UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

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9. Downsizing: An organization’s strategy to reduce the present size of its workforce strength in order to improve its overall financial performance and ensure its survival. 10. Empowerment: Providing employees with the skills and authority to made decisions that would be taken by higher-level functionaries in order to equip them to perform well and attain greater dignity. 11. Glass Ceiling Syndrome: The view that even though women and the marginalized groups can get hired into organizations, they have difficulties in getting promoted, particularly to senior levels; it is as if there is an invisible barrier above. They can see opportunities above, but they cannot reach them. 12. Retirement: An exit from an organizational position or career path of considerable duration taken by individuals or specified by organization beyond their middle ages and taken with the intention of reduced physical and psychological commitment to work thereafter. 13. Smart-sizing: An alternative to down sizing is the practice of focusing and growing through an organization’s core competencies and cutting down on unwanted, less relevant activities with an aim of growth rather than shrinkage of the workforce of the organization. 14. Training: Any attempt to improve employee performance on a currently held job or one related to it. This usually means changes in specific knowledge, skills, attitudes and behavior. 15. Job Posting: A procedure for communicating to employees that a job opening exists and that applications from within the organization would be entertained for consideration. 16. Job Scope: The number of different tasks required in a job and the frequency with which the job cycle is repeated. 17. Vocational Interest Tests (VIT): A direct method of determining the occupation in which a person has the greatest interest and from which the person is most likely to contribute maximum, achieve farthest growth and receive highest satisfaction. REFERENCES: 1. G Mejia, D.B. Balkin and R.L. Cardy, Managing Human Resources, Pearson Education, New Delhi, 2003.
2. R.W Mondy, R.M. Noe and S.R. Premeaux, Human Resource Management, Prentice Hall International Editions, New Jersey, 1999. 3. N.G. Nair and Latha Nair, Personnel Management and Industrial Relations, S. Chand Publications, New Delhi, 1999. 4. Ian Beardwell and Len Holden, Human Resource Management – A contemporary Perspective, Macmillan India Ltd, New Delhi, 1995 5. V.S.P. Rao, Human Resource Management – Text and Cases Excel Books, New Delhi, 2000. 6. M.S. Saiyadain, Human Resources Management, Tata McGraw-Hill Publishing Company ltd, New Delhi, 2003. 7. Wilbert. E. Scheer Personnel Administration Handbook, Dartnell Chicago, 1985. 8. M.N. Mishra Organizational Behavior, Vikas Publishing House, New Delhi, 2001. 9. Y.K. Shetty and V.M. Buehler, Productivity and Quality through people: Practices of Well-Managed Companies, Quorum Books, Connecticut, 1985. 10. Kirkpatrick, D.L., Techniques for Evaluating Training Programs, Journal of American Society of Training Directors, 1959. 11. JIT Chandran, Organizational Behavior, Vikas Publishing House, New Delhi, 1998. 12. Gareth. R. Jones, Organizational Theory: Text and Cases, Addison-Wesley Publications, Asia, 2000. 13. A.M. Sheikh, Human Resource Development and Management, S.Chand, New Delhi, 1999. 14. Derek Pugh and D.J. Hickson, Writers in Organization, Penguin Publications, New York, Fifth edition, 1999. 15. Madhurendra K. Varma, Nurturing Change through Your Human Assets: Optimizing Organizational Challenges in the new Millennium, Response Books, New Delhi, 2000. 16. Rao, T,V. Human Resource Development Audit, Sage Publications, Response Books New Delhi, 2000. 17. Stephen. P. Robbins Management, Fourth Edition, Prentice-Hall, New Jersey 1994.
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Lesson Outline � Nature of HRM
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Definition of HRM According to Flip
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Concept of HRM Human Resources are
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Taylor developed four principles of
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Systems Approach Era A system may b
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Relevance of HRM HRM is relevant in
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• Subscribe to the aims and objec
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• every opportunity for advanceme
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5. System approach - set of interde
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Introduction Organisation structure
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An organization structure should be
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2. Grouping of Activities Closely r
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operation. While line authority flo
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i. Divergent background Line and st
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Proto type dev. Dev = Development A
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Pure product Type Organization Here
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elationship. There is a need for un
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INTRODUCTION Modern business manage
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Features of HRM as a system The fol
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Industrial Relations Subsystems Mai
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Selection process � Short listing
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MERIT RATING b. Point comparison me
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Lay - Off i. Unsatisfactory perform
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Causes for Industrial Disputes Fina
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4. Job evaluation is the evaluation
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Introduction The primary objective
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Functions The functions performed b
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� Recruiting and selecting person
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Emerging HRM functions: Increasing
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7. PM emphasizes on economic reward
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1. Its objectives are manifold. The
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Introduction Environment comprises
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Political environment covers the im
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* Partnership - A joint business, w
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Employee’s State Insurance Act, 1
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Under this Act, on completion of 5
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Summary 3. Explain the role of Gove
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Introduction Though human resource
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According to Udai Pareek, “it is
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The following techniques are usuall
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outside. But in an existing organis
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HRP is not a static one-shot plan t
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Lesson Outline � Why HRIS? � HR
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STORING Same of the applications wh
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SELECTION OF PROJECT TEAM Once the
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Data storage and processing Benefit
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monitoring, vii) Performance apprai
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Introduction Recruitment, selection
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viz., Exchange (Compulsory Notifica
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establishments having 25 workers or
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) Strategy development c) Searching
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Selection process Following are the
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advice youth or job seekers regardi
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a) Deciding the objectives - The ob
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7. The interviewers should also evi
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Information induction In this syste
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LESSON 9 PERFORMANCE AND POTENTIAL
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organizations often use a combinati
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tempered. But the fact is fact. Eve
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Page 121 and 122: The essay method is useful in provi
Page 123 and 124: v. Development of the BARS instrume
Page 125 and 126: Potential Appraisal Performance app
Page 127 and 128: Lesson Outline � Speciality of Vi
Page 129 and 130: � Customer orientation � Sharin
Page 131 and 132: � Adaptability. � Knowledge abo
Page 133 and 134: The characteristics of virtual orga
Page 135 and 136: g. To differentiate forms of intern
Page 137 and 138: 3.5 Training and Development Method
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Page 141 and 142: meet the growing needs of the indus
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Page 145 and 146: uilding leadership, decision-making
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Page 149 and 150: positions occupied by a person duri
Page 151 and 152: 3.15 Career Stages: There are four
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Page 157 and 158: employees may feel it uncomfortable
Page 159 and 160: 3.20 Conditions Necessary for Empow
Page 161 and 162: enabling them to concentrate on mor
Page 163 and 164: etirement package before redesignin
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Page 167 and 168: targeted for removal. To top it all
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Page 173 and 174: 4.1 Introduction Human resource act
Page 175 and 176: * The base salary range for Project
Page 177 and 178: proper records. The system should c
Page 179 and 180: Once the jobs that are to be evalua
Page 181 and 182: is not paying above market rate and
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Page 195 and 196: atings he or she would receive. At
Page 197 and 198: 6. Maintain positive health buffers
Page 199 and 200: could be the causes of residual eff
Page 201 and 202: Analyzing the conceptualizations of
Page 203 and 204: the employees to meet the needs of
Page 205 and 206: 3. Comment on the recent trend in o
Page 207 and 208: 5. Motivation: The set of processes
Page 209 and 210: MEANING AND DEFINITION UNIT V LESSO
Page 211 and 212: • IR has moral dimensions, too. I
Page 213 and 214: TRADE UNIONS Trade unions constitut
Page 215 and 216: • DETAILED SUPERVISORY TRAINING T
Page 217 and 218: ORIGIN • Trade unions are the cre
Page 219 and 220: PRINCIPLES Trade unions function on
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It is that rely upon the support of
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they are important to carry on the
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may in some cases, attempt reprisal
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• Communication They keep members
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• Disputes of Right, which relate
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(iii) Grievance procedure COLLECTIV
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• Mediation is a process by which
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MEANING AND DEFINITION LESSON- IV C
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Collective bargaining has benefits
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• Administrative Issues NEGOTIATI
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MEANING AND DEFINITION Lesson - V M
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• Work-related pressures and trai
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MC GREGOR’S RED HOT STOVE RULE On
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Negative Feedback. In some organiza
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DEMOTION If no improvement is notic
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MEANING AND DEFINITION LESSON - VI
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• The Increased Use Of Technology
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IMPORTANCE OF PARTICIPATION • The
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• The management and the workers
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