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

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his ideas from other managers without the support of formal orders through line chain. In the second course the staff man can use his persuasive skill to accept. Compulsory Staff Consultation Despite all the efforts made by staff man, there is still a possibility that real action may be taken in the area concerning his specialization without his participation. To overcome this, some organizations prescribe the practice of compulsory staff consultation. Under this arrangement, a staff man must be consulted before action is taken. Concurring Authority Under certain circumstances, particularly when control over some operations is very important, a staff man may be granted authority so that no action can be taken until the concerned staff man agrees to it. For example, quality control inspector must pass on raw materials or semifinished products before they move to the next stage of production. So also agreement with employees over the matter of wages should be entered only after the personnel manager has agreed for it. In India certain massive public sector projects may be taken by the state or centre only after getting clearance from planning commission. Apprehensions of Staff Managers i. Lack of proper use of staff Staff people feel that the managers do not make proper use of their services and decisions are made without inputs from staff. But however when something goes wrong in the area of his operation, staff person from the concerned field is made the scapegoat. ii. Resistance to New ideas Line managers often resist new ideas because new ideas mean that there is something wrong with their present way of working. Thus new ideas are treated as faultfinding device in their operation. Hence the innovation of staff people goes waste. iii. Lack of proper authority Staff people feel that they contribute to the realization of organizational objectives without really enjoying any authority. Line managers clearly hold most of the cards and enjoy enormous authority. Need for Harmony There is bound to be conflict between line managers and staff personnel due to the following reasons.
i. Divergent background Line and staff people, often have different backgrounds and individual characteristics. Staff people in contrast to line, are generally younger, better educated, dynamic, and more poised in social interaction. This difference in outlook is one of the reasons for discord. ii. Lack of demarcation between line and staff Though theoretically line and staff authority is clear, often in practice, demarcation between line and staff is rarely clear. Overlapping of basic functions and a gap could affect personal relationships. This structure survival for approximately three countries. This structure is useful when technology remains static and type of products are not many. Prof. Drucker has defined this type of organization as “functional decentralization”. A typical diagram is shown in Fig. 2.1(a). This structure is useful and advantageous for smaller organizations but difficult for bigger ones. This structure was found ineffective to face keen competition in market due to rapid advancement in technology and development of multiple products. The advantages of functional type organizations are - Easier budgeting and cost control - Better technical control since specialists are grouped together - Flexibility in use of manpower - Provide continuity in functional disciplines - Better control on personnel - Quick reaction capability. The disadvantages are - No one individual is responsible for the entire operations / products - Does not provide the production – oriented emphasis - Coordination becomes complex - Does not provide single point contact for customers - More response time to the customer - Duplication and overlapping of responsibility.
Page 1 and 2: Lesson Outline � Nature of HRM
Page 3 and 4: Definition of HRM According to Flip
Page 5 and 6: Concept of HRM Human Resources are
Page 7 and 8: Taylor developed four principles of
Page 9 and 10: Systems Approach Era A system may b
Page 11 and 12: Relevance of HRM HRM is relevant in
Page 13 and 14: • Subscribe to the aims and objec
Page 15 and 16: • every opportunity for advanceme
Page 17 and 18: 5. System approach - set of interde
Page 19 and 20: Introduction Organisation structure
Page 21 and 22: An organization structure should be
Page 23 and 24: 2. Grouping of Activities Closely r
Page 25: operation. While line authority flo
Page 29 and 30: Proto type dev. Dev = Development A
Page 31 and 32: Pure product Type Organization Here
Page 33 and 34: elationship. There is a need for un
Page 35 and 36: INTRODUCTION Modern business manage
Page 37 and 38: Features of HRM as a system The fol
Page 39 and 40: Industrial Relations Subsystems Mai
Page 41 and 42: Selection process � Short listing
Page 43 and 44: MERIT RATING b. Point comparison me
Page 45 and 46: Lay - Off i. Unsatisfactory perform
Page 47 and 48: Causes for Industrial Disputes Fina
Page 49 and 50: 4. Job evaluation is the evaluation
Page 51 and 52: Introduction The primary objective
Page 53 and 54: Functions The functions performed b
Page 55 and 56: � Recruiting and selecting person
Page 57 and 58: Emerging HRM functions: Increasing
Page 59 and 60: 7. PM emphasizes on economic reward
Page 61 and 62: 1. Its objectives are manifold. The
Page 63 and 64: Introduction Environment comprises
Page 65 and 66: Political environment covers the im
Page 67 and 68: * Partnership - A joint business, w
Page 69 and 70: Employee’s State Insurance Act, 1
Page 71 and 72: Under this Act, on completion of 5
Page 73 and 74: Summary 3. Explain the role of Gove
Page 75 and 76: 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
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6. Maintain positive health buffers
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could be the causes of residual eff
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Analyzing the conceptualizations of
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the employees to meet the needs of
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3. Comment on the recent trend in o
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5. Motivation: The set of processes
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MEANING AND DEFINITION UNIT V LESSO
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• IR has moral dimensions, too. I
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TRADE UNIONS Trade unions constitut
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• DETAILED SUPERVISORY TRAINING T
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ORIGIN • Trade unions are the cre
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PRINCIPLES Trade unions function on
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It is that rely upon the support of
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they are important to carry on the
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may in some cases, attempt reprisal
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• Communication They keep members
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• Disputes of Right, which relate
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(iii) Grievance procedure COLLECTIV
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• Mediation is a process by which
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MEANING AND DEFINITION LESSON- IV C
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Collective bargaining has benefits
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• Administrative Issues NEGOTIATI
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MEANING AND DEFINITION Lesson - V M
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• Work-related pressures and trai
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MC GREGOR’S RED HOT STOVE RULE On
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Negative Feedback. In some organiza
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DEMOTION If no improvement is notic
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MEANING AND DEFINITION LESSON - VI
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• The Increased Use Of Technology
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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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