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

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• Holding a Full-fledged Enquiry The enquiry should be in conformity with the principles of natural justice and the employee concerned must be given an opportunity to be heard. The enquiry officer must record the findings ion the process of enquiry in an impersonal and objective manner. He should refrain from making any judgmental comments. • Final Order of action The appropriate authority, based on the findings of the enquiry officer, makes the judgement. He either acquits the employee or judges him guilty of the charges. Based on the decision taken, the punishment for the employee’s misconduct is determined. • Follow- up THE MANAGEMENT SHOULD ALSO ENSURE THAT THE INDISCIPLINE OF THE EMPLOYEE IS NOT REPEATED. APPROACHES TO DISCIPLINE There are three main approaches to discipline. They are incorrect discipline, preventive discipline and positive discipline. INCORRECT DISCIPLINE The term “incorrect discipline” refers to the usage of improper and incorrect measures to enforce discipline in the organization. Some of the incorrect techniques used by mangers are: Positive Discipline: This is a disciplinary procedure where discipline is instilled in the employees through fear. this approach assumes that employees work more effectively and with discipline if fear is instilled in them.
Negative Feedback. In some organizations, employees are given feedback only when their performance is found to be unsatisfactory. This kind of approach, called the negative feedback approach, demotivates employees. Hence it is important for organizations to give both positive and negative feedback to employees to enable them evaluate their own performance. Late intervention. In case the manager ignores it and allows the problem to continue, then solving it becomes difficult in the later stages. This is referred to as a late intervention or procrastination discipline. Labeling employees not behavior. Managers are sometimes tend to label employees because of their unsatisfactory performance on a job. Such labeling has certain negative implications. Misplaced responsibility. A proper analysis may sometimes reveal that it is not the employee, but the management, that is responsible for the misconduct of the employee. PREVENTIVE DISCIPLINE In this, employees are managed in a way that prevents undesirable behavior or misconduct. This approach needs an environment of job satisfaction and trust that will lead to improved employee performance. This kind of disciplinary approach is proactive in nature. Its characteristics are • When selecting an employee, the manager should make sure that the employee goals are in congruence with organizational goals. • The next step is the training and development of employees to ensure that they adapt themselves to the job requirements to deliver good performance. • The management should clearly state that disciplinary procedure to the employee and clear any doubts that employee may about the policies or procedures of the organization. • Constructive feedback should be provided to the employees as and when deemed necessary. • Communication is an essential aspect for preventive discipline to be effective. Employees should feel free to communicate their problems to the managements through an open door policy. Frequent meetings between management and employees should be held to help the employees share their problems, concerns and ideas with the management.
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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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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
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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
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: MC GREGOR’S RED HOT STOVE RULE On
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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