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

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of work with responsibilities of personal lives, impersonal and dehumanizing effect of use of high technology, extreme conflicts and so on. Stress in modern organizations occurs due to the demands of meeting targets and deadlines at work. For many employees, change creates stress. A dynamic environment characterized by takeovers, mergers, restructurings, forced retirements and mass retrenchments has created a large number of employees who are stressed out. For example, General Electric, under the leadership and guidance of its CEO Jack Welch introduced the formula called 20:70:10 wherein the whole workforce was divided into three categories namely the top 20% of best performers, the middle 70% of average performers and the bottom 10% of poor performers. While the first two groups were rewarded in two different ways, people in the third group were earmarked for summary dismissal. As a consequence, employees wanting to save their jobs at each year were supposed to have performed not only better than last years and better than the targets, but also better than at least 10% of the people. Since the process of eliminating continued every year, the performance standards kept rising each year for all the employees. This resulted in a highly stressful working situation for employees of the organization, quite a few among them succumbed to stress related disorders. Quelling negative stress and maintaining functional stress, involves eliminating or modifying the sources of stress, developing optimism and hope, taking good care of one’s body, using relaxation techniques, talking out of one’s problems with others, rewarding oneself for a job done well and leading a complete, satisfying personal and social life. Job stress stems from any situation in the workplace which a person perceives to be fearful. Office politics is fear-producing to many employees. To defend oneself against highly stress producing, devious and unethical office politics, an employee must take steps like documenting one’s side of the story, confronting the devious persons and maintaining a consistent record of high levels of integrity and good performance outcomes. Employers must provide support and nurturing and also strive to create an environment that is planned, efficient and orderly. Communication to employees should be timely, accurate and appropriate. Stress could be sometimes anticipatory in which an arousal is stimulated by an expected stressor. This is often caused by inadequate preparation or pessimistic feelings by the victims of stress. Current stress is arousal that takes place during an experience. Stress could also be residual at times, in which the arousal continues to remain even long after the stressful event has passed. Inability to overcome the trauma of an event is the cause of residual stress. Lack of support during and first aid immediately after stressors
could be the causes of residual effects on people. Stress could be reactive to specific situations or endogenous or in born in certain people who are more vulnerable to stressors. Handling persons with high levels of stress is a challenge for every Human Resource professional. Over the years, management practitioners have evolved the following formula for handling persons with stress: • Being attentive and use effective listening as a step towards building rapport with the person who expresses symptoms of stress. • Allow the affected person time to ventilate his or her feelings freely. • Acknowledge even small degree of truth in what the person is saying. • Demonstrate your understanding and empathy towards the victims. • Encourage their participation in caring, supportive relationships • Help the people to interpret difficulty and change as a positive challenge or opportunity rather than a life-threatening tragedy. • Build confidence in their abilities to master difficulties and challenges that might come along. • Strengthen their beliefs in universal and everlasting values and ideals. • Re-create their perception of being in control by making them realize their ability to influence the events around them and / or their reactions to them. • Enable them to respond constructively and objectively to their life’s events. • Help persons with stress to generate innovative and situation-specific solutions to difficulties and dilemmas. Rational thinking, realistic self-talk, reexamining assumptions and beliefs being held for a long time, praying, solitude and contemplation, being in nature, reading and writing, hypnosis, bio feedback and auto suggestion, music, yoga, hydrotherapy, massage and humor are some of the need-based stress management strategies advocated by organizers of workplace wellness programs all over the world, to recuperate employees from their anxiety producing work situations. Engaging in voluntary, intrinsically satisfying and socially sanctioned leisure experiences and recreational activities during one’s free time is found to be a sound antidote to stress, as it rejuvenates a person and compensates for the energies lost at work. Whatever be the nature of the programs conducted to help people against stress, they are aimed at goals like low illness risk, maximizing energy for daily living, enjoyment of daily lives, continuous development of one’s abilities and commitment and responsibility towards the common good.
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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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i. The employee is hard working ii.
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The essay method is useful in provi
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v. Development of the BARS instrume
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Potential Appraisal Performance app
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Lesson Outline � Speciality of Vi
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� Customer orientation � Sharin
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� Adaptability. � Knowledge abo
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The characteristics of virtual orga
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g. To differentiate forms of intern
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3.5 Training and Development Method
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sensitivities and work more harmoni
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meet the growing needs of the indus
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organization. The mentor is usually
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uilding leadership, decision-making
Page 147 and 148: covered and learning processes invo
Page 149 and 150: positions occupied by a person duri
Page 151 and 152: 3.15 Career Stages: There are four
Page 153 and 154: 3.17 Promotions, Demotions and Tran
Page 155 and 156: merit and untainted by favoritism.
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
Page 165 and 166: institutionalized the practice of w
Page 167 and 168: targeted for removal. To top it all
Page 169 and 170: 12. Write a proposal for conducting
Page 171 and 172: 2. R.W Mondy, R.M. Noe and S.R. Pre
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
Page 183 and 184: The problem of increasing productiv
Page 185 and 186: whether new jobs are getting added.
Page 187 and 188: what they are doing is a prerequisi
Page 189 and 190: ecoming) and self-fulfillment. Abra
Page 191 and 192: the odds are high because they get
Page 193 and 194: This theory proposes that an indivi
Page 195 and 196: atings he or she would receive. At
Page 197: 6. Maintain positive health buffers
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
Page 221 and 222: It is that rely upon the support of
Page 223 and 224: they are important to carry on the
Page 225 and 226: may in some cases, attempt reprisal
Page 227 and 228: • Communication They keep members
Page 229 and 230: • Disputes of Right, which relate
Page 231 and 232: (iii) Grievance procedure COLLECTIV
Page 233 and 234: • Mediation is a process by which
Page 235 and 236: MEANING AND DEFINITION LESSON- IV C
Page 237 and 238: Collective bargaining has benefits
Page 239 and 240: • Administrative Issues NEGOTIATI
Page 241 and 242: MEANING AND DEFINITION Lesson - V M
Page 243 and 244: • Work-related pressures and trai
Page 245 and 246: MC GREGOR’S RED HOT STOVE RULE On
Page 247 and 248: 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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UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

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