JAIBP Human Resource Management and Organizational Behavior Syllabus

Human Resource Management and Organizational Behavior syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Human Resource Management and Organizational Behavior in JAIBP, not a summary of it.

1. 1

   Introduction to HRM

   3 topics

   • Nature and Scope of HRM
   • HR Functions and Strategy
   • HRM in the Banking Sector
2. 2

   Acquiring Human Resources

   3 topics

   • HR Planning and Job Analysis
   • Recruitment and Selection
   • Induction and Placement
3. 3

   Developing Human Resources

   3 topics

   • Training and Development
   • Performance Management
   • Career Development
4. 4

   Compensation and Rewards

   3 topics

   • Job Evaluation and Pay Structures
   • Incentives and Benefits
   • Employee Relations and Welfare
5. 5

   Foundations of Organizational Behavior

   3 topics

   • Individual Behaviour and Personality
   • Perception, Attitudes and Values
   • Motivation Theories
6. 6

   Group and Organizational Dynamics

   4 topics

   • Leadership Styles and Theories
   • Teams and Group Behaviour
   • Organizational Culture and Change
   • Conflict and Stress Management

Human Resource Management and Organizational Behavior flashcards for JAIBP

25 of 50 cards from the Human Resource Management and Organizational Behavior deck — real questions with worked answers.

1. Define Human Resource Management (HRM).

   HRM is the strategic and integrated approach to the acquisition, development, motivation and maintenance of an organization's people, ensuring they are used effectively to achieve organizational goals.

2. What is the difference between Personnel Management and HRM?

   Personnel Management is administrative, reactive and focuses on staff functions and compliance; HRM is strategic, proactive, integrated with business strategy and treats people as valued assets/investment.

3. What is the scope of HRM (main areas it covers)?

   It covers HR planning, job analysis, recruitment and selection, training and development, performance management, compensation/reward, employee relations, welfare and health/safety.

4. What is the difference between 'hard' and 'soft' HRM?

   Hard HRM treats employees as a resource to be managed cost-effectively (control, quantitative); Soft HRM treats employees as valued assets and emphasizes commitment, communication and development.

5. List the four key functions/objectives of HRM.

   Societal (legal/ethical responsibility), Organizational (achieving goals), Functional (right level of HR service) and Personal (employee individual goals).

6. What is Strategic Human Resource Management (SHRM)?

   SHRM links HR policies and practices with the strategic objectives of the organization so that human resources help achieve and sustain competitive advantage.

7. Why is HRM especially important in the banking sector?

   Banking is a service, people-intensive, knowledge-based industry where employee competence, integrity and customer service directly determine quality, trust, compliance and competitiveness.

8. What are the main HR challenges in the banking sector?

   Attracting/retaining skilled staff, continuous training due to technology change, managing customer service quality, succession planning, compliance/ethics, and managing change (automation, mergers).

9. Define Human Resource Planning (HRP).

   HRP is the process of forecasting an organization's future demand for and supply of the right number and kind of people, and matching the two to meet objectives.

10. What are the main steps in the HR planning process?

    Analyzing objectives, forecasting demand for HR, forecasting supply of HR, identifying the gap (surplus/shortage), and formulating action plans (recruitment, training, redeployment).

11. Define Job Analysis.

    Job analysis is the systematic process of collecting and studying information about the tasks, duties, responsibilities and requirements of a job.

12. Distinguish between a Job Description and a Job Specification.

    A Job Description states the duties, responsibilities and conditions of a job (the job itself); a Job Specification states the knowledge, skills, qualifications and qualities required of the person (the person needed).

13. What are common methods of collecting job analysis information?

    Observation, interviews, questionnaires, diaries/logs, and critical incident technique.

14. Define Recruitment.

    Recruitment is the process of searching for and attracting a pool of suitable candidates to apply for vacancies in the organization.

15. Distinguish between Recruitment and Selection.

    Recruitment is a positive process of generating a pool of applicants; Selection is a negative process of screening and choosing the most suitable candidate from that pool.

16. Compare internal and external sources of recruitment.

    Internal (promotion, transfer, referrals) is cheaper, faster and boosts morale but limits fresh talent; external (advertising, agencies, campus) brings new skills/ideas but is costlier and slower.

17. List the typical steps in the selection process.

    Application screening, preliminary interview, employment tests, selection interview, reference/background checks, medical examination, and final selection/job offer.

18. What is the difference between reliability and validity in selection tests?

    Reliability is the consistency of a test's results over time; Validity is the extent to which the test actually measures what it intends to measure and predicts job performance.

19. Define Induction (orientation).

    Induction is the process of formally introducing and welcoming a new employee to the organization, the job, colleagues and policies to help them settle in quickly.

20. What is the difference between Induction and Placement?

    Induction familiarizes the new employee with the organization; Placement is assigning the selected employee to the specific job/position best suited to their abilities.

21. Distinguish between Training and Development.

    Training is short-term, job-specific skill improvement for the current role; Development is long-term, broad growth of the whole person for future roles and careers.

22. What are the main steps in the training process (systematic training cycle)?

    Training needs assessment (TNA), setting objectives, designing the programme, implementing/delivering training, and evaluating its effectiveness.

23. Distinguish between On-the-Job and Off-the-Job training, with examples.

    On-the-job is learning while doing the actual work (coaching, job rotation, apprenticeship); Off-the-job is training away from the workplace (lectures, seminars, e-learning, case studies).

24. What are Kirkpatrick's four levels of training evaluation?

    Level 1 Reaction, Level 2 Learning, Level 3 Behaviour, and Level 4 Results.

25. Define Performance Management.

    Performance management is a continuous process of setting objectives, assessing progress, and providing coaching and feedback to ensure employees meet organizational goals.

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