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

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COMMUNICATION IR DECISIONS The core of an IR programme is the personnel manual. The manual sets out the rules and policies within which managers and employees must operate. All Employees and supervisors are fairly familiar with the contents of the manual. RELATIONS Relationships with employees may be improved through joint consultations. Relationships with unions or staff associations may be developed through collective bargaining and other IR procedures or by improving the operation of existing procedures. COMPETENCE Managers and supervisors need to develop competence in handling IR. Such competence may be developed by training managers and supervisors in IR. Union leaders and employees also must be associated with the programme, as they are as much a party to conflict as managers or supervisors. DISCIPLINE AND CONFLICT If both employees as well as employers adhere to well laid out norms disputes do not occur. Where a conflict occurs, the management must resolve it. REQUIRMENTS OF A SUCCESSSFUL INDUSTRIAL RELAITONS PROGRMAMME The basic requirements on which a successful industrial relations programme is based are: • TOP MANAGEMENT SUPPORT Since industrial relations are a functional staff service, it must necessarily derive its authority from the line organization. • SOUND PERSONAL POLICIES These constitute the business philosophy of an organization and guide it in arriving at its human relations decisions. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom. • Adequate Practice should be Developed by Professionals In the field to assist in the implementation of the policies of an organization, a system of procedures is essential if intention is to be properly translated into action.
• DETAILED SUPERVISORY TRAINING To ensure that organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors should be trained thoroughly. • FOLLOW UP OF RESULTS A constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies, should they manifest themselves.
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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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merit and untainted by favoritism.
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employees may feel it uncomfortable
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3.20 Conditions Necessary for Empow
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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 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: TRADE UNIONS Trade unions constitut
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
Page 257 and 258: • The management and the workers
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UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

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