Features of HRM
It has the following features:
Pervasive force: HRM is pervasive in nature. It is present in all enterprises. It permeates all levels of management in an organization. Action oriented: HRM focuses attention on action, rather than on record keeping, written procedures or rules. The problems of employees at work are solved through rational policies. Individually oriented: It tries to help employees develop their potential fully. It encourages them to give their best to the organization. It motivates employees through a systematic process of recruitment, selection, training, training and development coupled with fair wage polices. People oriented: HRM is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. The resultant gains are used to reward people and motivate them toward further improvements in productivity. Future oriented: Effective HRM helps an organization meet its goals in the future by providing for competent and well motivated employees. Integrating mechanism: HRM tries to build and maintain cordial relations between people working at various levels in the organization. In short, it tries to integrate human assets in the best possible manner in the best possible manner in the service of an organization. Auxiliary service : HR departments exist to assist and advice the line or operating managers to do their personnel work more effectively. HR manager is a specialist advisor. It is a staff function. Continuous function: according to terry, HRM is not a one shot deal. It cannot be practiced only one hour each day or one day a week, it requires a constant alertness and awareness of human relations and their importance in every day operations. Performance Appraisal
Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work related behavior and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the the job and ideally, establishing a plan of improvement. Performance appraisal could be taken either for evaluating the performance of employees or for developing them. The evaluation is of two types: telling the employee where he stands and using the data for personnel decisions concerning pay, promotion, etc. the developmental objectives focus on finding individual and organizational strengths and weaknesses, developing healthy superior subordinatinate relations, and offering appropriate counseling/ coaching to the employee with a view to devlop his potential in future. Training
Training methods are usually classified by the location of instruction On the job training is provided when the workers are taught relevant knowledge, skills nd abilities at the actual workplace off the job training, on the other hand , requires that trainees lern at a location other than the real workspot.
Types of interview:
Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. Non directive interview:
In a non directive interview the recruiter asks questions as they come to mind. There is no specific format to be followed .the questions can take any direction. The interviewer asks board, open ended questions interruption difficulty with a non directive interview include keeping it job related and obtaining comparable data on various applicants. Directive or structured interview:
In the directive interview, the recruiter uses a predetermined set of questions that are clearly job related. Since every applicant is asked the same basic questions, comparison among applications can be made more easily. Structured questions the reliability of the interview process, eliminate and errors and may even enhance he ability...
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