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

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happenings. Equal-pay-for-equal work is the norm that contradicted with the condoning of late coming due to extraneous factors. • How can this issue be sorted out in such a manner as to create satisfaction to all the stake holders? • What should be done to prevent such predicaments during any similar situations in the future? Case Study -2: Profit sharing and Organizational Progress PP Ltd. is a profit-making firm. To retain its status in the market the management stressed and monitored quality and productivity from the initial stage itself. An individual incentive scheme has been in place for 20 years. During the last decade, the company had to launch new products thanks to the proliferation of electronic systems. The new product entailed additional investments in machineries and on additional manpower. The new comers were raw hands requiring training at extra cost. During the year, due to heavy investment on the new project, the interest charges and depreciation completely wiped out the profit. This means only the statutory minimum bonus of 8.33% of surplus was to be offered as against the usual 20% that the workers are used to receive in the last several years. The management needs to ensure maximum cooperation from employees to maximize productivity. There was a dispute that bonus payment is finance oriented and it does not necessarily reflect the productivity of the employees. The personnel officer felt that if payments were based on the Bonus Act, it would deprive and de-motivate employees during a crucial period. Questions: • Do you agree with the personnel officer? • Arrive at the settlement considering the conflicting ideas of productivity-linked and profit-sharing bases of bonus Glossary 1. Job Evaluation: It is an integral part of a compensation system in which a company determines the relative value of one job in relation to another. 2. Compensation: Remuneration paid by employers to employees in exchange of physical, emotional or intellectual labor. 3. QWL: The extent to which employees are able to satisfy important needs through their experiences in the organization. 4. Productivity: It is the overall ratio of outputs of all goods and services produced to the inputs needed to generate that output, taking into account both the quantity and quality.
5. Motivation: The set of processes that arouse, direct and maintain human behavior toward attaining some goal. 6. Employee Morale: A mixture of feelings, attitudes and sentiments that contribute to a general feeling of satisfaction. 7. Job Stress: The body’s response to any job-related factor that threatens to disturb the body’s equilibrium. 8. Stress: It is the response of the body and mind, to demands posed by environmental situations. 9. Eustress: Positive connotation of stress, when it is at optimum levels that would facilitate and boost an individual’s performance. 10. Distress: Negative stress that lowers the effectiveness of functioning of a person. 11. Burnout: A debilitating condition of physical, emotional and mental exhaustion and cynicism that occur due to prolonged exposure to stress. 12. Hardiness: A combination of traits that assists individuals in resisting the harmful effects of stress. These traits may include commitment to work, a sense of personal control and the ability to view crisis as a challenge rather than as a threat. 13. Referents: the persons, systems or life-experiences against which individuals tend to compare themselves to assess the degree of equity in their work-output equations. 14. Compensation Cafeteria: A scheme of compensation wherein employees are allowed to choose their fringe benefits from a menu of available alternatives, as it is done in a cafeteria. 15. Comparable worth: The belief that employees performing jobs with different titles, but of equivalent value to the firm, should receive equal pay. References: 1. Robert A. Baron, Behavior in Organizations, Prentice-Hall India, New Delhi, 1999. 2. Uma Sekaran, Organizational Behavior: Text and Cases, Tata McGraw-Hill Publishing Company Limited, New Delhi. 1989. 3. Fred Luthans, Organizational Behavior (8 th Edition) McGraw – Hill International Edition, New York, 1998. 4. C.S. Venkata Raman, Personnel Management and Human Resource, Tata McGraw Hill, New Delhi. 5. C.B. Gupta, Human Resource Management, Sultan Chand & Sons, New Delhi.
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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
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covered and learning processes invo
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positions occupied by a person duri
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3.15 Career Stages: There are four
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3.17 Promotions, Demotions and Tran
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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
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
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Page 193 and 194: This theory proposes that an indivi
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: 3. Comment on the recent trend in o
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
Page 249 and 250: DEMOTION If no improvement is notic
Page 251 and 252: MEANING AND DEFINITION LESSON - VI
Page 253 and 254: • The Increased Use Of Technology
Page 255 and 256: 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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