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

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Positive Discipline An approach in which unsatisfactory behavior of employees is corrected through the support and positive attitude of the managers is called positive discipline. This type of disciplinary process is positive and facilitates problem solving in a people oriented approach. This approach mainly lays emphasis on believing that if employees are treated fairly and in humane manner they will follow the disciplinary process of the organization. It is process comprising of a series of policies and steps. They are: • Clarify responsibility for discipline • Define expected employee behavior • Communicate discipline policy, procedures, and rules • Collect performance data • Administer progressive discipline • Administer corrective counseling techniques TYPES OF DISCIPLINARY ACTION VERBAL WARNING Verbal warning is an informal warning given to an employee. It is one of the mildest actions taken against an employee for an act of indiscipline. Such warnings are given in an formal and private environment. WRITTEN WARNING If the oral warning fails, then the next step is to give a written warning to the employee. This is a formal stage as the written warning is placed in the employee’s file and a copy given to the employee and one sent to the personnel department. SUSPENSION If the employee does not adhere to the rules and regulations of the organizations in spite of being given a verbal and written warning, then the next step is “suspension” of the employee. In suspension, the employee is laid- off from work for a short period of time and he is not paid during this time. This kind of action helps in making the employee realize his fault and the inconvenience that his behavior has caused to others in the workplace.
DEMOTION If no improvement is noticed in the performance of the employee even after suspension, and if the management wants to strongly avoid dismissing the employee, demotion may be alternative. Demotion is administered only when • The employee clearly does not have the ability to perform the job • Management perceives itself legally or ethically constrained from distributing the employee • It is believed that this action will waken the employee to change his behavior. PAY CUT This approach has a demoralizing effect on the employees, but is considered rational action by management if the only other alternative is dismissal. If employee alters his behavior, the pay cut can always be cancelled. DISMISSAL The ultimate disciplinary punishment is dismissing the erring employee. This action must be used only for the most serious offense or after all earlier steps have failed. The decision to dismiss an employee should be given long and hard consideration before being implemented. CODE OF DISCIPLINE IN THE INDIAN INDUSTRY The code of discipline in the Indian industry was formulated on the recommendations of the Indian Labor Conference held in New Delhi in the year 1957. The main aim of the code was to lay down certain principles of discipline that govern the Indian industry. The basic features of the code of discipline are as follows: • Both the management and the employees should abide by certain self-imposed rules in order to avoid disputes. In case disputes arise, they should be settled through negotiation, conciliation and voluntary arbitration. • Each party should acknowledge and respect each other’s rights and responsibilities • No party should take any unilateral decision regarding any disputes. The existing machinery for settlement should by utilized • The code discouraged litigation and lays emphasis on settlement of disputes through negotiation, conciliation and voluntary arbitration rather than through adjudication. • Acts of violence, coercion, intimidation or incitement should not be indulged in.
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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
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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 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: Negative Feedback. In some organiza
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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