenance: Human resource management always

try to keep their best performing employees within
the organisation. It is concerned with protecting and
promoting employees while at work. For this purpose,
various benefits such as housing, medical, educational,
transport facilities, etc. are provided to employees.
  
II.2. Operative Functions cont.

5. Performance Appraisal: It is about evaluating

performance of employees. Human resource
professionals are required to perform this function to
ensure that employees’ performance is at acceptable
level.
6. Training and Development: This function helps
employees acquire skills and knowledge to effectively
perform their jobs. Training an development programs
are organised for both new and existing employees.
 II.2. Operative Functions cont.

7. Employee Welfare: This function refers to various

services, benefits and facilities that are provided to
employees for their well being.
8. Maintenance: Human resource is considered as an
important asset for the organisation. Employee turnover is
harmful to organizations reasons why it is important to put
more efforts in maintaining employees. Human resource
management always try to keep their best performing
employees with the organisation.
 II.2. Operative Functions cont.

9. Employee Relations: This function refers to the interaction of human

resource management with employees who are represented by a trade
union. Employees come together and forms a union to obtain more
voice in decisions affecting wage, benefits, working condition, etc.
10. Personnel Research: Personnel researches are done by human
resource management to gather employees’ opinions on wages and
salaries, promotions, working conditions, welfare activities,
leadership, etc,. Such researches help managers detect level of
employees satisfaction, employees turnover, employee termination,
etc,.
11. Personnel Record: This function involves recording, maintaining
and retrieving employee related information such as application
forms, employment history, working hours, earnings, employee
absence and presence, employee turnover and other information
related to employees.
ASSIGNMENT 2

1. Make a clear classification of HRM Functions

and state how each contributes to organizational
performance. Supporting example is needed.

2.With supporting example, explain how employee

maintenance contributes to organization
productivity.
3. Explain what you understand by the following
statement: ‘Employees should feel the pain to
leave higher than the pain to stay.’ Which HRM
function does this statement belong to?
LESSON THREE: HUMAN RESOURCE PLANNING
Human resource planning is defined as the
process of assessing the organization’s human
resource needs in light of organization goals and
making plans to ensure that a competent, stable
work force is employed.
Organizational goals have meaning only when
people with the appropriate talents, skills and
desire are available to execute the tasks needed
to achieve the goals.
3.1. Aims of HRP
The general aims of HRP are:
 To attract and retain the number of people required with

the appropriate knowledge, skills, ability and behavior

 To anticipate the problems of potential surpluses or

shortage of people
 To improve the utilization of people by introducing

more flexible systems of work

 Develop a well-trained and flexible workforce to

contribute to organization’s competitive advantage.

3.2. Importance of HRP

 HRP anticipates shortage/surplus and corrects

imbalance between supply/demand, corporate need and
existing workforce.
 HRP targets at bringing into focus competencies,
talents, and skills of employees in undertaking future
roles and tasks assigned to them.
 HRP helps to recruit and retain qualitative and quantitative
human resources needed to perform present and future
organizational objectives.
 HRP encourages employers to develop clear and explicit
link between their businesses’ targets and human resources
and thus integrate the two more effectively.
 HRP prepares people for performing various roles,
jobs and tasks assigned to them. This ensures
optimum use of human resource presently employed.
 HRP assesses the surplus or shortage of human
resources a and take measures accordingly.
 HRP minimizes imbalance caused by non availability
of right employees at right place.
3.3. HRP process

A HR Manager follows a systematic process in HRP.

Several steps undertaken in HRP process are the
following.
Analyzing organizational plans and objectives
The process of HRP begins with analyzing the overall
plans and objectives of organization. The reason being
that HRP is grounded from business plans to match the
plans with competent and skilled workforce.
1. Labor demand forecasting
Forecasting could be described as the ability to plan
in advance, estimate or calculate in advance. It helps
in proper estimation of man power needs, recruitment,
promotion, training, transfer and retirement. A human
resource manager estimates in advance the number and
type of employees needed to meet organizational
objectives.
2. Labor supply analysis
Labor supply analysis seeks to balance demand
and supply regarding HR needs in accordance to
organization goals and objectives. Labor supply
analysis helps to know in advance the quality and
quantity of employees needed to perform specific
tasks of an organization. In addition, labor supply
analysis when well conducted, it helps to match
and use effectively human resources.
3. Balancing Demand and Supply
When labor demand and labor supply are not
matched, the following may result:
 Surplus of labor;
 Shortage of labor

In case of surplus, the following steps may be

taken: Early retirement, start downsizing, pay
reductions, transfer, stop recruiting, reduce casual
and part time employment, reduce working
hours.
If there is a shortage, the following steps may be
taken:
 Increase overtime ;Increase informal and part-
time employment; Postpone retirement; start
recruiting; Accelerate training and development;
Use outsourcing; Technological innovations;
Multi-tasks.
4. Implementation of the Plan

After undergoing the HRP steps stated, the next

step is to implement what has been planned by:
 Assigning the task to a particular person;
 Person should have a necessary authority and

resources;
 Regular progress reports;
 Evaluate results to check whether the company

has avoided potential shortage/surplus;

 Continuously monitoring and reviewing HR plan
5. Monitoring and control
The final step involved in human resource planning is
monitoring and control. Once the action plans are
implemented, they need to be reviewed and monitored
against the set standards. Monitoring of action plans and
programmes help reveal deficiencies, if any. Corrective
measures help remove deficiency and, thus control and
implementation of action plans in the right direction. In
case of changes in business environment, the action plans
formulated earlier need to be modified in the light of
changing needs of organization in the changed
environment.
QUESTIONS FOR DISCUSSION
1.There are two sets of human resource
management functions: managerial and
operative functions. Discuss these functions.
2. Explain the importance of human resources in
an industrial enterprise.
3. Any organization disposes different resources
which contribute to its prosperity. Among all
resources, there is one which is the backbone of
an organization. Discuss
LESSON 4. JOB DESCRIPTION AND JOB SPECIFICATION

Job Analysis is a primary tool to collect job-

related data/information. The process results
in collecting and recording two data sets
including job description and job
specification. Any job vacancy cannot be
filled until and unless HR manager has these
two sets of data. It is necessary to define them
accurately in order to fit the right person at
the right post and at the right time.
 This helps both employer and employee
understand what exactly needs to be delivered and
how. Both job description and job specification
are essential parts of job analysis information.
Writing them clearly and accurately helps
organization and workers cope with many
challenges while onboard.
Comparison between job description and job
specification
 Job description is prepared from job analysis while

job specification is prepared from job description.

 Job description is about the nature of the job

including duties and tasks to be done while job

specification is about eligibility and skills needed.
 Job description comprises information about the

workplace, duties, timing, salary, responsibilities and

other general information while job specification
gives specific information about age limit, minimum
qualification, certificates and experience.
Job Description

Job description includes basic job-related data that

is useful to advertise a specific job and attract a
pool of talent. It includes information such as job
title, job location, reporting to and of employees,
job summary, nature and objectives of a job, tasks
and duties to be performed, working conditions,
machines, tools and equipments to be used by a
prospective worker.
Purpose of Job Description

The main purpose of job description is to:

 Collect job-related data in order to advertise a

particular job. It helps in attracting, targeting,

recruiting and selecting right candidate for right job;
 Clarify what employees are supposed to do if

selected for that particular job;

 Give recruiting staff a clear view of what kind of

candidate is required by a particular department or

division to perform a specific task or job; and
 Clarify who will report to whom.
Job Specification

Job specification is a written statement of

educational qualifications, specific qualities, level
of experience, physical, emotional, technical and
communication skills required to perform a job
and responsibilities involved in a job. It also
includes general health, mental health,
intelligence, aptitude, memory, judgment,
leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and
creativity, etc.
 Purpose of Job Specification

Described on the basis of job description, job specification

helps candidates to:
 Analyze whether they are eligible to apply for a particular job

vacancy or not;
 Help recruiting team of an organization understand what level

of qualifications, qualities and set of characteristics should be

present in a candidate to make him or her eligible for the job
opening;
 Give detailed information about any job including desired

technical and physical skills, conversational ability and much

more; and
 Help in selecting the most appropriate candidate for a

particular job.
 Job Rotation and its objectives
Job Rotation is a management approach where employees are
shifted between two or more assignments or jobs at regular
intervals of time in order to expose them to all verticals of
an organization. The purpose of job rotation is to:
 Test employees’ skills and competencies in order to place

him or her at the right place;

 Give a wide experience and help employees gain more

insights;
 Explore hidden potential talents of employees and
determining what he or she is best at;
 Give to employees a chance of exploring his or her own

interests and gaining experience in different fields or

operations.
 Job Rotation and its objectives

 Reducing monotony of the job: The first and foremost objective of job
rotation is to reduce the monotony and repetitiveness involved in a job. It
allows employees to experience different type of jobs and motivates them to
perform well at each stage of job replacement.

 Succession planning: The concept of succession planning is ‘Who will

replace whom’. Its main function of job rotation is to develop a pool of
employees who can be placed at a senior level when someone gets retired or
leaves the organization. The idea is to create an immediate replacement of a
high-worth employee from within the organization.
 Creating right employee job fit: The success of an organization depends on
the on-job productivity of its employees. If they’re rightly placed, they will
be able to give the maximum output. In case, they are not assigned the job
that they are good at, it creates a real big problem for both employee as well
as organization. Therefore, fitting a right person in right vacancy is one of the
main objectives of job rotation.
Job Enlargement

Job enlargement is about increasing the range of

job duties and responsibilities. Job enlargement
involves combining various activities at the same
level in the organization and adding them to the
existing job. It is also called the horizontal
expansion of job activities.
In case of job enlargement, employees need to be
trained in new fields or new responsibilities in
order to understand how additional tasks are
carried out.
Job Enlargement
Job enlargement requires the management of the
organization to provide their support in
providing appropriate training to the employees
to make them able to adapt to the enlarged job
scope. Some advantages of job enlargement are a
variety of skills, improves earning capacity, and
wide range of activities.
Job enrichment
Job enrichment can be described as a medium
through which management can motivate self
driven employees by assigning them
additional responsibility normally reserved for
higher level employees. By doing this,
employees feel like their work has meaning
and is important to the company.
 Disadvantages of External Recruitment

1. Problem of adjustment: It takes new employees time to

adjust to the new organization, environment and culture.
2. Manipulation: External recruitments are subjected to
outside manipulation. It becomes a matter of “who you
know” not “what you know”. The prerequisite factors
expected from new employees like skills, knowledge,
experience and competence are compromised. This undue
influence from outside in terms of those who are connected
to the organization’s leadership tend to defeat the whole
essence.
GROUP ASSIGNMENT
1. Discuss about HRP and its contribution to competitive advantage.
2. Explain how achievement theory contributes to organization performance.
3. Explain what you have gained from the course of HRM and how it will help
you as future manager.
4. Discuss about the usefulness of employee motivation at work place.
5. Explain clearly the following statement: All managers are HR managers.
Use a supporting example
6. Discuss about managerial environments which influence HRM.
7. Explain what employee maintenance is and its contribution to competitive
advantage.
8. Discuss about the contribution of HRD to organization performance.
9. Discuss about turnover, its causes as well as its disadvantages.
 FINANCE
1. Discuss about HRP and its contribution to
competitive advantage. G1
2. Explain how achievement theory contributes to
organization performance. G5
3. Explain what you have gained from the course of
HRM and how it will help you as future manager. G8
4. Discuss about the usefulness of employee motivation
at work place. G3
5. Explain clearly the following statement: All
managers are HR managers. Use a supporting
example G4
6. Discuss about managerial environments which
influence HRM.
7. Explain what employee maintenance is and its
contribution to competitive advantage.
8. Discuss about internal and external recruitment as well
as the advantages of each.
9. John, a HR manager of X company is facing the
problem of surplus. As an expert in HRM, advise him
on how to solve the problem without involving the
organization in justice.
4.4. Benefits of human resource planning cont.

 Future skills requirements can be met by the timely

training and development of employees
 The morale of the employees can be maintained due
to the smooth management of their career.
 Likely redundancies can be anticipated and managed
effectively with minimum disruption to employees,
work process and organizational objectives
LESSON FIVE: RECRUITMENT AND SELECTION

Every organization, regardless of its size, product

or service, must recruit applicants to fill positions.
Through direct applications by individuals, an
organization maintains a large pool of available
and qualified applicants.
Recruitment is a process of finding qualified
people and encouraging them to apply for a
specified post within an organization. It is the
process of acquiring applicants who are available
and qualified to fill positions in the organization.
 Sources of recruitment

Recruitment is a process of finding qualified people

and encouraging them to apply for a specified post
within an organization. It is the process of acquiring
applicants who are available and qualified to fill positions
in the organization.
There are two recruitment sources which are internal and
external.
1. Internal Source of Recruitment  
This is an aspect of organizational development which
enables an organization to tap from within its human
resources to meet its manpower needs.
 Internal sources include personnel already on the
pay-roll of an organization. Filling a vacancy from
internal sources by promoting people has
advantages of increasing the general level of
morale of existing employees and of providing to
the company more reliable information about the
candidate. Among the internal sources, the
following may be included:
(a) Promotion;
(b) Transfers; and
(c) Response of employees to a notified vacancy.
 Merits of Internal Recruitment
 Internal recruitment have the advantage of
absorbing people already familiar with the
company culture;
 It is a useful signal to employees and assures them

that their services are recognized and this helps in

maintaining their motivation and morale;
 It reduces labor turnover as it gives employees a

sense of job security and opportunity for

advancement;
 Employees are familiar with the organization

hence, job training can be reduced; and

 Merits of Internal Recruitment
 It increases the morale of promoted employees:

Internal recruitment is a motivational force to

employees.
 It saves cost: The amount of money that should

be used in recruitment process from advertisement

to selection and interview is saved
 Career building: It enables employees to stay and

build a career within the organization.

 Demerits of Internal Sources of Recruitment

Internal sources of recruitment suffer from certain

demerits which are:
 It limits the choice to a few employees only.
 The likes and dislikes of the superiors play an important

role in the selection of an employee.

 It creates frustration among those employees who are not

selected.
 New ideas are hindered: It does not create room for new

ideas since new people outside the organization are not

allowed into the system.
 Seniority becomes a determinant factor for promotion:

The door of the organization is shut against competent

personnel from outside the organization.
 2. External Source Recruitment  

It involves recruiting competent employees from

outside the organization. It brings about new
ideas, new blood and innovation in the system. It
creates room for fair play and equal chance for
everyone who meets the criteria for the job.
External recruitment uses the following means:
 2. External Source Recruitment
(1)Advertisement: advertising in newspapers,
journals and magazines is the most frequently
used method. A well designed advertisement
should contain the following four basic steps:
i. Attracting attention
ii. Developing interest
iii. Arousing desire
iv. Generating action.
 2. External Source Recruitment
(2)Employment Exchanges: it is about registering
unemployed candidates and maintaining records
of their names, qualifications etc. When there are
vacancies, they select suitable candidates among
employment seekers.
(3).Campus Recruitment: recruiters are sent to
educational institutions where they meet
school/university officers or faculty members who
recommend suitable candidates.
 2. External Source Recruitment
(4) Unsolicited applicants: applicants send their applications
without any invitation from the organization. A recruiter can
use these unsolicited applications for appointment when
vacancies arise.
(5) Employee referrals: Friends and relatives of present
employees are also a good source from which employees
may be drawn. Some organizations with a record of good
personnel relations encourage their employees to bring
suitable candidates for various openings in the organization.
(6) Field trips: An interviewing team makes trips to towns
and cities which are known to contain kinds of employees
required. These travelling recruiters are sent to educational
and professional institutions.
Merits of External Recruitment
 Fresh talents and skills come into the organization;
 New employees may try to change old habits;
 New employees may be selected according to

terms and conditions of the organization;

 Highly qualified and experienced employees help

the organization to come up with better

performance;
 Recruiters have a huge number of candidates to

choose from;
 Merits of External Recruitment

 External sources of recruitment are economical

because potential employees do not need extra
training for developing their skills;
 It injects new blood, new ideas innovation and
stimulate healthy competition in organizations;
 Demerits of External Recruitment

 External sources of recruitment reduce the morale

of employees because outsiders are preferred to fill
up superior vacancies.
 External sources of recruitment deny career

advancement for employees.

 The recruiter may not be in a position to properly

evaluate outside candidates because the time at his

disposal is very less. This may result in faulty
selection of employees.
 Outsiders are not fully acquainted with the policies

and procedures of the organization. Therefore, they

should be given training, which is quite expensive.
 5. Problem of adjustment: It takes new employees
time to adjust to the new organization, environment
and culture.
 6. Manipulation: External recruitments are subjected

to outside manipulation. It becomes a matter of

“who you know” not “what you know”. The
prerequisite factors expected from new employees
like skills, knowledge, experience and competence
are compromised. This undue influence from outside
in terms of those who are connected to the
organization’s leadership tend to defeat the whole
essence.
 Selection

Selection, either internal or external, is the process of

choosing among candidates from within or outside
organization the most suitable person for current or
future job position. The primary aim of employee
selection is to choose those persons who are most
likely to perform their jobs with maximum
effectiveness.
After selection, those selected would be placed on the
job. It is necessary for organizations to appreciate
the fact that recruitment, selection and placement
constitute one of the most critical aspects of
personnel functions. They also constitute the
foundation on which the organization is built.
 Steps in selection procedure
The steps commonly followed are the following:
1. Application blank: it is a highly structured questionnaire
in which questions are standardized and determined in
advance. It includes biographic data, education and past
experience, personal items and referees.
2. Initial interview: Those who are selected based on
information provided in the application blank are called for
initial interview. This is done in order to evaluate the
appearance of the candidate and to establish a friendly
relationship between the candidate and the company and
obtain additional information and clarification on
information in the application blank.
3. Employment tests: it tests candidates ability,
interest, intelligence, personality, etc.
4. Interviews: Interviews are conducted to test
capabilities of the candidate to occupy a particular
post. They determine knowledge, experience,
skill, intelligence, general perception, mental and
psychological reflexes, capacity to perceive
things quickly and capabilities to take quick and
immediate decisions.
5. Check on referees: The referees provided by the
applicant have to be checked. This is to find out the
past records of the candidate.
6. Physical or medical examination: The next step
is getting the candidates checked medically in case
of need.
7. Final interview and induction: After the
applicant is selected, it is advisable to place him/her
in the job selected for. He/she is formally appointed
by issuing an appointment letter or by concluding
with him a service agreement (employment
contract).
QUESTIONS FOR DISCUSSION
1. What do you understand by human resource
planning?
2. Explain with suitable illustrations the process of
human resource planning.
3. “The human resource planning is becoming more
and more important and complex with organizations
which are becoming more global”. Comment.
4. If you were a human resource planner, how will
you develop accurate human resource plans when
there are so many rapidly changing environmental
factors around you over which you have either little
or no control?
1. Explain what motivation is, its types as well as how it
contributes to organization performance.
2. Discuss about Human Resource planning, its steps
and how it contributes to organization success.
3. Discuss about managerial environments which
influence HRM.
4. Explain what employee maintenance is and its
contribution to competitive advantage.
5. Discuss about internal and external recruitment as well
as the advantages of each.
6. John, a HR manager of X company is facing the
problem of surplus. As an expert in HRM, advise him
on how to solve the problem without involving the
organization in justice.
7. Discuss about managerial environment, its types and
how they influence HR planner.
8. How do you think is HRM course important for
managers especially HR managers? How will
you apply the knowledge you get from this
course in your future functions of manager?
9. Discuss about compensation, its types ad how it
contributes to competitive advantage of
organizations.
10. Explain employee maintenance, how it can be
achieved at highest level as well as its
importance in organizations.
GROUP ASSIGNMENT
1. Discuss about internal and external
recruitment as well as the advantages of
each.
2. John, a HR manager of X company is
facing the problem of surplus. As an
expert in HRM, advise him on how to
solve the problem without involving the
organization in justice.
 INDIVIDUAL ASSIGNMENT
1. Write T for a true statement and F for a false
statement/5 marks
1. After selecting skilled employees, there is no need
of training them.
2. Skilled employees can perform better even if they
are not motivated.
3. Job description comes after recruitment.
4. A proper management of human resources is not a
key to organizations success.
5. Internal recruitment does not present any
disadvantage.
2. Job specification is about:
a. Choosing best employees
b. Receiving applications
c. Clarifying duties and responsibilities
d. No correct answer
3. When employees feel the pain to leave higher than the
pain to stay in the organization, it means that:

a. They are happy and want to stay

b. They are skilled
c. They look for another job
d. They are not motivated
e. No correct answer
ASSIGNEMENT
1.There are two sets of human resource management
functions: managerial and operative functions. Discuss
these functions.
2. Explain the importance of human resources in an
industrial enterprise.
3. Discuss about internal mobility and how it helps in
achieving organizational goals.
4. With a supporting example, explain the importance of
effective HRP within an organization.
5. Discuss about job analysis, job specification and its
importance.