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

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• Professionlisation of trade union movement is yet another trend witnessed these days. To counter criticism and to fight organized forces of employers, trade unions, through various institutions such as Ambedkar Institute of Labour Studies, Maniber Kara Institute and National Labour Institute, are trying to upgrade the leadership quality, personnel as well as the services rendered. To be successful, a trade union: ESSENTIALS OF SUCCESSFUL TRADE UNION • Should be enlightened one, so that it may be able to guide and direct the trade union movement properly. • Should have a solid foundation, so that it may be strong enough to achieve success in the realization of its objectives. • Should have clearly enunciated objectives and a coherent and wellconceived policy; and it should consider itself as a business organization which requires careful planning and sound organizational methods for its success. • Should be run by the members for the members; that is, its leadership should come from the rank and file of its members. • Should have honesty and integrity of purpose. • Should look beyond its own horizon, and recognize and fulfill its proper role in the life of the nation and of community in the midst of which it lives and functions. • Should have a sense of responsibility. It should be internally strong so that it may effective in protecting the interests of the workers. UNION FREE COMPANIES These are companies, which are non-unionized. Employees of such plants realize the negative consequences of unionization and prefer to stay away from unions. They may have misgivings about how effectively a union can improve unsatisfactory working conditions. Collective bargaining is not always successful. If union is not strong, it will be unable to make an employer meet its demand. Even if an employer does respond to union demands, the workers may be affected adversely. The employer may not be able to survive when the demands of the union are met, and thus the company may close down, costing the employees their jobs. The organization may force the union to strike, inflicting economic hardship on employees who may not be able to afford being out of work, or it
may in some cases, attempt reprisals against pro union employees. Employees may strongly identify themselves with the organization and view unionization as an attempt to weaken the company. They may object to the concept of seniority or even the political activities of the unions. Individuals feel that their value to the organization should be judged on an individual basis and that everyone should not be treated equally. If their performance is superior, the rewards should be appropriate and direct. These individuals feel that joining unions would limit their opportunities for advancement. Employers also may discourage unionization. Their fears about unions stem from: • Increased cost because of higher remuneration and other non-monetary benefits and services, • Loss of control over operations – erosion of management’s authority, • Loss of freedom to reward superior performance, and • Lack of ability to adapt quickly to changing demands. STRATEGIES AND TACTICS FOR REMAINING UNION-FREE Managers develop long-term strategies and effective tactics to prevent unionization of their organizations. The more important of them are • Effective supervision • Open communication • Effective personnel research • Healthy and safe working environment • Effective employer-employee relations • Effective remuneration • Effective training and development programmes • Effective personnel planning, recruitment and selection TRADE UNION ACT, 1926 Trade unions in our country are governed by the Trade unions Act, 1926. The main objective of the Act is to provide for the registration of trade unions and to give registered trade unions a legal status, and immunity to their office-bearers and members from civil and criminal liability in respect of the legitimate trade union activities. PROVISION OF THE ACT In pursuit of the primary objective, the act contains 33 sections. The provisions can be broadly divided into 8 sections, namely
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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
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etirement package before redesignin
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institutionalized the practice of w
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targeted for removal. To top it all
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12. Write a proposal for conducting
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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 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: they are important to carry on the
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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