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

3. Comment on the recent trend in organizations to minimize the fixed component of
salaries and hike the percentage of variable incentives based on performance.
4. Examine the present day relevance and significance of Employee compensation
practices.
5. Critically review the status of implementation of employee safety measures in
factories involving high levels of accident proneness.
6. Suggest suitable measures to be carried out in your organization, to enhance the
Core Job Characteristics outlined by Oldham and Hackman.
7. Explain the essential contents of a Compensation Policy and their effects on
attracting and retaining competent and committed employees.
8. Enumerate the merits and demerits of different methods used for Job Evaluation
9. What is Productivity? What are the gains of high productivity? Suggest a plan for a
manufacturing organization to improve their productivity.
10. Describe the nature, causal factors and the manifestations of employee Morale.
11. Define Stress. List out and explain the phases of reactions to Stress.
12. What are the causes, symptoms, types and consequences of job linked stress?
13. List out and outline the various stress management initiatives that could be carried
out by an organization.
14. “Striving to maintain high levels of Quality of Work Life (QWL) standards would
be akin to effective management of Human Resources” – Comment.
15. Device a checklist of essential features to re-engineer human resource practices in
an organization known to you, in accordance with the benchmarks from
organizations world-wide pertaining to motivation, quality of work life,
productivity improvement and compensation.
Case Study 1: Equity in Pay and Humane Considerations
SRS Ltd. is an establishment with 1000 employees in the first shift between 8-16 hours.
One day there was a heavy downpour and water submerged vast areas. Train and bus
services were disrupted in almost all localities. A few timekeepers managed to record
attendance. It was found that nearly 30% of employees attended on time, 20% were two
hours late, 30 % attended up to four hours late and the rest did not attend. It was found that
different groups have participated in different periods of work on that day. If late-coming
is condoned, then those who had been working might have to be paid extra for shouldering
greater responsibilities during the early hours in order to be fair to this group of people.
The question in the minds of the Personnel Manager was how to be equitable to all during
that day when neither the management nor the employees could be blamed for the