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

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iii. Lack <strong>of</strong> proper understanding Assuming that line and staff authority is clear, in practice, people may fail to understand the exact nature and overstep resulting in mistrust. For creating harmony among line managers and staff people, the following are the suggestions: i. Line people who have the ultimate responsibility should have authority to make operating decisions. ii. Staff people may be granted functional authority. iii. Persuasion is always better than strict direction. iv. Periodic coordination meeting can solve many problems. Traditional Type Organization Classical literature identifies organizational structure mainly under three categories: - Functional (or Traditional) type organization. - Product (or Process) type organization - Matrix type organization. Functional type Here the structure is built up on specialization. Departments are grouped, based on specialized knowledge available, viz., production, marketing, sales, materials and finance.
Proto type dev. Dev = Development Advt = Advertisement Pacing cases Sales Machine shop Advt. Chief Executive Production Accounts Fig. 2.1(a) Functional Type Organization Product-A division Production Manager Product-B division Personel Production division Admin istration Electro plating FIG. 2.1(B) FUNCTIONAL TYPE ORG<strong>AN</strong>IZATION
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 and 26: operation. While line authority flo
Page 27: i. Divergent background Line and st
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
Page 77 and 78: According to Udai Pareek, “it is
Page 79 and 80:
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
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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