Compendium

HUMAN RESOURCES
MANAGEMENT

Department Of Management Studies

Indian Institute of Technology, Delhi
 Contents

S.No. Topics Covered Page No.

1 Organizational Behavior 3
2 Organizational Behavior and Human Resource 4
Management
3 Human Resource Management 4
4 Human Resource Development 6
5 Personality 8
6 Motivational Theory Frameworks 9
7 Changes in the role of HR post-COVID 12
8 Changing Trends in HR 13

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1. Organisational Behaviour

1.1 What is Organisational Behaviour

The academic discipline of organizational behaviour examines how individuals

behave in organizations. In an effort to improve corporate operations, organizational
behaviour theory's ideas are generally implemented.
Organizational behaviour is the study of how individuals interact with one another
within a group, such as a company. These contacts consequently have an impact on
the performance and behaviour of the organization as a whole. Organizational
behaviour is utilized in business to boost productivity, boost creativity, and offer
companies a competitive advantage.

1.2 Levels of Organisational Behaviour

The first level is individual, and it comprises organizational psychology as well as

knowledge of motivations and human behaviour.

The second level is groups, which includes sociological and social-psychological

understandings of interpersonal relationships and group dynamics.

The highest level is the organizational level, where sociology and organization theory
are used to conduct system-level studies and research how businesses interact with
one another in the marketplace.

2. Organisational Behaviour and Human Resource

Management

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 The overlap in course goals and offers between organizational behaviour and human
resource management courses led to the development of the subject of study known as
organizational behaviour and human resources (OBHR), which is housed at the
majority of business schools.
Organizational behaviour is the study of how people behave in social situations with a
focus on explaining, foreseeing, and comprehending how people behave in
organizations. The analysis and understanding of topics like motivation, leadership
behaviour, task performance, problem-solving and decision-making, group
functioning, and other classes of behaviour relevant to organizational effectiveness
are based on empirical generalizations and theories derived from the cognitive and
reinforcement paradigms and models of social influence.
The focus of human resource management is on human resource systems, the design
and implementation of various personnel tests, the gathering and validation of
employee demographic data, the techniques for job classification, the investigation of
psychometric requirements in compensation programming, the impact analysis of
training, and problems with performance appraisal systems.

3. Human Resource Management

3.1 What is Human Resource Management

Developing personnel policies and procedures that support organizational goals and
strategic plans is part of human resource management. Fostering a culture that reflects
fundamental values and gives staff members the tools they need to be as productive as
possible is essential to achieving this goal.

3.2 Seven Pillars of Human Resource Management

Many components are thought of as pillars for good HRM policy when we speak
about HRM. These pillars include:

Selection & Recruitment : HR recruits and hires the finest individuals. Finding the
right people is vital to the company. When a position opens, the request for new
recruits begins. HR recruits applicants once the direct manager delivers the job
description. HR may use several tools to locate the best candidate. Interviews, tests,
reference checks, and other recruiting processes. HR may use preselection methods
for large applicant pools. These techniques assist identify qualified individuals. The
selected applicants are then interviewed and assessed further.

Performance Management : Performance management is crucial after hiring.

Performance management is another HR fundamental. Helping employees be their
best at work boosts the company's bottom line. Employees typically have duties.
Performance management helps workers improve by providing
feedback. Performance evaluations, 360-degree feedback, and informal feedback are
examples. Every year, corporations plan, monitor, assess, and reward employee
performance. This technique classifies workers as high-performing or high-
potential. HR and management share performance management, with the direct
manager leading and HR supporting. Performance management matters. Empowered

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employees boost corporate efficiency, sustainability, and profit. Underperformers may
not match the position or corporate culture. These workers may be fired.

Development and Learning : Life experiences, country and period, and cultural
factors shape people. Learning and development help HR staff adapt to process,
technological, and regulatory changes. Learning and development assist workers
reskill and upskill. HR oversees L&D, and excellent practices may help the company
achieve its long-term objectives. Learning in the workplace and helping people
improve soft and hard skills that support company objectives are 2023 HR
trends. Many companies have L&D budgets. Employees get training from this fund,
with trainees, future leaders, and other high potentials receiving extra. People may
join a firm with diverse skills. L&D helps workers build leadership skills. The 9-Box
grid links performance management with L&D. HR and management might
recommend development strategies based on performance and potential.

Succession planning : Succession planning prepares for important staff departures. If

a key senior manager departs, having a substitute will ensure continuity and save the
organization money. Performance ratings and L&D help plan succession. A talent
pipeline results. If someone leaves, this pool of eligible applicants may replace senior
jobs. Good people management requires developing this pipeline.

Benefits and Compensation : HR essentials include salary and benefits. Fair pay
keeps workers motivated. Human resource management requires compensation justice
and fairness. Paying well attracts top talent. The firm budget and profit margins must
be considered. HR should monitor salary increases and establish merit requirements.
HR sometimes audits salaries. Primary and secondary compensation exist. Monthly
salaries and performance-based pay are primary remuneration. Secondary advantages
are non-monetary. Extra vacations, flexible working hours, daycare, pensions, a
corporate vehicle and laptop, and more. Motivating rewards are the objective.

Information systems for Human resources : The final two HR essentials are HR
tools. First, HRIS. HRISs support all the cornerstones above. HR professionals use
ATSs to monitor candidates and hiring for recruiting and selection. Performance
management systems monitor objectives and rate performance. L&D uses LMSs to
distribute material internally and HR systems to manage budgets and training
approvals. Compensation experts employ payroll systems and succession planning
software. The HRIS frequently handles all these functions. But, HR systems may
handle these functions separately. HRIS is needed to discuss HR fundamentals since
HR job is mostly digital.

HR analytics and data : Data and analytics complete HR foundations. HR has

become data-driven in the past five years. Human Resource Information Systems are
data-entry systems. These systems' data may improve decision-making. HR metrics
and KPIs make tracking crucial data easier. These metrics indicate a company's
performance. HR reporting. This report covers the company's history and present. HR
analytics can forecast. Workforce demands, employee turnover intention, customer
happiness, and more are examples. HR may make data-driven choices by monitoring
and analyzing this data. These judgments are more objective, making managerial
support simpler.

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4. Human Resource Development

The area of human resource management known as human resource development

deals especially with the education and training of people inside the company.
The training that takes place once a person is recruited, the possibilities for learning
new skills, the distribution of resources that are helpful for the employee's work, and
any other developmental activities are all considered to be part of human resource
development.

4.1 Purpose of Human Resource Development

In the context of an organization, human resource development refers to the process

through which personnel are continuously and intentionally assisted to:
• acquire or hone the skills needed to accomplish a variety of tasks related to their
current or anticipated future responsibilities;
• enhance their overall capacities as persons, as well as identify and tap into their innate
potential for personal and/or organizational growth;
• Create an organizational culture where strong connections between supervisors and
subordinates, cooperation, and collaboration across departments all enhance workers'
motivation, pride, and professional well-being.

4.2 Types of Human Resource Development

Usually, human resource development starts as soon as an employee is employed and

continues throughout the duration of the individual's employment with the company.
HRD may take many different forms, such as classroom or online instruction,
textbook or online instruction, development opportunities, and compliance
instruction.

On-Job Training : Getting training while performing a job is referred to as on-the-

job training. While workers may be familiar with the essentials of their jobs, they may
still need on-the-job training on specifics like how to utilize forms, where to keep
supplies, and how to access computer systems.

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 Job shadowing : Employees follow a more seasoned colleague during a job
shadowing training session to see how they carry out their duties. That is a fantastic
opportunity to pick up helpful tips and tactics from seasoned individuals. This is a
very efficient teaching approach that enables students to express questions and get
responses in real time. Normally, this is completed before the person reports for duty.
The jobs that new recruits are shadowing are clear to them. It is the best technique to
determine whether they are the proper candidate and qualified for the position.
Colleagues may learn the abilities they need by watching and coaching one another.

Intellectual or professional development : Intellectual or professional growth,

which includes college or certification coursework, training programs tailored to
certain jobs, and training programs designed to help employees do their jobs more
effectively. include seminars. To increase employees' knowledge and abilities, many
businesses make significant investments in their training and development. We also
provide face-to-face training or training with other subject-matter experts at
conferences and seminars. With the advent of online learning, much of this training is
also accessible via webinars and online courses. Participation is a popular trend.

Compliance training : Employee understanding of all pertinent laws, rules, and

internal policies that control how the business operates is ensured via compliance
training. Make sure they comprehend both how and why to follow it at work. You
may offer your workers with the direction they need by providing them with effective
training that gives them examples of how ethical and compliance concerns relate to
their jobs in the workplace. Effective compliance training promotes staff growth.
They are capable of working well without much supervision since they are aware of
their duties and restrictions. When confronted with novel circumstances that put their
ethical discipline to the test, they also know how to respond and what to do.

4.3 Advantages of an HRD System

Using HRD in your team as an organizational leader or HR professional may help

your team members and the work they generate. The advantages of HRD include:

Increasing the quality of the work : HRD programs may instruct staff members on
how to carry out their duties quickly and effectively. The quality of the work they
may provide will increase as they become more aware of the manager's requirements.

Increasing the percentage of employee retention : Employees who believe their

employers support their training may feel more satisfied with their jobs, which may
encourage them to stay on at the firm. Human resources departments may save time
and money by avoiding the need for costly and frequent recruiting procedures when
there are high retention rates.

Developing effective working relationships : As HRD includes many team

members, there may be possibilities for new employees to get to know their
coworkers. Their ease in contacting their bosses may also result from the investment
in HRD, which may enhance communication between management and workers.

Facilitating the implementation of change : Apprehension towards new policies or

processes may be reduced by implementing change inside the company via HRD.

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 Workers may adapt to the innovations more easily if they have a greater
understanding of the changes' goals and advantages.

Collaboration in the workplace : Encouraged through fostering relationships among

staff members, which might make it simpler for them to collaborate effectively.
People may know their coworkers well and appreciate various viewpoints as a result
of HRD.

5. Personality

5.1 Myers-Briggs Type Indicator (MBTI) Personality Framework

A self-help assessment tool called the Myers-Briggs Type Indicator (MBTI) may help
individuals discover more about how they think and learn. It serves as a foundation
for fostering relationships, growing optimism, and reaching greatness.

Katharine Briggs created the MBTI based on Carl Jung's typological notion of four
psychological functions that shape our worldview. Sensing, intuition, emotion, and
thinking. We all depend on one function. MBTI identifies preferences based on
interests, values, needs, and motivation. Subjective clinical assessments led Carl Jung
to this hypothesis. The idea divides you into four sorts depending on your comfort
zone, however it's tricky. You may be more comfortable with people, things, ideas,
and knowledge. You may choose logic, truth, values, and relationships. A well-
managed life (judgment or going with the flow, perception). MBTI personality types
are based on preferences. You may be an introvert who prefers abstract concepts or an
extrovert who prefers people. You may appreciate perceiving facts and knowledge or
exploring the unknown as an intuitive person. Decision-making is the third choice.
Decide rationally or emotionally. Finally, your lifestyle may be organized or
unorganized. The MBTI test generates your personality code from these preferences
or kinds. It is the most popular personality test.

5.2 The Ocean Personalities

The big five personality qualities are Openness, Consciousness, Extraversion,

Agreeableness, and Neuroticism. They are also known as OCEAN and CANOE.
These five characteristics cover a wide range of human behavior and are responsible
for both personality and decision-making variations. The model is now utilized by HR
professionals to assess job candidates and by marketers to comprehend the target
markets for their goods.

Openness to experience : This refers to the readiness to attempt new things and think
beyond the box, it is also referred to as intelligence or imagination. Insightfulness,
uniqueness, and curiosity are qualities.

Conscientiousness : The desire to use caution, diligence, and self-control in controlling

the want for instant satisfaction. Ambition, discipline, dependability, and consistency
are qualities.

Extroversion : A condition when a person seeks out social engagement or relationships

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 and draws energy from people rather than spending time alone (introversion). Being
outgoing, enthusiastic, and self-assured are qualities.

Agreeableness : The evaluation of someone's interpersonal skills, which is shown by

their level of cooperation and compassion. Tactic, compassion, and loyalty are
qualities.

Neuroticism : A propensity for unfavorable personality characteristics, unstable

emotions, and damaging thought patterns. Pessimism, worry, insecurity, and
fearfulness are traits.

6. Motivational Theory Frameworks

6.1 Maslow’s Hierarchy of needs

According to Maslow's hierarchy of needs, a theory of motivation, a person's conduct

is determined by five categories of basic human needs. These needs include those for
physiology, safety, love and belonging, esteem, and self-actualization.

Maslow's pyramid of requirements places fundamental necessities at the bottom and

intangible wants at the top. After meeting fundamental requirements, a person may
address higher-level demands.

1. Physiological requirements : They are Maslow's initial id-driven lower wants.

Food, water, rest, clothes, housing, health, and reproduction are essential human
requirements. Maslow says that people must meet these physiological demands
before reaching the next stage of satisfaction.

2. Safety requirements : They follow Violence, thievery, mental stability, health,

and financial security are safety requirements.

3. Love and belonging : Maslow's hierarchy's last lower requirements, social wants,
include human contact. Friendships and family bonds—both biological (parents,
siblings, children) and chosen—are among these necessities (spouses and
partners). Intimacy, from sexual to emotional, is essential to kinship. From
working with a team to joining a union, club, or hobbyist organization, social
groupings can satisfy this requirement.

4. Esteem requirements : Ego-driven wants start with esteem. Self-respect and self-
esteem are the foundations of self-worth (confidence in your potential for personal
growth and accomplishments). Maslow distinguishes between self-esteem based
on respect and acknowledgement from others and self-esteem based on self-
assessment. This self-esteem gives confidence and freedom.

5. Self-actualization : Reaching your maximum potential. Self-actualization needs,

sometimes termed self-fulfillment, top Maslow's pyramid. Self-actualization
demands include education, skill development—refining abilities in music, sports,

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 design, cooking, and gardening—caring for others, and bigger ambitions like
learning a new language, traveling, and winning prizes.

6.2 McClelland’s Human Motivation Theory

According to McClelland's Human Motivation Theory, each individual is primarily

driven by one of three needs: the desire for power, affiliation, or success. We acquire
these motivators via our culture and life experiences; they are not inherently present
in us.

Achievement : Usually, the person who is driven by pure success will take great
pleasure in the chance to establish and achieve objectives. In many respects, this is the
best mindset for a worker to have. An employee that is achievement-motivated is
unlikely to need much outside motivation since they are driven merely by the process
of doing their task in a way that makes them proud.

Affiliation : This subsequent person is, in many respects, the antithesis of the person
who is driven by success. The individual driven by affiliation wants to work as a
member of a group rather than desiring to work alone in order to experience the
feeling of success that comes with a job well done. They may not necessarily find
satisfaction in the prospect of being praised and acknowledged for their efforts.
Instead, they want to be a "member of the club," which means they want to contribute
to the project and be welcomed by their fellow group members.

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 Power : This individual is driven by power, as implied by the category's name. They
are driven by the chance to exert influence over the other members of the group. This
is the sort of individual who will flourish in a competitive setting as opposed to
fleeing it.

6.3 Herzberg's two factor theory

According to the Herzberg’s two-factor theory, which is sometimes called the

Herzberg’s Hygiene Theory, work satisfaction and discontent are not mutually
exclusive concepts. According to the research that supports this idea, some work traits
are linked to job satisfaction, whereas other job characteristics are linked to job
unhappiness. Hence, removing unhappiness won't always result in pleasure, and vice
versa. The conclusion was that in order to eliminate unhappiness, the management
needed to identify and address its root causes. You must include those desirable
characteristics in order to increase satisfaction. Nevertheless, this won't work until the
sources of your displeasure have been addressed.

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 Based on the occupational features that employees find satisfying, Frederick Herzberg
created the two-factor hypothesis. He was able to draw the distinction between
gratifying and unsatisfactory qualities.

Dissatisfying elements are referred to as hygiene factors since they are a result of the
environment in which the work was done (rather than functions of the job itself).
Workplace environment, corporate rules, supervisors, salaries, safety, and security are
typical hygiene variables.

Satisfying elements were classified as motivators. Motivators are aspects that are
inherent to the profession, as opposed to hygienic issues. Personal accomplishment,
professional progress, fulfilling job, important duties, opportunity for personal
improvement, and personal recognition are all common hygiene elements.

7. Changes in the role of HR post-COVID

The COVID-19 pandemic is an unprecedented crisis with severe economic

consequences. Nobody knows how long the crisis will last and what the ‘new normal’
will look like. Organizations are investigating whether the ways of operating that have
served them well in the past will be fit for the future. HR is uniquely positioned to lead
enterprises to recover and thrive in the new world of work, playing a vital leadership
role in shaping the way enterprises recruit and develop talent, and take care of
experiences, and break away from traditional operating models, to achieve work
outcomes.

We have identified six key priorities along the lines of the concepts mentioned
above. For each of these priorities we have formulated a set of questions we believe HR
organizations should be asking themselves to answer the emerging business challenges.
The answers to these questions will help HR to redefine its strategy and set the direction
to thrive in the aftermath of the pandemic.

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 HR was in crisis mode, figuring out how to allow workers to work from home,
attempting to provide additional mental and physical health care, and focusing more
than ever on C-level tactics to keep their companies running. The job of HR has
fundamentally shifted as the dust settles and businesses adjust to a new normal.

HR has always been important, but in this new world of flexible work and new
opportunities and challenges, there is an opportunity for HR to define and develop new
skills and processes in order to optimize what is expected of them—that is, to ensure
that a corporation's human capital is seriously engaged, inspired, and believing. It's
beneficial to be happy. We need to figure out how to make sure that happens.

To learn more:

• https://www2.deloitte.com/lu/en/pages/human-capital/articles/the-future-of-hr-in-the-
face-of-covid-19.html

• https://www.shrm.org/hr-today/news/hr-magazine/summer2020/pages/how-the-
coronavirus-pandemic-will-change-the-way-we-work.aspx
• https://www.shrm.org/hr-today/news/hr-magazine/fall2021/pages/pandemic- expands-
role-of-hr.aspx
• https://eightfold.ai/blog/pandemic-role-of-human-resources/

8. Changing Trends in HR

1. A hybrid structure
The personnel groups relocated when work-from-home became a routine, leaving all
the teams and companies to disband from one particular geographical location to
anywhere in the nation.
Where some organizations are encouraging their employees to start in-office jobs again,
many are content with a hybrid culture and are continuing to play by that.

2. Global expansion on the rise

Shifting your work into the global market – remote working is an initial step. With
changing times and technology, the trends in HRM have taken a turn too, and the
inauguration of a business in foreign lands is becoming a cakewalk. Furthermore,
governments uplifting strict policies in this post-pandemic era – support the businesses
too.

3. Employee experiences take precedence

Employees today don’t just want a good paycheck but a quality culture and healthy
work environment as well. As a part of trends in HRM, good remuneration retains an
employee, and a qualified environment and experience assist in the choice too.
HR leaders should bring about methods to encourage positive workforce health, making
the employees more flexible to changes and disruptions.

4. Analytics gaining the front seats

With no physical human contact, tracking and measuring the work and employees
became strenuous, especially when the workforce is spread throughout the globe.

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 Analytics is said to play an impacting role in offering information for decision-
making.

5. A surge in monitoring the employees

With the growing number of hybrid workers, managers are often unable to scrutinize
every single employee and their work. The lack of personal interaction led to a surge in
employee monitoring techniques that gave birth to yet another set of trends in HRM.
Keeping track of work and performance, attendance, and leaves are just a portion of
employee monitoring practices.

6. Automation of everyday tasks

To give precedence to high-value and productive workings, HR leaders can leverage
AI-powered solutions to automate their daily tasks that were carried out manually.
Practices such as screening, sourcing talents, onboarding, keeping check of attendance,
etc., and a lot more now can be carried out by the systems in this tech-driven world.

7. Augmenting the hiring processes

Yet another perk that can be considered as a part of trends in HRM are chatbots. With
their assistance, employers can now manage to select quality candidates for relevant
positions out of the ample talent pools available.
Solutions such as resume screening choose explicit candidate profiles, subsequently
ensuing in higher work performance and enhanced productivity.

To learn more:

• https://www.zimyo.com/insights/trends-in-human-resource-management/
• https://www.greenhouse.io/blog/focus-on-the-latest-trends-in-human-resources-
management
• https://www.aihr.com/blog/hr-trends/
• https://www.startuphrtoolkit.com/hr-trends/

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