1. HRM Environment
   1. Internal Environment
   2. External Environment
2. HRM
   1. A
      1. concept
      2. characteristics
         1. Human focus
         2. Management Function
         3. pervasive function
         4. Continuous commitment
         5. Dynamic
         6. System
         7. Mutually-Oriented
      3. objectives
         1. Goal achievement
            1. Personal goals
            2. HRM goals
            3. Organizational goals
            4. societal goals
         2. Goal harmony
         3. Structure maintenance
         4. Productivity improvement
         5. Efficiency promotion
         6. change management
         7. Quality of Work life
      4. functions
         1. Acquisition
         2. Development
         3. Utilization
         4. Maintenance
   2. B
      1. HRM System
         1. Input
            1. Human Energy and competencies
            2. Org Plan
            3. HR Plan
            4. HR Inventory
            5. Job Analysis
            6. Labour market
         2. Processing
            1. Acquision
            2. Development
            3. Utilization
            4. Maintenance
         3. Outputs
            1. Org Related
            2. Goal achievement
            3. quality of worklife
            4. productivity
            5. profits
            6. readiness for change
            7. Employee Related
            8. commitment
            9. competence
            10. congruence
            11. cost-effectiveness
         4. HRM System.jpg
      2. Personnel Mgmt and HRM
         1. Dimension
            1. Personnel Management
            2. HR Management
         2. Focus
            1. People as input in the production process
            2. People as strategic resource in the org system
         3. Scope
            1. Concren of Personnel Dept
            2. Concer of all levels of managers
         4. Function
            1. Routine function
            2. Strategic function
         5. Job Design
            1. Job design based on division of labour
            2. Job design based on team work
         6. Interest
            1. Organization's interest uppermost
            2. harmony in interests of orgs and individuals
         7. Orientation
            1. discipline, direction and control oriented
            2. systems oriented with climate for growth,
            3. performance and involvement
         8. Communication
            1. restricted communication
            2. open communication
         9. Labour Mgmt
            1. piecemeal approach to labour mgmt
            2. collective bargaining
            3. Integrated approach to mgmt of HR
            4. Individualised performance contracts
         10. Means
             1. emphasis on rules, regulations,
             2. procedures, practices
             3. Emphasis on human enery and competencies
         11. Ends
             1. employee satisfaction
             2. achieving goals
         12. Outcome
             1. a) satisfied personnel
             2. b) Increased production
             3. a) committed HRs
             4. b) Increased productivity
             5. c) Readiness to change
             6. d) Increased Profits
             7. e) Quality of work life
   3. C. HR Outcomes
      1. Quality of Work life(QWL)
         1. A
            1. Autonomy
            2. Recognition
            3. belonging
            4. intrinsic rewards-job-oriented
            5. extrinsic rewards-money oriented
         2. B. Factors
            1. equity in compensation
            2. safe and healthy work environment
            3. development of human capacities
            4. social relevance
            5. social responsibility
            6. total life space
      2. Productivity
         1. a) Technology
         2. b) Innovation
         3. c) Learning
         4. d) Motivation
         5. e) Performance-reward linkage
      3. Readiness to change
         1. A) Main reasons for resistance to change are:
            1. a) fear of unknown
            2. b) security
            3. c) misunderstanding
            4. d) Habit
            5. e) poor communication
            6. f) lack okf involvement
            7. g) vested interests
            8. h) social factors
         2. B) HRM brings readiness for change by:
            1. i) education and communication to employees about change
            2. ii) participation and involvement of employees in planning and implementation of change
            3. iii) negotiation and agreement with employees about change
            4. iv) Facilitation and support to employees through training and education
            5. v) giving roles to key employees in designing and implementing change
            6. vi) overcoming resistance to change
   4. D. Challenges of HRM
      1. Globalization
      2. Complexity
      3. Technological change
      4. Less Attached Employees
      5. New HRM Concerns
      6. Management of Change
      7. Learning Organizations
3. Components
   1. Acquisition
      1. Human Resource Planning
         1. A.
            1. Concept
            2. Characteristics
            3. Goal directed
            4. checks shortage and surplus of HR
            5. Future oriented
            6. quantitative and qualitative
            7. systems-oriented
            8. forecasts needs
            9. identifies supplies
            10. outcome- right man at the right place at teh right time
            11. time horizon
            12. part of corporate plan
            13. part of acquisition function
            14. Importance of HRP:
            15. Risk and uncertainty reduction
            16. Environmental adaptatin
            17. Improved labour relatins
            18. Acquisition, development, utilization and control of HRs
            19. Change management
            20. Improved efficiency and effectiveness
         2. B.
            1. Concept of Human Resource Strategy
            2. Characteristics
            3. a) Long-term horizon
            4. b) Objectives-oriented
            5. c) Value Addition
            6. d) Environment Adaptation
            7. Relationship between HR Planning and strategic planning
            8. Strategic planning
            9. a road-map that provides direction and scope
            10. a systematic process to analyze the opportunities and threats in teh environment and assess organizations internal strngths and weaknesses, and identify opportunities of competitive advantage
            11. encourages managers to look for new opportunities in the long run
            12. Strategic plan is a corporate level plan which :
            13. a) defines org's mission, objectives and strategies-provides long-term road-map.
            14. b) analyzes strengths, weaknesses, opportunities and threats of the orgs (SWOT analysis)
            15. c) analyzes org's resource capabilities
            16. d) matches resources with opportunities of competitive advantages.
            17. HR Plan
            18. a process of predetermining HR needs and choosing actions to satisfy those needs to help achieve org objectives
            19. strong relationship with Strategic planning - an integral part of the corporate plan.
            20. Relationship
            21. a) Follower relationship
            22. HR plan is based on overall objectives and strategies of the org
            23. HR plan is tailored to fit the needs of corporate strategic plan.
            24. b) Partner relatinship
            25. ** HR Plan is a partner in the formulation of the corporate strategic plan
            26. ** has a strategic relationship in the development of the corporate strategic plan
            27. ** HRM gets everybody in the org involved in implementing the strategic plan
            28. Partner relationship aims to:
            29. i) link HR activities with the strategic plan of the org
            30. ii) ensure that HRM issues are properly considered while formulating the strategic plan
            31. iii) ensure effective utilization of HR
            32. iv) achieve a match between org objectives and HRM objectives
            33. v) identify human resource competencies neede to achieve org objectives
            34. vi) develop action plan for HRM
         3. C. Approaches to HR Planning
            1. 1) Top down approach(Quantitative approach)
            2. 2) Bottom up approach (Qualitative approach)
            3. 3) Mixed Approach
         4. D.
            1. HR Planning Process
            2. HRP Process.jpg
            3. 1. Assessing Current Human Resources
            4. 2. Forecasting HR demand
            5. 3. Forecasting HR Supply
            6. 4. Matching demand and supply forecasts
            7. 5. Preparation of Action plans
            8. Figure
            9. HR Informatin System
            10. Concept
            11. A database device for systematically tracking HR info
            12. designed to collect, analyze, store, retrieve and disseminate info about jobs & employees
            13. - Jobs currently being done : job requirements
            14. People doing those jobs : people requirements
            15. a computer-based system developed from employee and pay-roll records
            16. Contents of HRIS
            17. a) Personal data
            18. - name
            19. - address
            20. - date of birth
            21. - marital status
            22. - children
            23. - next of kin
            24. b) Skills data
            25. • Educational qualifications
            26. • Training recieved
            27. •language spoken
            28. • capabilities
            29. • special skills
            30. c) Position data
            31. • current position
            32. • duties and responsibilities
            33. • occupational history
            34. • various jobs held in other orgs
            35. • work location
            36. d) Compensation data
            37. • current salary
            38. • salary history
            39. • bonus
            40. • overtime payments
            41. • deductions from salary
            42. • tax info
            43. • award received
            44. e) Performance data
            45. • current and past performance appraisal data
            46. Uses of HRIS
            47. a) HR Inventory development
            48. b) Human resource forecast
            49. c) HR development
            50. d) Job analysis
            51. HR Inventory
            52. Concept
            53. • skills inventory of HR currently employed in teh org
            54. • based on HRIS
            55. • source of info for developing HR inventory are the forms completed by employees
            56. Info included in the inventory:
            57. a) name of the employee/age/sex/marital status
            58. b) education qualification of the employee
            59. c) Training undertaken by the employee
            60. d) current position held by the employee
            61. e) performance ratings of the employee
            62. f) prior employment experience of the employee
            63. g) salary level of the employee
            64. h) language spoken by the employee
            65. i) capabilities of the employee in terms of future potential
            66. j) specialized skills of the employee
            67. k) job and location preferences
            68. Analysis of HRIS data provides the following info to facilitate the development of HR Inventory:
            69. a) no. of current employees by departments, service, skills, level, age, etc
            70. b) no. of current employees joining and leaving, including reasons for leaving
            71. c) staff turnover rates, including its trend
            72. d) sickness and absenteeism rates
            73. e) salary bill, including overtime payments
            74. Benefits of HR Inventory
            75. a) enables managers to assess what skills are currently available in the org
            76. b) useful for planning the selection, training, promotion and transfer of employees
            77. c) serves as a decision making tool - helps to make person-job fit
            78. d) serves as a guide for considering opportunities for diversification and expansion of operation
            79. e) provides crucial info for identifying HR related threats to the org
            80. f) supports decision making, coordination and control relating to human resources
            81. Succession Planning
            82. A. Concept
            83. Succession planning is the process of forecasting future demand of managerial human resources. It involves
            84. a) anticipating managerial staffing needs in future for key positions
            85. b) identifying managers with potential for higher responsibilities
            86. c) Making plans for the development of identified managers to meet those needs. potential successors are identified and developed.
            87. It is done for middle and top level managers
            88. Concerned positions are likely to be vacant in the future due to:
            89. º Retirement
            90. º Resignation
            91. º Promotion
            92. º Transfer
            93. º Death
            94. Takes a long term view of the managerial HR needs of the Org
            95. Builds and 'employee bank'
            96. A separate management inventory is generated from HR Inventory for Succession Planning purposes. It includes additional info about the following :
            97. º Current Performance
            98. º Long term growth potential
            99. º Promotability
            100. º Developmental needs (Skills deficiencies)
            101. The Management Succession plan is prepared by matching individual manager's inventory with the list of positions likely to be vacant.
            102. Subtopic 1
            103. If managerial shortages are spotted for vacancies in the mgmt succession plan, candidates are developed through :
            104. º Training and management development
            105. º special assignments
            106. º job rotation
            107. º understudy
            108. º other means
            109. B. Benefits
            110. a) Continuity
            111. b) Career planning
            112. c) Development
            113. d) Talent Management
            114. HR Planning in Nepalese Orgs
      2. Job Design and Analysis
         1. Job Design
            1. Concept
            2. Task
            3. job
            4. position
            5. occupation
            6. Benefits of Job design
            7. Organizational design
            8. Need balancing
            9. Human resource acquisition
            10. motivation
            11. Person-job fit
            12. harmonious labour relations
            13. better quality of work life
            14. Methods of job design
            15. Scientific Management Method
            16. Herzberg's Method
            17. Job Characteristics Method
            18. Open Socio-Technical Method
            19. Work Team Method
         2. Job Analysis
            1. Concept
            2. Components
            3. Job description
            4. i) Title of the job, level of the job : this identifies the job.
            5. ii) Location of the job : Department, physical location.
            6. iii) Relationships : responsible to and responsible for.
            7. iv) Job summary : describes general nature of the job.
            8. v) Duties and responsibilities : What the employee does.
            9. vi) Authority : right to make decisions and give orders to subordinates.
            10. vii) Accountabilities : Answerability for standards of performance.
            11. viii) Organizational interactions : Both inside and outside the organizations.
            12. Job specification
            13. i) Education and Training : years of schooling, type of training
            14. ii) Experience : previous job experience in terms of years and nature of organization.
            15. iii) Physical Health : Good health, emotional stability.
            16. iv) Skills : Communication, computer, driving, report writing, etc.
            17. v) Abilities :
            18. Physical: strength and dexterity, sitting/standing/walking
            19. Mental: Judgement and initiative, getting along with others, decision making, etc.
            20. vi) Maturity: capacity to assume increased responsibilities.
            21. Job Performance standards
            22. job evaluation
            23. Purposes:
            24. • It gives information for developing a compensation package.
            25. • It is important for compensation management.
            26. • It serves as the basis for fixing a fair and equitable salary and wage structure.
            27. Purposes of job analysis
            28. 1. develop job description, job specifications and job performance standards
            29. 2. Conduct job evaluation
            30. 3. prepare human resource plan
            31. 4. Identify training and development needs
            32. 5. Develop performance appraisal system
            33. 6. Job design and redesign
            34. Collecting Job Analysis Information (Process)
            35. a) understand purpose of job analysis
            36. b) Select positions to be analyzed
            37. c) Identify information needed
            38. i. work activities
            39. ii. worker-oriented activities
            40. iii. machines and materials used
            41. iv. job performance standards
            42. v. job context
            43. vi. personal attributes
            44. d) Identify sources of information
            45. i) employees
            46. ii) supervisors
            47. iii) independent experts
            48. iv) job review committee
            49. v) nonhuman sources
            50. e) choose methods for collecting information
            51. i. observation method
            52. ii. interview method
            53. iii. questionnaire method
            54. iv. diary method
            55. v. technical conference method
            56. f) Collect needed information and check for accuracy
            57. Job Analysis techniques
            58. Job focused techniques
            59. a) Functional Job Analysis Technique
            60. i) worker functions
            61. ii) Worker fields
            62. iii) Worker products
            63. iv) Worker traits
            64. b) Methods Analysis
            65. • Balancing movements of two hands
            66. • Opposite and symmetrical directions of hands
            67. • Reduction of muscular efforts
            68. • Doing productive work without idle time
            69. • Location and position of tools and materials for grasping
            70. • Illumination, height, space arrangements at work
            71. c) The Hay Plan
            72. • Objectives of the job
            73. • Dimensions of the job
            74. • Nature and scope of managerial position
            75. • Accountability
            76. • Supporting staff needs
            77. • Technical, managerial and human relationships required
            78. • Nature of problem solving required
            79. • Nature of control and supervisory requirements
            80. Person/behaviour focused techniques
            81. a) Position Analysis Questionnaire (PAQ)
            82. i) Information unit : where and how the worker gets information to do the job.
            83. ii) Mental processes : reasoning, planning and decision making involved in a job
            84. iii) Work output : physical activities as well as tools or devices used
            85. iv) Relationships : interpersonal relationships required by the job
            86. v) Other job characteristics: work schedules, work responsibilities, etc
            87. b) Critical Incident Technique
      3. Recruitment, Selection and Socialization
         1. Recruitment
            1. Process:
            2. Locating sources
            3. Internal Sources
            4. Sources
            5. ∙ Promotion from within
            6. ∙ Transfer
            7. ∙ Rehires
            8. ∙ job rotation
            9. Advantages of Internal Recruitment
            10. 1. Better selection
            11. 2. Morale building
            12. 3. Adaptability
            13. 4. Human resource development
            14. 5. Cost-effective
            15. 6. Commitment
            16. Disadvantages
            17. 1. Limited choice
            18. 2. In-breeding
            19. 3. Favouritism
            20. 4. Limited opportunities
            21. 5. Seniority-based
            22. External
            23. Sources
            24. 1. Employment exchange
            25. 2. Private employment agencies
            26. 3. Educational institutions
            27. 4. Professional associations
            28. 5. Trade unions
            29. 6. Unsolicited applicatins
            30. ∙ Walk-ins
            31. ∙ write ins
            32. ∙ electronic
            33. Advantages of external recruiting
            34. 1. Qualitative human resources
            35. 2. Organizational rejuvenation
            36. 3. Environmental adaptation
            37. 4. Balanced human resource mix
            38. 5. Fairness in recruitment
            39. Disadvantages of external recruiting
            40. 1. High cost
            41. 2. Poor employee morale
            42. 3. Adaptability problems
            43. 4. Wrong selection
            44. Attracting qualified candidates to apply
            45. Methods of recruitment
            46. Internal methods:
            47. 1. Job posting
            48. a) Bulletin boards
            49. b) In-house newsletters/newspapers
            50. c) circulars
            51. d) electronic mail
            52. 2. Employee referral
            53. 3. Human resource inventory search
            54. a) Personal : Name, age, sex, marital status
            55. b) Educational qualifications/professional qualifications
            56. c) Training undertaken/special skills
            57. d) Employment experience/ current position held/seniority
            58. e) Performance ratings
            59. f) Salary level/benefit plans
            60. g) Language spoken
            61. h) Capabilities
            62. i) Job and location preferences
            63. External methods
            64. 1. Advertising
            65. A. Media:
            66. i) print
            67. ii) visual
            68. iii) audio-visual
            69. B. Adv types:
            70. i) Want ads
            71. ii) blind box ads
            72. 2. Educational institution placement
            73. 3. Employee referrals
            74. 4. Internal search
            75. 5. Contact
         2. Selection
            1. Selection process
            2. selection process.jpg
            3. 1) Application form evaluation
            4. 2) Preliminary interview
            5. 3) Selection tests
            6. 4) Selection interview
            7. 5) Reference checks
            8. 6) Physical examination
            9. 7) Hiring decision
            10. Selection tests
            11. Types
            12. Ability tests
            13. Aptitude tests
            14. GMAT
            15. Special aptitude tests
            16. i) Mechanical aptitude tests
            17. ii) psychomotor aptitude tests
            18. iii) Artistic aptitude test
            19. achievement test
            20. i) job knowledge test
            21. ii) work sample test
            22. intelligence test
            23. IQ.jpg
            24. personality tests
            25. interest test
            26. attitudes test
            27. projective test
            28. situation tests
            29. honesty tests
            30. Reliability and validity of selection process
            31. 1) Reliability (consistency
            32. 2) Validity (Accuracy)
            33. a) content validity
            34. b) predictive validity
            35. c) Concurrent validity
            36. d) Construct validity
            37. Interviews
            38. Interview process
            39. a) Preparation
            40. b) conduct
            41. c) termination
            42. d) evaluation (review)
            43. Methods of interviews
            44. a) one-on-one interview
            45. b) panel interview
            46. c) group interview
            47. Types of interviews
            48. 1. Unstructured interview (non-directive approach)
            49. 2. Semi-structured interview (mixed approach)
            50. 3. Structured interview (directive approach)
            51. a) Behavioral interview
            52. b) Situational interview
            53. Limitations of interview
            54. 1. Snap judgement
            55. 2. Contrast effect
            56. 3. Halo effect
            57. 4. Non-verbal signals
            58. 5. Personal biases
            59. 6. Pressures
            60. 7. Negative factors
            61. 8. Lack of knowledge
         3. Socialization
            1. Process of socialization
            2. 1. Prearrival stage
            3. • Education and training
            4. • Prior job experiences
            5. • Recruitment process
            6. • Selection process
            7. 2. Encounter stage
            8. 3. Metamorphosis stage
            9. Subtopic 4
         4. Differences between recruitment and selection
            1. 1) Recruitment takes place before selection and selectin takes place after the recruitment
            2. 2) Recruitment prepares a large pool of probable candidates and selection chooses the right candidate from that pool.
            3. 3) Recruitment locates potential candidates and selection matches candidates with the job.
            4. 4) Recruitment brings employer and employees together and selection brings them face to face through selection tests and interviews.
   2. Development
      1. Training and Development
         1. Learning
            1. process of learning.jpg
            2. Process of learning
            3. a) Stimulus – brings the desire to react/desire to learn
            4. b) Response – org respond to stimulus
            5. c) Motivation – motivate the employee
            6. d) Reward – better results - reward
         2. Human resource development
            1. Essential features of HRD
            2. a) Human focus
            3. b) Learning experience
            4. c) Time-bound
            5. d) Competence
            6. e) Performance
            7. f) Mechanisms
            8. g) Culture
            9. Importance of HRD (Needs of HR Training and development
            10. 1. Improve competencies
            11. 2. Enhance effectiveness
            12. 3. Foster team-work
            13. 4. Facilitate career development
            14. 5. Increase job satisfaction
            15. 6. Improve decision making
            16. 7. Manage change and conflicts
            17. 8. Succession planning
            18. 9. Environmental adaptation
            19. Training
            20. Objectives or Benefits of training
            21. 1) Competency development (knowledge, skills, ability, behavior)
            22. 2) Productivity improvement (output/performance)
            23. 3) Change management
            24. 4) Better communication and healthy attitude
            25. 5) Improved labour relations
            26. 6) Minimizes supervisory burden
            27. 7) Career development
            28. Determining training needs
            29. Inportance
            30. 1) Develop training objective
            31. 2) Identify training responding problems
            32. 3) Develop training programs
            33. 4) evaluate training
            34. Levels of training need determination
            35. 1. Organizational level
            36. 2. Task level
            37. 3. Individual level
            38. Methods of determining training needs
            39. 1) Management Audit Method
            40. a) Environmental Assessment
            41. b) Objectives, strategies and structure
            42. 2) Task Analysis method
            43. task analysis process.jpg
            44. 3) Performance analysis method
            45. a) Organizational Performance analysis
            46. i) Goal achievement
            47. ii) Production performance
            48. iii) Quality control
            49. iv) Sales performance
            50. v) Costs
            51. vi) Absenteeism and labour turnover rates and trends
            52. vii) Accident rates and their frequency
            53. viii) Grievance reports and their reasons
            54. b) Employee performance analysis
            55. i) Employee performance appraisal reviews
            56. ii) Career planning discussions
            57. iii) Exit interviews
            58. iv) Performance tests
            59. 4) Supervisory recommendations method
            60. a) Realities of work situation
            61. b) Performance standard for the job
            62. c) Present knowledge and skills of the employees
            63. d) Desired knowledge and skills to perform the job
            64. 5) Training needs survey method
            65. a) Individual survey
            66. i) questinnaire
            67. ii) Interview
            68. b) Group Survey
            69. i) focus group discussion
            70. ii) brainstorming
            71. c) Competency survey
            72. i) Delphi technique
            73. ii) Conference
            74. Subtopic 3
            75. Training methods
            76. 1. On-the-job training methods
            77. a) Apprenticeship training method
            78. b) Internship training method
            79. c) Job Instruction training method
            80. i) Training preparation
            81. ii) Presentation
            82. iii) Practice
            83. iv) Follow-up
            84. 2. Off-the-job training methods
            85. a) Lecture/conference method
            86. b) simulation exercises
            87. i) Computer modelling
            88. ii) Vestibule training
            89. iii) Virtual reality
            90. c) Programmed instruction method
            91. d) Experiential exercises method
            92. - experiential exercises
            93. - role plays
            94. Evaluating training effectiveness
            95. Process of training effectiveness
            96. 1. setting standards
            97. 2. measuring actual outcomes
            98. 3. finding deviations
            99. 4. corrective actions
            100. Criteria for evaluating training effectiveness
            101. 1. Reaction criteria
            102. 2. Learning criteria
            103. 3. Behavior criteria
            104. 4. Results criteria
            105. Methods for evaluating training effectiveness
            106. 1. Observation method
            107. 2. Test-retest method
            108. 3. Pre-post performance method
            109. 4. Experimental-control group method
            110. 5. Trainee surveys
            111. 6. Cost effective analysis
            112. Management Development
            113. Objectives of MD
            114. 1. Increase managerial capabilities
            115. 2. Enhance managerial potential
            116. 3. Foster team-work
            117. 4. Facilitate environmental adaptation
            118. 5. Improve managerial decision-making
            119. 6. Facilitate management succession plan
            120. 7. Improve managerial job satisfaction
            121. Methods/techniques of MD
            122. 1. On-the-job MD methods
            123. a) Coaching
            124. b) Understudy
            125. c) Job rotation
            126. i) Planned rotation
            127. ii) Situational rotation
            128. iii) Line and staff rotation
            129. d) Planned work assignment
            130. e) internship
            131. 2. Off-the-job MD methods
            132. a) Lecture/seminar/education
            133. b) Simulation exercises
            134. i) case study
            135. ii) incident method
            136. iii) role play
            137. iv) management games
            138. c) Behavior modeling
            139. i) model study
            140. ii) role play
            141. iii) reinforcement
            142. iv) skill transfer
            143. d) Sensitivity training
            144. e) Transactional analysis
            145. · The parent : Ego state of authority, superiority, controlling
            146. · The adult : Ego state of objectivity and rationality
            147. · The child : ego state of impulses and emotion
   3. Utilization
      1. Motivation
         1. Concept
            1. 1. Psychological concept
            2. 2. Complex and unpredictable
            3. 3. Concerned with individual
            4. 4. Continuous process
            5. 5. Pervasive
            6. 6. Goal-oriented
         2. Types
            1. 1) Extrinsic motivation (Financial or physical motivation)
            2. 2) Intrinsic Motivation (Mental or psychological motivation)
            3. a) Job enrichment
            4. b) Participation
            5. c) Management-by-objectives
         3. Importance of Motivation
            1. 1. Understand employee behavior
            2. 2. Productivity improvement
            3. 3. Quality improvement
            4. 4. Employee retention
            5. 5. Creativity promotion
            6. 6. Employee factors
         4. Process of motivation
            1. process of motivation.jpg
            2. 1. Unsatisfied needs and motives
            3. 2. Tension
            4. 3. Action
            5. 4. Accomplishment of goal
            6. 5. Feedback
         5. Motivation Theories
            1. Need-based
            2. 1. Maslow's need heirarchy
            3. 1. Physiological needs
            4. 2. Safety needs
            5. 3. Social needs
            6. 4. Esteem needs (Ego needs)
            7. 5. Self-actualization needs
            8. Lower-level needs : most pressing needs
            9. Higher-level needs: least pressing needs
            10. 2. Herzberg's Theory
            11. Motivation factors
            12. 1. Achievement
            13. 2. Recognition
            14. 3. Advancement
            15. 4. The work itself
            16. 5. Personal growth
            17. 6. responsibility
            18. Hygiene Factors
            19. 1. Company policy and administration
            20. 2. Supervision
            21. 3. Interpersonal relations
            22. 4. Salary
            23. 5. Job security
            24. 6. Personal life
            25. 7. Work conditions
            26. 8. status
            27. 3. McClelland's Theory: Achievement Theory
            28. 1. Need for Achievement(n-Ach)
            29. • Desire to assume personal responsibility to perform difficult tasks and solve difficult problems
            30. • Desire to set difficult goals and take calculated risks
            31. • Desire to perform efficiently and get performance feedback
            32. 2. Need for Power (n-Pow)
            33. • Desire to influence and direct others
            34. • Desire to exercise control over others
            35. • Desire for maintaining leader-follower relations
            36. 3. Need for Affiliation (n-Aff)
            37. • Desire to be accepted and liked by others
            38. • Desire to conform to wishes of others
            39. • Desire to value the feelings of others
            40. 4. ERG Theory
            41. a) Need for Existence
            42. b) Need for Relatedness
            43. c) Need for Growth
            44. Process-based
            45. 1. Equity Theory (J. Stacy Adams)
            46. The referents:
            47. • Self-inside
            48. • Self-outside
            49. • Other-inside
            50. • Other-outside
            51. Equity theory of motivation
            52. Topic
            53. Examples of job inputs and outcomes
            54. Inequity can be reduced by
            55. 1. Changing inputs
            56. 2. Changing outcomes
            57. 3. Changing perceptions of inputs and outcomes
            58. 4. Changing the inputs or outcomes of comparision person
            59. 5. Changing the comparision person (referent)
            60. 6. Leaving the field
            61. 2. Expectancy Theory (Vroom's Theory)
            62. Three relationships
            63. a) Effort – performance relationship (E→P) : Expectancy
            64. b) Performance-Reward relationship (P→O) : Instrumentality
            65. c) Reward-Personal Goal Relationship (V) : Valence
            66. Link between effort, performance and valence
            67. Expectancy Theory of motivation: High level of work motivation requires-
            68. a) Expectancy that effort will lead to effective performance
            69. b) Instrumentality theat effective performance will lead to positive outcomes.
            70. c) Positive value anticipation of the outcomes. The outcomes should be attractive to the individuals.
            71. d) The outcomes satisfy an individual's personal goals.
            72. 3. Goal-setting Theory
         6. Motivation and performance
         7. Frustration
            1. Nature of Frustratin
            2. a) Drive
            3. b) Blocking
            4. c) Barriers
            5. - Overt: outward or physical barriers
            6. - Covert: Inward or mental barriers
            7. d) Defense mechanisms
            8. i) Aggression
            9. ii) Withdrawal
            10. iii) Fixation
            11. iv) compromise
            12. Causes of frustration
            13. a) Intra-individual complexities
            14. b) Divergent personality (personality clash)
            15. c) Changing job characteristics that cause stress
            16. d) Increasing competition for scarce resources
            17. e) Barrier that block goal attainment : can be overt (outward or physical) or covert (mental or inward)
         8. Job Satisfaction
            1. Model of job satisfaction
            2. Dimensions
            3. 1. Emotional response
            4. 2. Expectancy
            5. 3. Attitudes
            6. Factors related to job satisfaction
            7. 1. Pay
            8. 2. Job
            9. 3. Promotion
            10. 4. Supervision
            11. • Employee-centred
            12. • Participative
            13. • Production-centred
            14. 5. Work group
            15. 6. Working conditions
      2. Performance Appraisal
         1. Process
            1. 1. Set performance standards
            2. 2. Communicate performance standards to employees
            3. 3. Measure actual performance
            4. a. Personal observation
            5. b. Internal reports
            6. c. Special reports
            7. 4. Find deviations
            8. 5. Discuss appraisal with employees
            9. 6. Initiate corrective actions
            10. a) Correct deviations
            11. b) Change standards
            12. c. Training assignment
            13. The performance appraisal process
         2. Uses
            1. 1. Performance improvement
            2. 2. Reward management
            3. 3. Training and development decisions
            4. 4. Promotion, transfer, separation decisions
            5. 5. Validation of selection tests
            6. 6. Supervisory understanding
            7. 7. Career and succession planning
            8. 8. Policy formulation
         3. Methods
            1. 1. Job standard-oriented methods
            2. a) Essay Method
            3. • Strengths and weaknesses
            4. • Job performance during the appraisal period
            5. • Technical effectiveness
            6. • Leadership ability
            7. • Promotional potential
            8. • Training and developmental needs
            9. • Suggestions for improvement
            10. b) Checklist method
            11. i) Simple checklist
            12. Simple checklist for appraising sales clerks
            13. ii) Weighted checklist
            14. c) Forced distribution method(Forced choice method)
            15. d) Critical incident method
            16. e) Graphic ratings scales method
            17. i) Quality and quantity of wok
            18. ii) Job knowledge
            19. iii) Attendance, appearance
            20. iv) Loyalty and dependability
            21. v) Honesty, integrity
            22. vi) Attitude, initiative, cooperation, etc
            23. f) Behaviorally anchored rating scales(BARS)
            24. i. Identify performance dimension
            25. ii. Collect critical incidents
            26. iii. Reclassify incidents
            27. iv. Assign scale values to incidents
            28. 2. Comparison oriented
            29. a. Alternate ranking method
            30. b. Paired comparirion method
            31. 3. Objective-oriented :
            32. i. Management-by-objectives (MBO)
            33. a) Collaborative goal setting
            34. b) Action planning
            35. c) Performance review
            36. d) Performance evaluation
            37. ii. 360° Evaluation method
            38. 360°
      3. Reward Management
         1. Consists of:
            1. a) Pay
            2. b) Benefits
            3. c) Services
            4. d) Job-related rewards
         2. Goals of RM
            1. 1) To acquire competent employees
            2. 2) Retain effective workforce
            3. 3) Motivate employees
            4. 4) Cost-effectiveness
            5. 5) Ensure equity
            6. a) internal equity
            7. b) external equity
            8. c) Individual equity
            9. 6) Legal compliance
         3. Types
            1. a. Intrinsic
            2. i. Interesting work
            3. ii. Respomsibility
            4. iii. Job freedom
            5. iv. Growth opportunities
            6. v. Participation
            7. vi. Diversity of activities
            8. b. Extrinsic
            9. 1. Financial
            10. i. Performance-based
            11. • Piecework
            12. • Commission
            13. • Incentive plans
            14. • Bonuses
            15. • Merit pay plans
            16. ii. Membership-based
            17. • Pay
            18. • Benefits and services
            19. 2. Non-financial
            20. A. status-based
            21. • Preferred office furnishings and furniture
            22. • Impressive job-title with own business card
            23. • Own secretary
            24. • Chauffer-driven car
            25. B. privilege-based
            26. • Preferred lunch-hours
            27. • Reserved parking spaces
            28. • Working with less supervision
            29. • Desired work assignments
         4. Qualities of effective reward system
            1. 1. Importance
            2. 2. Equitable
            3. Types
            4. a) internal equity
            5. b) external equity
            6. c) Individual equity
            7. Ways to establish equity
            8. a. Job evaluation
            9. b. Wage surveys
            10. c. Seniority and merit-based
            11. d. Legal compliance
            12. e. Collective bargaining
            13. 3. Visibility : ways to increase visibility
            14. a) Well-publicized bonuses
            15. b) Lump sum salary increases
            16. c) Transparency
            17. 4. Flexibility
            18. 5. Competitive
            19. 6. Cost-effective
      4. Compensation Management
         1. Determinants of compensation
            1. A. Internal factors
            2. 1. Objectives of compensation
            3. a) Establish fair and equitable pay system
            4. b) Attract and retain competent human resources
            5. c) Improve motivation and morale of employees
            6. d) Control costs by designing the lowest cost pay structure
            7. e) Improve labour relations through collective bargaining on compensations issues with unions
            8. f) Improve image of the organization as a "fair play" employer
            9. g) Comply with legal framework related to compensation
            10. 2. Compensation policies
            11. 3. Job evaluation
            12. 4. Employee productivity
            13. B. External factors
            14. 1. Legal consideration
            15. 2. Labour market rates
            16. 3. Equity considerations
            17. 4. Cost of living
            18. 5. Labour union pressures
         2. Methods of establishing employee compensation
            1. 1. Job analysis
            2. a) Job description
            3. b) Job specification
            4. c) Job performance standards
            5. 2. Job evaluation
            6. A. Compensable factors considered
            7. i. Duties and responsibilities of the job
            8. ii. Skills required for the job
            9. iii. Efforts needed for the job
            10. iv. Working conditions of the job
            11. B. Job evaluation methods
            12. i. Job ranking method
            13. ii. Job grading method
            14. iii. Factor comparison method
            15. • Compensable factors eg
            16. - Responsibilities
            17. - Skills
            18. - Mental and physical efforts
            19. - Working condition
            20. • Steps
            21. a) Determine the compensable factors
            22. b) Determine key jobs
            23. c) Apportion the key job's current pay rate
            24. d) Prepare factor comparision chart
            25. iv. Point method
            26. • Steps:
            27. a) Determine the compensable factors
            28. b) Determine levels of factors
            29. c) Allocate points to subfactors and levels
            30. d) Develop point system matrix
            31. 3. Compensation surveys
            32. Sources of data:
            33. a) Published surveys
            34. b) Consultants and agencies
            35. c) Advertisements and applicants
            36. d) Informal communication
            37. 4. Pricing jobs
         3. Current trends in compensation
            1. 1. Competency-based pay
            2. 2. Broadbanding
            3. 3. Comparable worth
            4. 4. Variable pay plans
            5. 5. Cafeteria approach
         4. Incentive plans
            1. 1. Individual incentive plans
            2. a) Piecework(Piece-rate)
            3. i. Straight piecework
            4. ii. Different piecework
            5. b) Commission plan
            6. i. Straight commission
            7. ii. Salary plus commission
            8. c) Bonus plan
            9. i. Spot bonus
            10. ii. End-of-year bonus
            11. 2. Group incentive plans
            12. a) Piecework(Piece-rate)
            13. b) Commission plan
            14. c) Bonus plan
            15. d) Production plan
            16. 3. Organizational incentive plans
            17. a) Productivity gainsharing plan (PG)
            18. b) Profit sharing
            19. - current distribution
            20. - diferred distribution
            21. c) Ownership sharing
            22. i. Installment purchase
            23. ii. Stock option
            24. iii. Gift
            25. d) Suggestion plan
         5. Union influence in compensation programmes
            1. 1. Collective bargaining
            2.  Pay
            3.  Time-off with pay
            4.  Income security for lay-off
            5.  Cost of living adjustment
            6. 2. Compensation structure
            7. 3. Industrial actions
   4. Maintenance
      1. Employee Discipline
         1. Types of disciplinary problems
            1. 1. Attendance-related
            2. a) Late for work
            3. b) Absenteeism
            4. c) Leaving work without permission
            5. d) Abuse of leave
            6. e) Habitual tardiness(बहानाबाजी)
            7. 2. Job-behaviour-related
            8. a) In-subordination
            9. b) Failure to obey safety rules
            10. c) Defective work
            11. d) Not reporting accidents
            12. e) Drunk on the job
            13. f) Gambling on the job
            14. g) Fighting on the job
            15. h) Drug use on the job
            16. i) Destruction of the property
            17. j) Carrying firearms (ज्वलनशील वस्तु)
            18. 3. Dishonesty-related
            19. a) Theft
            20. b) Information falsification
            21. c) Punching time-card of others
            22. d) Hiding defective work
            23. e) Subversive activities
            24. 4. Outside activities-related
            25. a) Unauthorized strike
            26. b) Working for competitors
            27. c) Outside criminal activities
            28. d) Wage garnishment
            29. e) Making speeches
         2. General guidelines in administering discipline
            1. 1. Disciplinary actions should be corrective
            2. 2. Progressive corrections should be made step-by-step
            3. a) Oral warning
            4. b) Written warning
            5. c) Suspension
            6. d) Pay cut
            7. e) Demotion
            8. f) dismissal
            9. 3. It should follow the "hot stove" rule – in time
            10. a) The burn is immediate
            11. b) The person touching the stove has warning
            12. c) The effect is consistent
            13. d) The effect is impersonal
            14. 4. Allow employee to give explanation
         3. Disciplinary actions
            1. a) Oral warning
            2. b) Written warning
            3. c) Suspension
            4. d) Pay cut
            5. e) Demotion
            6. f) dismissal
      2. Labour Relations and Grievances
         1. Purposes of labour relations
            1. 1) Harmonious relations
            2. 2) Institutionalized relationships
            3. 3) Industrial peace
            4. 4) Open communication
            5. 5) Change management
            6. 6) Productivity improvement
            7. 7) Environmental adaptation
         2. Actors of industrial relations system
            1. Labour relations triangle
            2. 1. Workers : Unions
            3. 2. Employers: employers'association
            4. 3. Society: Government, pressure groups
         3. Grievances
            1. Types
            2. a) Factual
            3. b) Imaginary
            4. c) disguised
            5. Causes
            6. 1. interpretation differences
            7. 2. management practices
            8. 3. labour union practices
            9. 4. personality traits
            10. 5. organizational culture
            11. 6. working conditions
            12. Handling employee grievances
            13. Approaches
            14. 1) Open-door policy
            15. 2) Legal compliance
            16. 3) Following Grievance procedure
            17. 1) Grievant to Supervisor
            18. 2) Grievant to Department head
            19. 3) Grievant to Grievance committee
            20. 4) Grievant to Chief executive
            21. 5) Grievant to voluntary arbitration
            22. Grievance handling procedure