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

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• Lack of proper education and upbringing of the workers can also lead to indiscipline at work. • Improper or inconvenient working conditions can lead to acts of indiscipline by workers. • Ambiguous working responsibilities, organizational policies and procedures also lead to frustration among employees and result in misconduct. • Social and economic pressures or compulsions, outside the purview of the organization, may also lead to indiscipline and misconduct of employees. PRINCIPLES OF MAINTAINING DISCIPLINE The principles that have to be adhered to, in the maintenance of discipline are: • The rules and regulations should be framed with mutual coordination and acceptance of the management and employees. By involving employees in the process, their degree of compliance with the rules can be improved. • All the rules should be evaluated and updated from time to time to ensure their relevance and utility. • Rules should be formulated based on the nature of work and working conditions, Separate rules have to be framed for employees in the office and in the field. • The rules should be so formulated that they ensure an objective and unbiased analysis of the acts of indiscipline. Every employee should be treated the same way under the disciplinary procedure. • All the employees should know the penalties for violation of different rules. This would help in maintaining restraint when they contemplate acting in violation of rules and regulations. • The disciplinary procedure should ensure that an employee does not repeat a similar act of indiscipline in the future. The disciplinary action taken, should deliver a strict message to the employee, regarding the consequence of a similar act being repeated. • The disciplinary procedure should provide for analysis of a rule or its violation, if the employees are violating the rules frequently. • The entire procedure including the appeal and review of all the disciplinary actions should be mentioned in the employee’s handbook or collective agreements. • The procedure should provide for a legal as well as a humane approach.
MC GREGOR’S RED HOT STOVE RULE One effective way to approach the disciplinary process is to follow what is popularly known as the “red-hot stove rule”. This suggests that administering discipline is more like touching a hot stove. According to this rule propounded by McGregor, corrective action should be immediate, impartial, and consistent with a warning like the results of touching a red-hot stove. The results of touching a red-hot stove are: IMMEDIATE The burn-received when a person touches a red-hot stove is immediate and the person knows that something has gone wrong. IMPERSONAL Regardless of who touches it, the stove causes burns. CONSISTENT Every time a person touches a red-hot stove, he receives burns. That is, the results are consistent. DISCIPLINARY PROCEDURE The different stages in the disciplinary procedures of an Indian organization are: • Forming and issuing a charge sheet When the management of an organization wants to initiate an enquiry against an employee for alleged misconduct, the concerned employee is issued a charge sheet. The charge sheet should clearly indicate the charges against the employee and seek an explanation for the employee’s misconduct. • Considering the Explanation If the employee admits his misconduct or if the management is satisfied with the explanation offered by the employee in response to the charge sheet, there is normally no further enquiry. • Issuing the notice of enquiry If it is decided that an enquiry be held, a notice of enquiry has to be issued to the worker. An enquiry officer is appointed, preferably aided by a person well-versed in law, or an outside expert conversant with the intricacies and procedures of domestic enquiries.
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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
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4.1 Introduction Human resource act
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* The base salary range for Project
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proper records. The system should c
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Once the jobs that are to be evalua
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is not paying above market rate and
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The problem of increasing productiv
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whether new jobs are getting added.
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what they are doing is a prerequisi
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ecoming) and self-fulfillment. Abra
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the odds are high because they get
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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
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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
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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: • Work-related pressures and trai
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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