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

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Personnel Management and Human Resource Management-Differences: 1. Personnel Management (PM) concepts emphasize clearly defined rules, procedures and courses. These rules and customs govern the actions of the management. The relationship between the work force and the management is governed by employment contracts and collective bargaining. Collective bargaining becomes significant because employees and management see and treat each other as having divergent interests. In PM, plularism, that is men having different views is respected as a social value and the role of the union is legitimate. On the other hand in HRM, open ended contracts, the terms of which are linked to the exigencies of business, and conflict is viewed as the result of negative inter-personal relations rather than structural contradictions. 2. PM does not focus on strategic management. Its main goal is peaceful or good labourmanagement relations. Its function is mainly reactive. On the other hand, HRM is a proactive function. HRM is not only concerned with the present organizational needs but anticipates future needs and seeks to release the inner potential and creativity of people. 3. The temple of PM is built on collective agreement between the employees and management. Employees get standardized rewards based on job evaluation. But HRM leads to individualization of collective relations. Pay is linked with contribution made by the employee to the relation of organizational goal. HRM seeks to develop the competencies of the employees so as to derive benefit from this development for the organization, and to integrate individual and organizational goals. Skill formation and developments are recognized as the main hallmarks of HRD. 4. PM is a routine maintenance oriented administrative function; HRM places emphasis on a continuous development of people at work. 5. PM is seen as independent function and sub-functions without giving due regard to organizational strategies and processes. But HRM is viewed as a sub-system of the organization. Therefore, it takes into account its linkages and interfaces with all other parts of the organization. 6. PM takes a narrow view of its scope and objectives. It concentrates mainly on improving the efficiency of personnel in isolation of the organizations. But HRM takes a systems view and attempts not only in making people efficient but also in creating proper organizational culture.
7. PM emphasizes on economic rewards and traditional design of job simplification for motivating people for better performance. HRM emphasizes on the satisfaction of higher needs of motivating people, autonomous work group, challenging jobs and creativity. 8. PM considers job satisfaction and morale as cause of improved performance. It works on the basis that a happy worker is a productive worker. The emphasis of HRM is the other way round. It is based on the premise that better performance itself is a source of satisfaction and high morale. Role of HRM in Strategic Management: HRM is being used to develop competitive advantages and therefore, its role in strategic management is well recognized. Strategic management is the continuous process of relating the organization with its environment by suitable course of action involving strategy formulations and its implementation. Strategy is a course of action through which the organization relates itself with the environment so as to achieve its objectives. HRM linked with corporate strategic management can be appreciated from the following figure: Corporate mission and objectives Strategy Formulation Environmental opportunities and threats Strategic alternatives Corporate strengths and weakness Choice of strategy Personal value and aspirations strategists Strategy implementati on Activating strategic Structural implementation Behavioural implementation Function implementation Role of HRM Acquiring Developing Integrating and Retaining Personnel Strategy formulation involves the choice of appropriate strategy in the light of corporate mission and objectives, environment opportunities and threats and corporate strengths and weaknesses. Corporate world uses SWOT analysis in every situation. Expansion of SWOT is
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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
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 and 28: i. Divergent background Line and st
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: Emerging HRM functions: Increasing
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
Page 81 and 82: outside. But in an existing organis
Page 83 and 84: HRP is not a static one-shot plan t
Page 85 and 86: Lesson Outline � Why HRIS? � HR
Page 87 and 88: STORING Same of the applications wh
Page 89 and 90: SELECTION OF PROJECT TEAM Once the
Page 91 and 92: Data storage and processing Benefit
Page 93 and 94: monitoring, vii) Performance apprai
Page 95 and 96: Introduction Recruitment, selection
Page 97 and 98: viz., Exchange (Compulsory Notifica
Page 99 and 100: establishments having 25 workers or
Page 101 and 102: ) Strategy development c) Searching
Page 103 and 104: Selection process Following are the
Page 105 and 106: advice youth or job seekers regardi
Page 107 and 108: 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
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• The management and the workers
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UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

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