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Human Resource Management
Planning
Author's definition for planning
Nature / Characteristic of Planning
Planning Contributes to objectives
Planning is Primary function of management
Pervasive
Planning Promotes innovative ideas
Planning Facilitates Decision Making
Planning Establishes Standard for Controlling
Focuses attention on objectives of the Company
Planning Process
Setting up of the objectives
Developing Premises
Listing the various alternatives for achieving the objectives
Evaluation of different alternatives
Selecting an alternative
Implement the plan
Follow up
Importance of planning
Planning Provides Direction
Planning Reduces Risks of Uncertainty
Planning Reduces Overlapping and Wasteful Activities
Planning Prompter Innovative Ideas
Planning Facilitates Decision Making
Planning Establishes Standards for Controlling
Limitation of planning
Planning leads to rigidity
Planning may not work in dynamic environment
  It reduces creativity
  Planning involves huge cast
  It is a time consuming process
  Planning does not guarantee success
  Planning does not guarantee success
  Lock of accuracy
External Limitations of planning
Natural Calamity
Change in competitors Policies
Change in taste / fashion and trend in the market
Change in technologies
Essential Elements of Planning
Forecasting
Objective
Policies
Procedures
Programmes
Rules
Budget
Strategies
Job Analysis
What is Job Analysis
Objectives of Job analysis
Uses of Job Analysis
Process of Job Analysis
Job description
What is Job Description
Contents of job description
Job Specification

Human Resource Management

Human Resource Management - Planning, Job Analysis, Job Description, Job Evaluation, Selection, Recruitment, Motivation, Training and Development, Performance Appraisal; Staff Manual

Planning

Planning can be defined as "thinking in advance what is to be done, when it is to be done, how it is to be done and by whom it should be done".

Planning involves setting objectisves and deciding in advance the appropriate course of action to achieve these objectives. So we can also define planning as setting up of objective and targets and formulating an action plan to achieve them.

Author's definition for planning

According to Koontz O' Donnell, "planning is an intellectually demanding process; it requires conscious determination of course of action and basong of directions on purpose, knowledge and considered estimates.

According to Mary cushing Niles, "planning is the conscious selection and developing the best course of action to accomplish an objective. It is the basis from which the future management action spring".

According to George R. Terry, "planning is the selecting and relating of facts and the making and using of assumptions regarding the future in the visualisation and formulation of proposed activities, believed necessary to achieve the desired results."

Nature / Characteristic of Planning

i. Planning Contributes to objectives :

Planning starts with the determination of objectives. We cannot, think of planning in absence of objective.

ii. Planning is Primary function of management :

Planning to be primary or first function to be performed by every manager. No other function can be executed by the manager without performing planning function.

iii. Pervasive :

Planning is required at all levels of the management. It is not a function restricted to top level managers only but planning is done by managers at every level.

iv. Planning Promotes innovative ideas :

Planning requires high thinking and it is an intellectual process. So, there is a great scope of finding better ideas, better methods and procedures to perform a particular job.

v. Planning Facilitates Decision Making :

Planning helps the managers to take various decisions. As in planning goals are set in advance and predictions are made for future.

vi. Planning Establishes Standard for Controlling :

Controlling means comparison between planned and actual output and if there is variation between both then f ind out the reasons for such deviations and taking measures to match the actual output with the planned.

vii. Focuses attention on objectives of the Company :

Planning function begins with the setting up of the objectives, policies, procedures, methods and rules, etc. which are made in planning to achieve these objectives only.

Planning Process

Setting up of the objectives

Developing Premises

Listing the various alternatives for achieving the objectives

Evaluation of different alternatives

Selecting an alternative

Implement the plan Follow up

i. Setting up of the objectives :

In planning function manager begins with setting up of objectives because all the policies, procedures and methods are framed for achieving objective only. The managers set up very clearly the objective of the company keeping in mind the goals of the company and the physical and f inancial resources of the company.

ii. Developing Premisesv:

Premises refer to making assumptions regarding future. Premises are the base on which plans are made. It is a kind of forecast mode keeping in view existing plans and any past information about various policies. There should be total agreement on all the assumptions. The assumptions are made on the basis of forecasting. Forecast is the technique of gathering information.

iii. Listing the various alternatives for achieving the objectives :

After setting up of objectives the managers make a list of alternatives through which the organisation can achieve its objectives, as there can be many ways to achieve the objective and managers must know all the ways to reach the objectives.

iv. Evaluation of different alternatives :

After making the list of various alternative along with the assumptions supporting them, the manager starts evaluating each and every alternative and notes down the positive and negative aspects of every alternative. After this the manager starts eliminating the alternatives with more of negative aspect and the one with the maximum positive aspect and with most feasible assumption is selected as best alternative. Alternatives are evaluated in the light of their feasibility.

v. Selecting an alternative :

The best alternative is selected but as such there is no mathematical formula to select the best alternative. Some times instead of selecting one alternative, a combination of different alternatives can also be selected. The most ideal plan is most feasible, profitable and with least negative consequences.

vi. Implement the plan :

The managers pre-pare or draft the main and supportive plans on paper but there is no use of these plans unless and until these are put in action. For implementing the plans or putting the plans into action, the managers start communicating the plans to all the employes very clearly because the employees actually have to carry on the activities according to specification of plans.

vii. Follow-up :

Planning is a continuous process so the managers job does not get over simple by putting the plan into action. The managers monitor the plan carefully while it is implemented. The monitoring of plan is very important because it helps to verify whether, the conditions and predictions assumed in plan are holding true in present situation or not.

Importance of planning

1. Planning Provides Direction :

Under the process of planning the objectives of the organisation are defined in simple and clear words. The obvious outcome of this is that all the employees get a direction and all their efforts are focused towards a particular end.

2. Planning Reduces Risks of Uncertainty :

Planning is always done of future and future is uncertain. With the help of planning possible changes in future are anticipated and various activities are planned in the best possible way.

3. Planning Reduces Overlapping and Wasteful Activities :

Under planning, future, activities are planned in order to achieve objectives. Consequently, the problems of when, where, what and why are almost decided. This puts an end to disorder and suspicion.

4. Planning Prompter Innovative Ideas :

It is clear that planning selects the best alternative out of the many available. All these alternatives do not come to the manager on their own, but they have to be discovered. While making such an effort of discovery, many new ideas emerge and they are studied intensively in order to determine the best out of them.

5. Planning Facilitates Decision Making :

Decision making means the process of taking decisions. Under it, a variety of alternatives are discovered and the best alternative is chosen. The planning sets the target for decision making.

6. Planning Establishes Standards for Controlling :

By determining the objective of the organisation through planning all the people working in the organisation and all the departments are informed about 'when', 'what' and 'how' to do things.

Limitation of planning

i. Planning leads to rigidity :

Once plans are made to decide the future course of action the manager may not be in a position to change them. Following predefined plan when circumstances are changed may not bring positive results for organisation.

ii. Planning may not work in dynamic environment :

Bussiness environment is very dynamic as there are continuously changes taking place in economic, political and legal environment. It becomes very difficult to forecast these future changes. Plans may fail if the changes are very frequent. The environment consists of number of segments and it becomes very difficult for a manager to accesso future changes in the environment.

iii. It reduces creativity :

With the planning the managers of the organisation start working rigidly and they become the blind followers of the plans only. The managers do not take any initiative to make changes in the plan according to the changes prevailing in the business environment.

iv. Planning involves huge cast :

Planning process involves lot of cast because it is an intellectual process and companies need to hire the professional experts to carry on this process.

v. It is a time consuming process :

Planning process is a time consuming process because it takes long time to evaluate the alternatives and select the best one. Lot of time is needed is developing planning premises. So, because of this, the action gets delayed. And whenever there is a need for prompt and immediate decision then we have to avoid planning.

vi. Planning does not guarantee success :

Planning process is a time consuming process because it takes long time to evaluate the alternatives and select the best one.Lot of time is needed is developing planning premises. So, because of this, the action gets delayed. And whenever there is a need for prompt and immediate decision then we have to avoid planning.

vii. Planning does not guarantee success :

Sometimes manages have false sense of security that plans have worked successful in past so these will be working in future also. There is a tendency in managers to rely on pretested plans.

It is not true that if a plan has worked successfully in past it will bring success in future also as there are so many unknown factors which may lead to failure of plan in future. Planning only provide a base for analysing future. It is not a solution for future course of action.

viii. Lock of accuracy :

In planning we are always thinking in advance and planning is concerned with future only and future is always uncertain. In planning many assumptions are made to decide about future course of action.

External Limitations of planning

Sometimes planning fails due to following limitations on which managers have no control.

i. Natural Calamity :

Natural calamities such as flood, earthquake, famine etc. may result in failure of plan.

ii. Change in competitors Policies :

Some time plan may fail due to better policies, product and strategy of competitor which was not expected by manager.

iii. Change in taste / fashion and trend in the market :

Sometimes plans may fail when the taste/fashion or trend in market goes against the expectation of planners.

iv. Change in technologies :

If technologies are not known and how to use them there will be delay in production and unawareness may lead to was tage of resources as well as time.

Essential Elements of Planning

• Forecasting :

It is the starting point of planning on which the business misses its course of action forecasting can be described as the projection of present trains into the future.

• Objective :

Objective are there in on which activities are aimed objective determine the goal or end results of the projected actions of an enterprise goals are the foundation up on which the whole structure of is built.

• Policies :

Policy is a written statement or some oral understanding in general term which govern the action of subordinate in similar situations.

• Procedures :

Procedures indicate as to how a particular activities to be performed. Procedure is a faxed path through the defined area of policy.

• Programmes :

For a complete and ordinary course of action programmes are laid down within the framework of the plans. Programmes weld together different plans for implementing them properly.

• Rules :

Rules are prescribed guides to action day of unknown discretion to employees. They specify what should be done and what should not be done.

• Budget :

Budgets and numerical statement prepared for a particular period budgets are generally prepared in terms of money but other units may also be used that set standard from which actuals can be compared.

• Strategies :

Strategies are modified plants or policies to meet a particular situation particularly competitive situation in the market.

Job Analysis

Job analysis is a process of gathering necessary information, relation to the tasks, duties, responsibilities and accountability of a job. Job analysis process involves the implementation of a series of related steps. In the first step, aspect of various jobs in the organization has to be obtained.

This is essential to determine the linkages between jobs and organizational plans, interrelationship among jobs and the contribution of different jobs to the efficiency and effectiveness of the organization. The needed background information for this purpose is procured through organizational charts, process charts, class specification etc. In the second step (data collection), data and information related to the selected jobs. are gathered. The information, about the characteristics of the job, duties. responsibilities, authority, accountability, qualifications, required employe behaviour, and training needs, is collected. Such information can be collected from the present employees, the managers and the supervisors. Several techniques, like questionnaire, observations or interview etc, are used to collect the data.

What is Job Analysis

• It is the detaild and systematic study of jobs to know the nature and characteristies of the people to be employed for each job.

• The process of job analysis is based on data analysis.

• The data is mostly related to to -

• Duties

• Responsibilities

• Operations of a job

• Material and equipment required in a job

Objectives of Job analysis

• Work simplification

• Establishment of work standards

• Improving the safety in the organisation

• Support the orther HR activities

Uses of Job Analysis

• Human Resource planning - Identifying right people at right time in right place with right skills.

• Recruitment, selection and placement

what you need to do

what skills you need to have

matching the job requirement with

skills employee must have.

• Training Development - every job need a particular skill so that employee must be trained accordingly

• Job Evaluation - measuring the worth of jobs. Higher the worth higher. the salary,

• Performance Appraisal - Actual performance is measured against the standards. These standards are set based on job analysis.

• Job Design - job analysis helps in designing and redesigning of jobs based on work specialization work improvement etc.

• Safety and Health

Identify the job that is hazardous to health.

Communicate the conditions with the employees.

Corrective actions must be taken accordingly.

Process of Job Analysis

• Step -1 Organize and plan the programme.

Assign a person or a team for the process.

A schedule and estimate is provide to complete the activity.

• Step - 2 Defining the objective of the job analysis

• Step -3 Set priorities for the job to be analysis

• Step - 4 Start collecting job information

Information related to work flow

Job description

Job specification

Procedure manuals

• Step - 5 Prepare the job description and job specification.

Job description

A job description is a list of the general tasks or functions and responsibilities of a position. Typically, it also includes to whom the position reports, specifications such as the qualification needed by the person in the job, salary range for the position, etc.

A job description is usually developed by conducting a job analysis, which includes examining the task and sequences of task necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role is the set of responsibilities or expected results associated with a job. A Job usually includes several roles.

What is Job Description

• Whenever there is a vacancy in any organisation they advertise their posts in various platforms.

• Job description is that advertisement.

• It can be defined as the factual statement of job contents in the form of duties and responsibility of a specific job.

• It tell the job seeker about the nature and type of job.

• It explain

What is to be done

How it is to be done

Why it is to be done

Contents of job description

Job title

Job Location

Job Summary

Duties to be performed

Machines and tool if required

Nature of supervision

Working environment

Job Specification

It is a document which states the minimum acceptable human qualities necessary to perform a job properly.

It translates the job description indo human qualification.

It serves as a guide while hiring someone.

Most of the companies do not prepare it but still interviewer do kee this in their mind before hiriing someone.

Notes

Question

1. Theory X and Theory Y relate to

A. Planning B. Motivation

C. Innovation D. None of these

Ans:

2. The concept of motivation is mainly psychological. It relates to those forces operating within individual employee or subordinate which impel hum to act in certain ways, who defines:

A. Dale S. Beach B. Mc Farland

C. E. J. Evans D. Derik Austin

Ans:

3. What is not the meaning of decision making?

A. Determine the objects B. To come to a result

C. Identification of policies D. Taking work from the workers

Ans:

4. What is the second step in decision making process?

A. Identification of the problem B. Making list of curriculums

C. Definite objective values D. Selecting the result

Ans:

5. Likert name is associated with

A. style of leadership B. decision making theory

C. theory of motivation D. none of the above

Ans:

6. ‘Theory Y’ lays emphasis on

A. play rather than work B. control on worker

C. close supervision D. less external control, more self control

Ans:

7. Douglas McGregor is known for the

A. Theory X & Theory Y B. Two Factor Theory

C. Management grid D. Theory of Leadership

Ans:

8. Theory X and Theory Y is developed by

A. Peter Drucker B. Douglas McGregor

C. Abraham Maslow D. None of the above

Ans:

9.Job description help the organisation to

A. select the right person for the right job B. give more power to the supervisors

C. decide the salary structure D. all the above

Ans:

10. Job costs is

A. covering labour and material used for different jobs

B. covering the costs of different specific processes

C. covering the cost of specific items being processed

D. none of the above

Ans:

11. What is human resource management?

A. Managing the staff to accomplish various operations

B. Managing the human as resources to accomplish various operations

C. Managing the resources only

D. Managing the staff only

Ans;

12. The management of the human resources for providing better services in the libraries is called

A. Human Resource Arrangement B. Human Resource Management

C. Human Resource Organisation D. Human Resource Administration

Ans:

13. What does a job description provide for an employee of the library?

A. A full understanding about the reading material

B. A full understanding of the activities to be performed

C. A full understanding about the qualifications

D. A full understanding of the working of the library

Ans:

14. The task of job analysis of each personnel of the library is done by

A. observation of the authorities B. questionnaire method

C. interview of the staff D. all the above

Ans:

15. The process which means to employ persons to work in an organisation to fit into positions with a well defined job description is

A. selection B. recruitment

C. service D. employment

Ans:

16. What is essential of the following for the purpose of recruitment, training needs and later for performance evaluation of the personnel of the libraries?

A. Job analysis B. Job satisfaction

C. Job description D. Class analysis

Ans:

17. What is the meaning of job description?

A. Description of all the persons of the library

B. Description of the working of one person

C. Description of the functions for a particular post

D. Description of functions, duties, responsibilities and experiences of a person

Ans:

18. What is recurring expenditure in the libraries?

A. Expenses on books B. Expenses on electricity

C. Other expenses D. Expenses on electricity

Ans:

19. Match the following :

List-I List-II

a. Classical School i. John cotton Danna

b. X & Y Theory ii. Henry Fayol

c. Newark Charging System iii. Peter Drucker

d. MBO iv. Douglas McGregor

Codes :

(a) (b) (c) (d)

A. (i) (iii) (iv) (ii)

B. (iii) (iv) (i) (ii)

C. (ii) (iv) (i) (iii)

D. (iii) (ii) (iv) (i)

Ans:

20. Match the following :

List – I List – II

a. Theory of i. Factor of Motivation planning

b. Unity of ii. Efficiency Command and waste prevention

c. MBO iii. Maslow

d. Forecasting iv. Peter Drucker

Codes :

(a) (b) (c) (d)

A. i ii iii iv

B. iv i ii iii

C. iii ii iv i

D. iii iv i ii

Ans:

21. Assert ion (A ) : Training methods through brain storming stimulate idea generation.

Reason (R): Training methods do not provide opportunity to unskilled to become skilled.

Codes :

A. (A) is false but (R) is true.

B. Both (A) and (R) are false.

C. Both (A) and (R) are true.

D. (A) is true but (R) is false.

Ans:

22. Methods and Techniques of Human Resource Planning includes

i. Selection and Recruitment

ii. Induction and Placement

iii. Quality Management

iv. Performance Evaluation

Codes :

A. (i), (iv) & (ii) are correct.

B. (iv), (iii) & (i) are correct.

C. (i), (ii) & (iv) are correct.

D. (iii) and (i) are correct.

Ans:

23. Theory X and Theory Y were formulated by

A. Douglas Murray McGregor B. Peter Drucker

C. Abraham Maslow D. F W Taylor

Ans:

24. The theories relating to motivation are:

1. Feyol theory 2. Maslow theory

3. Drucker theory 4. McGregor Theory X and Theory Y

A. 1, 2 and 3 are correct B. 1, 3 and 4 are correct

C. 2 and 4 are correct D. 2, 3 and 4 are correct

Ans:

25. Maslow’s theory is related to

A. Motivation B. Leadership

C. Maturity D. Scientific Management

Ans:

26. Match the following

List - I List - II

a. Taylor i. Theory of Motivation

b. Maslow ii. X and Y Theory

c. McGregor iii. Scientific Management

d. Argyris iv. Immaturity / Maturity Theory

v. Leadership Style

Code:

(a) (b) (c) (d)

A. (iii), (iv), (ii), (i)

B. (iv), (i), (v), (iii)

C. (iii), (i), (ii), (iv)

D. (v), (iv), (iii), (i)

Ans:

27. Match the following

List - I List - II

a. Blake i. Chart technique

b. Gantt ii. Leadership Style

c. Maslow iii. Maturity/Immaturity Theory

d. Me Gregor iv. Motivation Theory

v. Theory X and Y

Codes :

(a) (b) (c) (d)

A. (ii) (iii) (v) (iv)

B. (ii) (i) (iv) (v)

C. (iii) (iv) (ii) (i)

D. (i) (iv) (iii) (ii)

Ans:

28. Herzberg’s is two factor theory deals with

A. Staff recruitment B. Leadership

C. Decision making D. Motivation

Ans:

29.

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Sunday, July 27, 2025

Human Resource Management (part - 3)

Human Resource Management