HRM-INTRODUCTION1

HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

CHAPTER – 1 - INTRODUCTION TO CHAPTER – 1 - INTRODUCTION TO CONCEPTS – STRATEGIC ROLE OF CONCEPTS – STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT – HUMAN RESOURCE MANAGEMENT – STRATEGIC ROLE OF HRM-Chapter - 1STRATEGIC ROLE OF HRM-Chapter - 1

HRM IS ESSENTIAL FOR SUCCESSFUL MANAGEMENT OF AN HRM IS ESSENTIAL FOR SUCCESSFUL MANAGEMENT OF AN ORGANISATION.ORGANISATION.TO ADDRESS THE PROBLEMS OF AN ORGANISATION, WE TO ADDRESS THE PROBLEMS OF AN ORGANISATION, WE DRAW OUR ATTENTION TO DOWNSIZING OR RIGHTSIZING DRAW OUR ATTENTION TO DOWNSIZING OR RIGHTSIZING OF MANPOWER, COST MINIMISATION ETC.OF MANPOWER, COST MINIMISATION ETC.EMPLOYMENT PRACTISES DIFFER FROM COUNTRY TO EMPLOYMENT PRACTISES DIFFER FROM COUNTRY TO COUNTRY, WE FIND THE EXPERIENCES OF INDUSTRIALLY COUNTRY, WE FIND THE EXPERIENCES OF INDUSTRIALLY ADVANCED NATIONS ALSO BY AND LARGE CONVERGE ON ADVANCED NATIONS ALSO BY AND LARGE CONVERGE ON HRM ISSUES.HRM ISSUES.ALMOST EVERYDAY, NEWSPAPERS AND BUSINESS ALMOST EVERYDAY, NEWSPAPERS AND BUSINESS MAGAZINES CARRY NEWS ITEMS ON VRS, JOB-CUTS, MAGAZINES CARRY NEWS ITEMS ON VRS, JOB-CUTS, DOWNSIZING ETC, EARLY RETIREMENT, RETRENCHMENT DOWNSIZING ETC, EARLY RETIREMENT, RETRENCHMENT AND MANPOWER PRUNING. EVEN GLOBALLY VISIBLE AND MANPOWER PRUNING. EVEN GLOBALLY VISIBLE MULTINATIONALS ARE ALSO IN THE FRAY. THUS HRM MULTINATIONALS ARE ALSO IN THE FRAY. THUS HRM ISSUES ARE GLOBALLY RELEVANT, ALTHOUGH THEIR ISSUES ARE GLOBALLY RELEVANT, ALTHOUGH THEIR MAGNITUDE MAY DIFFER FROM COUNTRY TO COUNTRYAT MAGNITUDE MAY DIFFER FROM COUNTRY TO COUNTRYAT THE MACRO LEVEL AND ORGANISATION TO ORGANISATION THE MACRO LEVEL AND ORGANISATION TO ORGANISATION AT THE MICRO LEVELAT THE MICRO LEVEL..

HUMAN RESOURCE MANAGEMENT – HUMAN RESOURCE MANAGEMENT – STRATEGIC ROLE OF HRM-Chapter - 1STRATEGIC ROLE OF HRM-Chapter - 1

PRIOR TO INDUSTRIAL REVOLUTION, THE STATUS OF LABOR WAS PRIOR TO INDUSTRIAL REVOLUTION, THE STATUS OF LABOR WAS EXTREMELY LOW AND HUMAN RELATIONSHIPS BETWEEN THE EXTREMELY LOW AND HUMAN RELATIONSHIPS BETWEEN THE EMPLOYER AND THE EMPLOYEE WERE CHARACTERISED BY EMPLOYER AND THE EMPLOYEE WERE CHARACTERISED BY SLAVERY.SLAVERY.In pre-industrial cities, In pre-industrial cities, craftsmencraftsmen tended to form tended to form associations based on their trades, of textile workers, associations based on their trades, of textile workers, masons, carpenters, carvers, glassworkers, each of whom masons, carpenters, carvers, glassworkers, each of whom controlled controlled secretssecrets of traditionally imparted technology, the of traditionally imparted technology, the "arts" or "mysteries" of their crafts. Usually the founders "arts" or "mysteries" of their crafts. Usually the founders were free independent were free independent master craftsmenmaster craftsmen..The guild was made up by experienced and confirmed The guild was made up by experienced and confirmed experts in their field of handicraft. They were called experts in their field of handicraft. They were called master craftsmenmaster craftsmen. Before a new employee could rise to the . Before a new employee could rise to the level of mastery, he had to go through a schooling period level of mastery, he had to go through a schooling period during which he was first called an during which he was first called an apprenticeapprentice.. Apprentices .. Apprentices would typically not learn more than the most basic would typically not learn more than the most basic techniques until they were trusted by their peers to keep techniques until they were trusted by their peers to keep the guild's or company's secrets.the guild's or company's secrets.

http://en.wikipedia.org/wiki/Artisan

http://en.wikipedia.org/wiki/Trade_secret

http://en.wikipedia.org/wiki/Master_craftsman

http://en.wikipedia.org/wiki/Master_craftsman

http://en.wikipedia.org/wiki/Apprenticeship

STRATEGIC ROLE HUMAN STRATEGIC ROLE HUMAN RESOURCE MANAGEMENTRESOURCE MANAGEMENT

GUILD SYSTEM MARKED THE BEGINNING OF HUMAN GUILD SYSTEM MARKED THE BEGINNING OF HUMAN RESOURCE MANAGEMENT FOR SELECTION, TRAINING RESOURCE MANAGEMENT FOR SELECTION, TRAINING AND DEVELOPMENT OF WORKERS AND EMERGENCE AND DEVELOPMENT OF WORKERS AND EMERGENCE OF COLLECTIVE BARGAINING FOR WAGES AND OF COLLECTIVE BARGAINING FOR WAGES AND WORKING CONDITIONS.WORKING CONDITIONS.THE INDUSTRIAL REVOLUTION FOLLOWED THE NEW THE INDUSTRIAL REVOLUTION FOLLOWED THE NEW ECONOMIC DOCTRINE OF LAISSEZ FAIRE. NEW ECONOMIC DOCTRINE OF LAISSEZ FAIRE. NEW INDUSTRIAL ORGANISATIONS WERE CHARACTERISED INDUSTRIAL ORGANISATIONS WERE CHARACTERISED BY FACTORY SYSTEM ( A CHANGE FROM COTTAGE BY FACTORY SYSTEM ( A CHANGE FROM COTTAGE SYSTEM OR HOME CENTRED PRODUCTION SYSTEM). SYSTEM OR HOME CENTRED PRODUCTION SYSTEM). THE FACTORY SYSTEM HAD DETERIORATED THE THE FACTORY SYSTEM HAD DETERIORATED THE EMPLOYER-EMPLOYEE RELATIONSHIP DUE TO EMPLOYER-EMPLOYEE RELATIONSHIP DUE TO UNHEALTHY WORK ENVIRONMENT, LONG WORKING UNHEALTHY WORK ENVIRONMENT, LONG WORKING HOURS, FATIGUE, MONOTONY, STRAIN, INCREASED HOURS, FATIGUE, MONOTONY, STRAIN, INCREASED LIKELYHOOD OF ACCIDENTS ETC. LIKELYHOOD OF ACCIDENTS ETC.

STRATEGIC ROLE OF HUMAN STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENTRESOURCE MANAGEMENT

THE PERSONNEL FUNCTION DERIVED FROM THE THE PERSONNEL FUNCTION DERIVED FROM THE INTRODUCTION OF WELFARE ACTIVITY. INTIALLY, IT WAS INTRODUCTION OF WELFARE ACTIVITY. INTIALLY, IT WAS PERCEIVED AS A MORAL DUTY AND LATER IT WAS PERCEIVED AS A MORAL DUTY AND LATER IT WAS CONSIDERED AS THE PRE-CONDITION FOR INDUSTRIAL CONSIDERED AS THE PRE-CONDITION FOR INDUSTRIAL EFFICIENCY. THE SECOND DEVELOPMENT SPRUNG FROM EFFICIENCY. THE SECOND DEVELOPMENT SPRUNG FROM THE EMPLOYERS’ ENDEAVORS TO COPE WITH THE THE EMPLOYERS’ ENDEAVORS TO COPE WITH THE CHALLENGES OF TRADE UNIONISM. CHALLENGES OF TRADE UNIONISM. THE HISTORY OF EVOLUTION AND GROWTH OF PERSONNEL THE HISTORY OF EVOLUTION AND GROWTH OF PERSONNEL MANAGEMENT IN INDIA IS NOT VERY OLD. THE ROYAL MANAGEMENT IN INDIA IS NOT VERY OLD. THE ROYAL COMMISSION ON LABOUR IN 1931 FOR THE FIRST TIME COMMISSION ON LABOUR IN 1931 FOR THE FIRST TIME RECOMMENDED THE APPOINTMENT OF “WELFARE RECOMMENDED THE APPOINTMENT OF “WELFARE OFFICERS” TO DEAL WITH RECRUITMENT AND TO SETTLE OFFICERS” TO DEAL WITH RECRUITMENT AND TO SETTLE THEIR GRIEVANCES. THEIR GRIEVANCES. THE FACTORIES ACT, 1948 STATUTORILY MADE IT THE FACTORIES ACT, 1948 STATUTORILY MADE IT OBLIGATORY FOR THE INDUSTRIES TO APPOINT LABOUR OBLIGATORY FOR THE INDUSTRIES TO APPOINT LABOUR WELFARE OFFICERS. TODAY PERSONNEL MANAGEMENT WELFARE OFFICERS. TODAY PERSONNEL MANAGEMENT FUNCTION ENCOMPASSES ALL THE PROFFESSIONAL FUNCTION ENCOMPASSES ALL THE PROFFESSIONAL DISCIPLLINES LIKE – WELFARE, INDUSTRIAL RELATIONS, DISCIPLLINES LIKE – WELFARE, INDUSTRIAL RELATIONS, PERSONNEL ADMINISTRATION, HUMAN RESOURCE PERSONNEL ADMINISTRATION, HUMAN RESOURCE DEVELOPMENT (HRD) ETC. DEVELOPMENT (HRD) ETC.


FACTORS LEADING TO THE DEVELOPMENT OF THE FACTORS LEADING TO THE DEVELOPMENT OF THE CONCEPT OF HUMAN RESOURCE MANAGEMENT.CONCEPT OF HUMAN RESOURCE MANAGEMENT.BETTER UTILISATION OF HUMAN RESOURCES BY AN BETTER UTILISATION OF HUMAN RESOURCES BY AN ORGANISATION OR BY ANY NATION IS NECESSARY TO ORGANISATION OR BY ANY NATION IS NECESSARY TO ACHIEVE COMPETITIVE ADVANTAGE.ACHIEVE COMPETITIVE ADVANTAGE.MANAGEMENT OF HUMAN RESOURCFES AS A MAINSTREAM MANAGEMENT OF HUMAN RESOURCFES AS A MAINSTREAM MANAGEMENT ACTIVITY HAS BEEN ADVOCATED BY MANAGEMENT ACTIVITY HAS BEEN ADVOCATED BY SKINNER (1981) FOR EFFECTIVE MANAGEMENT OF PEOPLE. SKINNER (1981) FOR EFFECTIVE MANAGEMENT OF PEOPLE. CHANGING ECONOMIC AND POLITICAL CLIMATE AROUND CHANGING ECONOMIC AND POLITICAL CLIMATE AROUND THE WORLD RESULTED IN DECLINE IN TRADE UNION THE WORLD RESULTED IN DECLINE IN TRADE UNION PRESSURE ON MANAGEMENT. THIS NECESSITATED SWITCH PRESSURE ON MANAGEMENT. THIS NECESSITATED SWITCH IN EMPHASIS FROM COLLECTIVE ISSUES (TRADITIONAL IN EMPHASIS FROM COLLECTIVE ISSUES (TRADITIONAL INDUSTRIAL RELATIONS APPROACH) TO INDIVIDUAL AND INDUSTRIAL RELATIONS APPROACH) TO INDIVIDUAL AND COOPERATIVE ISSUES (THE HUMAN RESOURCE COOPERATIVE ISSUES (THE HUMAN RESOURCE MANAGEMENT APPROACH).MANAGEMENT APPROACH).


STRUCTURAL CHANGE IN THE OCCUPATIONAL PATTERN IS STRUCTURAL CHANGE IN THE OCCUPATIONAL PATTERN IS NOW A WORLDWIDE PHENOMENON.NOW A WORLDWIDE PHENOMENON.TECHNOLOGY, INCREASED REQUIREMENT OF SKILL AND TECHNOLOGY, INCREASED REQUIREMENT OF SKILL AND KNOWLEDGE, OCCUPATIONAL SHIFTS, NEW QUALITY KNOWLEDGE, OCCUPATIONAL SHIFTS, NEW QUALITY SYSTEM REQUIREMENT, ETC ARE NOW DEMANDING BETTER SYSTEM REQUIREMENT, ETC ARE NOW DEMANDING BETTER EDUCATED, NEW GENERATION OF WORKERS, WHO EDUCATED, NEW GENERATION OF WORKERS, WHO OBVIOUSLY HAVE HIGHER EXPECTATIONS FROM THEIR OBVIOUSLY HAVE HIGHER EXPECTATIONS FROM THEIR ORGANISATIONS. ORGANISATIONS. THESE FACTORS REVOLUTIONISED THE CONCEPT OF THESE FACTORS REVOLUTIONISED THE CONCEPT OF TRADITIONAL PERSONNEL MANAGEMENT, WHICH IS TRADITIONAL PERSONNEL MANAGEMENT, WHICH IS RESTRICTED TO UTILISATION OF HUMAN RESOURCES RESTRICTED TO UTILISATION OF HUMAN RESOURCES COMPLYING MAINLY WITH STATUES AND COPING WITH THE COMPLYING MAINLY WITH STATUES AND COPING WITH THE CHALLENGES OF TRADE UNIONS; AND LED TO THE CHALLENGES OF TRADE UNIONS; AND LED TO THE DEVELOPMENT OF HRM AS ANOTHER FORM OF RESPONSE DEVELOPMENT OF HRM AS ANOTHER FORM OF RESPONSE FOR SUSTAINING BETTER EMPLOYER-EMPLOYEE RELATION.FOR SUSTAINING BETTER EMPLOYER-EMPLOYEE RELATION.


HRM IS A SUB-SYSTEM OF THE TOTAL HRM IS A SUB-SYSTEM OF THE TOTAL MANAGEMENT SYSTEM AND IS THE MANAGEMENT SYSTEM AND IS THE RESPONSIBILITY OF ALL MANAGERS, RESPONSIBILITY OF ALL MANAGERS, IRRESPECTIVE OF THEIR FUNCTIONS, DISCIPLINES IRRESPECTIVE OF THEIR FUNCTIONS, DISCIPLINES AND LEVELS. AND LEVELS. HRM IS PRIMARILY CONCERNED WITH HRM IS PRIMARILY CONCERNED WITH MANAGEMNET OF PEOPLE, INDIVIDUALS OR MANAGEMNET OF PEOPLE, INDIVIDUALS OR GROUPS AT WORK, AS ALSO THEIR GROUPS AT WORK, AS ALSO THEIR INTERRELATIONSHIPS. INTERRELATIONSHIPS. HRM IS DISTINCTLT DIFFERENT FORM PERSONNEL HRM IS DISTINCTLT DIFFERENT FORM PERSONNEL MANAGEMENT. HRM INTEGRATES ITSELF INTO MANAGEMENT. HRM INTEGRATES ITSELF INTO STRTEGIC MANAGEMENT AND EMPHASISES ON STRTEGIC MANAGEMENT AND EMPHASISES ON FULL UTILISATION OF HUMAN RESOURCES.FULL UTILISATION OF HUMAN RESOURCES.


HUMAN RESOURCE IS THE TOTAL KNOWLEDGE, SKILLS, HUMAN RESOURCE IS THE TOTAL KNOWLEDGE, SKILLS, CREATIVE ABILITIES, TALENTS, APTITUDES, VALUES, ATTITUDES CREATIVE ABILITIES, TALENTS, APTITUDES, VALUES, ATTITUDES AND BELIEFS OF THE PEOPLE OF AN ORGANISATION. AND BELIEFS OF THE PEOPLE OF AN ORGANISATION. HRM AS AN APPROACH IDENTIFIES THE RIGHT PEOPLE FOR THE HRM AS AN APPROACH IDENTIFIES THE RIGHT PEOPLE FOR THE RIGHT JOB. IT ALSO INCLUDES THE PROCESS OF SOCIALISING RIGHT JOB. IT ALSO INCLUDES THE PROCESS OF SOCIALISING SUCH IDENTIFIED PEOPLE TO INTEGRATE THEM WITH THE SUCH IDENTIFIED PEOPLE TO INTEGRATE THEM WITH THE ORGANISATION, TRAIN THEM FOR INCREASING THEIR ORGANISATION, TRAIN THEM FOR INCREASING THEIR FUNCTIONAL SKILL, DEVELOP THEM FOR BOTH IDENTIFIED AND FUNCTIONAL SKILL, DEVELOP THEM FOR BOTH IDENTIFIED AND UNIDENTIFIED FUTURE ROLES, PLACE THEM IN RIGHT TASKS UNIDENTIFIED FUTURE ROLES, PLACE THEM IN RIGHT TASKS AND ROLES, MOTIVATE THEM TO PERFORM WELL AND AND ROLES, MOTIVATE THEM TO PERFORM WELL AND INCULCATE IN THEM A SENSE OF BELONGINGNESS. INCULCATE IN THEM A SENSE OF BELONGINGNESS. WITHIN HRM THERE ARE TWO MAJOR ACTIVITIES I.E. THE FIRST WITHIN HRM THERE ARE TWO MAJOR ACTIVITIES I.E. THE FIRST IS CONCERNED WITH THE RECRUITMENT, SELECTION, IS CONCERNED WITH THE RECRUITMENT, SELECTION, PLACEMENT, COMPENSATION AND APPRAISAL OF THE HUMAN PLACEMENT, COMPENSATION AND APPRAISAL OF THE HUMAN RESOURCES (PERSONNEL FUNCTIONS) MORE COMMONLY RESOURCES (PERSONNEL FUNCTIONS) MORE COMMONLY TERMED AS HUMAN RESOURCE UTILISATION (HRU) FUNCTION.TERMED AS HUMAN RESOURCE UTILISATION (HRU) FUNCTION.THE OTHER GROUP OF FUNCTIONS ARE DIRECTED TOWARDS THE OTHER GROUP OF FUNCTIONS ARE DIRECTED TOWARDS WORKING WITH THE EXISTING HUMAN RESOURCES IN ORDER TO WORKING WITH THE EXISTING HUMAN RESOURCES IN ORDER TO IMPROVE THEIR EFFICIENCY AND EFFECTIVENESS. THESE ARE IMPROVE THEIR EFFICIENCY AND EFFECTIVENESS. THESE ARE CONCERNED WITH HUMAN RESOURCE DEVELOPMENT (HRD).CONCERNED WITH HUMAN RESOURCE DEVELOPMENT (HRD).


HRD IS A PROCESS WHICH HELPS EMPLOYEES OF AN HRD IS A PROCESS WHICH HELPS EMPLOYEES OF AN ORGANISATION TO IMPROVE THEIR FUNCTIONAL CAPABILITIES FOR ORGANISATION TO IMPROVE THEIR FUNCTIONAL CAPABILITIES FOR THEIR PRESENT AND FUTURE ROLES, TO DEVELOP THEIR GENERAL THEIR PRESENT AND FUTURE ROLES, TO DEVELOP THEIR GENERAL CAPABILITIES, TO HARNESS THEIR INNER POTENTIALITIES BOTH CAPABILITIES, TO HARNESS THEIR INNER POTENTIALITIES BOTH FOR SELF AND ORGANISATIONAL DEVELOPMENT AND, TO DEVELOP FOR SELF AND ORGANISATIONAL DEVELOPMENT AND, TO DEVELOP ORGANISATIONAL CULTURE TO SUSTAIN HARMONIOUS SUPERIOR-ORGANISATIONAL CULTURE TO SUSTAIN HARMONIOUS SUPERIOR-SUB ORDINATE RELATIONSHIPS, TEAMWORK, MOTIVATION, SUB ORDINATE RELATIONSHIPS, TEAMWORK, MOTIVATION, QUALITY AND A SENSE OF BELONGINGNESS. QUALITY AND A SENSE OF BELONGINGNESS. OBJECTIVES OF HRD – TO DEVELOP CAPABILITIES OF ALL OBJECTIVES OF HRD – TO DEVELOP CAPABILITIES OF ALL INDIVIDUALS WORKING IN AN ORGANISATION IN RELATION TO THE INDIVIDUALS WORKING IN AN ORGANISATION IN RELATION TO THE PRESENT ROLE – TO DEVELOP CAPABILITIES OF ALL SUCH PRESENT ROLE – TO DEVELOP CAPABILITIES OF ALL SUCH INDIVIDUALS IN RELATION TO THEIR FUTURE R0LE – TO DEVELOP INDIVIDUALS IN RELATION TO THEIR FUTURE R0LE – TO DEVELOP TEAM SPIRIT – TO DEVELOP BETTER INTERPERSONAL AND TEAM SPIRIT – TO DEVELOP BETTER INTERPERSONAL AND EMPLOYER-EMPLOYEE RELATIONSHIP IN AN ORGANISATION – TO EMPLOYER-EMPLOYEE RELATIONSHIP IN AN ORGANISATION – TO DEVELOP COORDINATION AMONG DIFFERENT UNITS OF AN DEVELOP COORDINATION AMONG DIFFERENT UNITS OF AN ORGANISATION – TO DEVELOP ORGANISATIONAL HEALTH BY ORGANISATION – TO DEVELOP ORGANISATIONAL HEALTH BY CONTINUOUS RENEWAL OF INDIVIDUAL CAPABILITIES (AVERTING CONTINUOUS RENEWAL OF INDIVIDUAL CAPABILITIES (AVERTING MANPOWER OBSOLESCENCE) KEEPING PACE WITH THE MANPOWER OBSOLESCENCE) KEEPING PACE WITH THE TECHNOLOGICAL CHANGES.TECHNOLOGICAL CHANGES.

STRATEGIC ROLE OF HUMAN STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT-Chapter IRESOURCE MANAGEMENT-Chapter I HRD OBJECTIVES OF W.S. INDUSTRIES INDIA LIMITEDHRD OBJECTIVES OF W.S. INDUSTRIES INDIA LIMITEDTO PLAN AND INDUCT APPROPRIATE MANPOWER IN TERMS TO PLAN AND INDUCT APPROPRIATE MANPOWER IN TERMS OF KNOWLEDGE, SKILL AND ATTITUDE.OF KNOWLEDGE, SKILL AND ATTITUDE.TO PROVIDE OPPORTUNITIES FOR GROWTH TO EMPLOYEES TO PROVIDE OPPORTUNITIES FOR GROWTH TO EMPLOYEES IN TERMS OF REMUNERATION, CAREER AND SKILL IN TERMS OF REMUNERATION, CAREER AND SKILL ENDOWMENT.ENDOWMENT.TO PRACTICE EQUITY AND FAIRNESS INALL ITS DEALINGS TO PRACTICE EQUITY AND FAIRNESS INALL ITS DEALINGS WITH EMPLOYEES.WITH EMPLOYEES.TO CREATE AN ORGANISATIONAL CLIMATE WHICH TO CREATE AN ORGANISATIONAL CLIMATE WHICH ENCOURAGES A HIGH MOTIVATED WORKFORCE.ENCOURAGES A HIGH MOTIVATED WORKFORCE.TO PREPARE EMPLOYEES FOR EASY AND FASTER ADAPTION TO PREPARE EMPLOYEES FOR EASY AND FASTER ADAPTION TO CHANGE.TO CHANGE.TO CONTINUOUSLY ENHANCE KNOWLEDGE, SKILL OF TO CONTINUOUSLY ENHANCE KNOWLEDGE, SKILL OF EMPLOYEES FOR THE PERFORMANCE OF THEIR PRESENT EMPLOYEES FOR THE PERFORMANCE OF THEIR PRESENT AND FUTURE TASKS THROUGH EDUCATION AND TRAININGAND FUTURE TASKS THROUGH EDUCATION AND TRAINING


INDIAN ORGANISATIONS, BY AND LARGE, HAVE INDIAN ORGANISATIONS, BY AND LARGE, HAVE PERSONNEL FUNCTIONS INTEGRATED WITH HRD PERSONNEL FUNCTIONS INTEGRATED WITH HRD FUNCTIONS, EXCEPT FOR A FEW WHO HAVE SEPARATE FUNCTIONS, EXCEPT FOR A FEW WHO HAVE SEPARATE HRD DEPARTMENT. MOST HAVE RETITLED THE HRD DEPARTMENT. MOST HAVE RETITLED THE DESIGNATION OF THEIR CORE PERSONNEL PEOPLE BY DESIGNATION OF THEIR CORE PERSONNEL PEOPLE BY EITHER CALLING THEM “HUMAN RESOURCE MANAGER” EITHER CALLING THEM “HUMAN RESOURCE MANAGER” OR “HUMAN RESOURCE DEVELOPMENT MANAGER”. OR “HUMAN RESOURCE DEVELOPMENT MANAGER”. THE HRD DEPARTMENT OF AN ORGANISATION FOCUSES THE HRD DEPARTMENT OF AN ORGANISATION FOCUSES ON (1) ENABLING CAPABILITIES BY DEVELOPING HUMAN ON (1) ENABLING CAPABILITIES BY DEVELOPING HUMAN RESOURCES (2) DEVELOPING TEAM SPIRIT, INCREASING RESOURCES (2) DEVELOPING TEAM SPIRIT, INCREASING EMPLOYEE MOTIVATION AND PRODUCTIVITY (3) FOCUS EMPLOYEE MOTIVATION AND PRODUCTIVITY (3) FOCUS ON BALANCED ORGANISATIONAL CULTURE THROUGH ON BALANCED ORGANISATIONAL CULTURE THROUGH SURVEYS, DISCUSSIONS STIMULATING OPENNESS, SURVEYS, DISCUSSIONS STIMULATING OPENNESS, MUTUAL TRUST, CREATIVITY, INITIATIVE, MUTUALITY, MUTUAL TRUST, CREATIVITY, INITIATIVE, MUTUALITY, COLLABORATION, DELEGATION, AUTONOMY, COLLABORATION, DELEGATION, AUTONOMY, MANAGEMENT OF CONFLICT ETC.MANAGEMENT OF CONFLICT ETC.


HRD FOCUS ON PERIODIC REVIEWING OF HRD SYSTEM HRD FOCUS ON PERIODIC REVIEWING OF HRD SYSTEM WHICH MAY CALL FOR REDESIGNING PERFORMANCE WHICH MAY CALL FOR REDESIGNING PERFORMANCE APPRAISAL, JOB-ROTATION, REWARD SYSTEM, CAREER APPRAISAL, JOB-ROTATION, REWARD SYSTEM, CAREER PLANNING, PROMOTION, SELECTION, INDUCTION, PLANNING, PROMOTION, SELECTION, INDUCTION, TRAINING AND DEVELOPMENT PROGRAMME ETC.TRAINING AND DEVELOPMENT PROGRAMME ETC.HRD FOCUS ON DIFFUSION OF HRD FUNCTION INVOLVING HRD FOCUS ON DIFFUSION OF HRD FUNCTION INVOLVING LINE MANAGERS IN VARIOUS HRD ASPECTS LIKE TRAINING LINE MANAGERS IN VARIOUS HRD ASPECTS LIKE TRAINING SUBORDINATES, PERFORMANCE APPRAISAL, PROMOTION, SUBORDINATES, PERFORMANCE APPRAISAL, PROMOTION, PLACEMENT,SELECTION, CAREER PLANNING ETC. LINE PLACEMENT,SELECTION, CAREER PLANNING ETC. LINE PEOPLE BY VIRTUE OF RICH EXPERIENCE MAY EFFECTIVELY PEOPLE BY VIRTUE OF RICH EXPERIENCE MAY EFFECTIVELY CONTRIBUTE TO THESE HRD AREAS. CONTRIBUTE TO THESE HRD AREAS. HRD FOCUSES ON WORKING WITH UNIONS BY TAKING HRD FOCUSES ON WORKING WITH UNIONS BY TAKING THEM INTO CONFIDENCE AND COLLABORATING WITH THEM INTO CONFIDENCE AND COLLABORATING WITH THEM. THAT UNIONS CAN ALSO PLAY A POSITIVE ROLE IN THEM. THAT UNIONS CAN ALSO PLAY A POSITIVE ROLE IN FURTHERING THE ORGANISATION IS EVIDENT FROM A FURTHERING THE ORGANISATION IS EVIDENT FROM A NUMBER OF EXAMPLES. SYNDICATE BANK EMPLOYEES NUMBER OF EXAMPLES. SYNDICATE BANK EMPLOYEES UNION COLLABORATED WITH MANAGEMENT TO REDUCE UNION COLLABORATED WITH MANAGEMENT TO REDUCE THE NON-PERFORMING ASSETS (BAD DEBT REALISATION)THE NON-PERFORMING ASSETS (BAD DEBT REALISATION)


THE PRECISE ORGANISATIONAL PLAN FOR AN THE PRECISE ORGANISATIONAL PLAN FOR AN HRD DEPARTMENT DEPENDS ON THE SIZE OF HRD DEPARTMENT DEPENDS ON THE SIZE OF THE ORGANISATION. THE ORGANISATION. ROLE OF HRD MANAGER :-ROLE OF HRD MANAGER :-THE PRIMARY GOAL OF HRD IS TO INCREASE A THE PRIMARY GOAL OF HRD IS TO INCREASE A WORKER’S PRODUCTIVITY AND A FIRM’S WORKER’S PRODUCTIVITY AND A FIRM’S PROFITABILITY AS INVESTMENT IN HRD IMPROVES PROFITABILITY AS INVESTMENT IN HRD IMPROVES A WORKER’S SKILL AND ENHANCE MOTIVATION. A WORKER’S SKILL AND ENHANCE MOTIVATION. THE OTHER GOAL OF HRD IS TO PREVENT THE OTHER GOAL OF HRD IS TO PREVENT OBSOLENCE AT ALL LEVELS. IN ORDER TO OBSOLENCE AT ALL LEVELS. IN ORDER TO ACHIEVE THESE GOALS THE HRD MANAGER OF ACHIEVE THESE GOALS THE HRD MANAGER OF AN ORGANISATION PLAYS THE FOLLOWING AN ORGANISATION PLAYS THE FOLLOWING IMPORTANT ROLES :-IMPORTANT ROLES :-


TO ASSIST PEOPLE IN OBTAINING THE KNOWLEDGE AND TO ASSIST PEOPLE IN OBTAINING THE KNOWLEDGE AND SKILLS THEY NEED FOR PRESENT AND FUTURE JOBS AND SKILLS THEY NEED FOR PRESENT AND FUTURE JOBS AND TO ASSIT THEM IN ATTAINING THEIR PERSONAL GOALS.TO ASSIT THEM IN ATTAINING THEIR PERSONAL GOALS.TO PLAY THE ‘ENABLING’ ROLE BY PROVIDING THE RIGHT TO PLAY THE ‘ENABLING’ ROLE BY PROVIDING THE RIGHT CONTEXT IN WHICH HUMAN PERFORMANCE OCCURS AND CONTEXT IN WHICH HUMAN PERFORMANCE OCCURS AND THE ORGANISATION REACHES ITS STATED OBJECTIVES. THE ORGANISATION REACHES ITS STATED OBJECTIVES. THE AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT THE AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT (ASTD) IDENTIFIED SOME ROLES OF THE HRD MANAGER (ASTD) IDENTIFIED SOME ROLES OF THE HRD MANAGER ADMINISTRATOR – THE ROLE OF PROVIDING ADMINISTRATOR – THE ROLE OF PROVIDING COORDINATION AND SUPPORT SERVICES FOR THE COORDINATION AND SUPPORT SERVICES FOR THE DELIVERY OF HRD PROGRAMS.DELIVERY OF HRD PROGRAMS.EVALUATOR – THE ROLE OF IMPACT OF INTERVENTION ON EVALUATOR – THE ROLE OF IMPACT OF INTERVENTION ON INDIVIDUAL OR ORGANISATIONAL EFFETIVENESS.INDIVIDUAL OR ORGANISATIONAL EFFETIVENESS.INDIVIDUAL CAREER DEVELOPMENT ADVISOR – THE ROLE INDIVIDUAL CAREER DEVELOPMENT ADVISOR – THE ROLE OF HELPING INDIVIDUALS TO ASSESS PERSONAL OF HELPING INDIVIDUALS TO ASSESS PERSONAL COMPETENCIES, VALUES AND GOALS.COMPETENCIES, VALUES AND GOALS.


HRD MANAGER – THE ROLE OF SUPPORTING AND LEADING HRD MANAGER – THE ROLE OF SUPPORTING AND LEADING A GROUP’S WORK AND LINKING THAT WORK WITH THE A GROUP’S WORK AND LINKING THAT WORK WITH THE TOTAL ORGANISATION.TOTAL ORGANISATION.INSTRUCTOR / FACILITATOR – THE ROLE OF PRESENTING INSTRUCTOR / FACILITATOR – THE ROLE OF PRESENTING INFORMATION, DIRECTING STRUCTURED LEARNING INFORMATION, DIRECTING STRUCTURED LEARNING EXPERIENCES AND MANAGING GROUP DISCUSSIONS AND EXPERIENCES AND MANAGING GROUP DISCUSSIONS AND GROUP PROCESSES.GROUP PROCESSES.MATERIAL DEVELOPER – THE ROLE OF PRODUCING MATERIAL DEVELOPER – THE ROLE OF PRODUCING WRITTEN AND/OR ELECTRONICALLY MEDIATED WRITTEN AND/OR ELECTRONICALLY MEDIATED INSTRUCTIONAL MATERIALS.INSTRUCTIONAL MATERIALS.NEEDS ANALYST – THE ROLE OF IDENTIFYING IDEAL AND NEEDS ANALYST – THE ROLE OF IDENTIFYING IDEAL AND ACTUAL PERFORMANCE AND PERFORMANCE CONDITIONS ACTUAL PERFORMANCE AND PERFORMANCE CONDITIONS AND DETERMINING CAUSES OF DISCREPANCIES.AND DETERMINING CAUSES OF DISCREPANCIES.ORGANISATIONAL CHANGE – THE ROLE OF INFLUECING AND ORGANISATIONAL CHANGE – THE ROLE OF INFLUECING AND SUPPORTING CHANGES IN ORGANISATIONAL BEHAVIOUR.SUPPORTING CHANGES IN ORGANISATIONAL BEHAVIOUR.


RESEARCHER – THE ROLE OF IDENTIFYING, DEVELOPING OR RESEARCHER – THE ROLE OF IDENTIFYING, DEVELOPING OR TESTING NEW INFORMATION (THEORY, CONCEPTS, TESTING NEW INFORMATION (THEORY, CONCEPTS, TECHNOLOGY) AND TRANSLASTING THESE TWO TECHNOLOGY) AND TRANSLASTING THESE TWO IMPLICATIONS FOR IMPROVED INDIVIDUAL OR IMPLICATIONS FOR IMPROVED INDIVIDUAL OR ORGANISATIONAL PERFORMANCE.ORGANISATIONAL PERFORMANCE.ROLE OF CONSULTANTS IN HRD – IN HRD, CONSULTANTS ROLE OF CONSULTANTS IN HRD – IN HRD, CONSULTANTS PLAY A VERY CRUCIAL ROLE, PARTICULARLY IN THE PLAY A VERY CRUCIAL ROLE, PARTICULARLY IN THE FOLLOWING AREAS :- FOLLOWING AREAS :- DESIGNING CAREER PLAN FOR EMPLOYEES – MANY DESIGNING CAREER PLAN FOR EMPLOYEES – MANY ORGANISATIONS PREFER TO RETAIN THE SERVICES OF ORGANISATIONS PREFER TO RETAIN THE SERVICES OF CONSULTANTS. CAREER PLANNING IS A VERY CONSULTANTS. CAREER PLANNING IS A VERY COMPLICATED FUNCTION OF THE ORGANISATION. THE COMPLICATED FUNCTION OF THE ORGANISATION. THE CHAIRMAN OF SAIL LAMENTED LARGE-SCALE EXODUS OF CHAIRMAN OF SAIL LAMENTED LARGE-SCALE EXODUS OF EXEUTIVES FROM M/S STEEL AUTHORITY OF INDIA LTD, AS EXEUTIVES FROM M/S STEEL AUTHORITY OF INDIA LTD, AS DEVELOPING AN EXECUTIVE REQUIRES 10 TO 15 YEARS DEVELOPING AN EXECUTIVE REQUIRES 10 TO 15 YEARS TIME. IT IS LEARNT THAT THEY HAVE LEFT DUE TO TIME. IT IS LEARNT THAT THEY HAVE LEFT DUE TO ABSENCE OF CAREER PROGRESSION IN M/S SAIL AND MORE ABSENCE OF CAREER PROGRESSION IN M/S SAIL AND MORE FINANCIAL BENEFITS IN PRIFVATE STEEL MANUFACTURING FINANCIAL BENEFITS IN PRIFVATE STEEL MANUFACTURING COMPANIES. COMPANIES.


RECENTLY, STATE BANK OF INDIA RETAINED THE SERVICES OF RECENTLY, STATE BANK OF INDIA RETAINED THE SERVICES OF WORLD FAMOUS MANAGEMENT CONSULTANT M/S McKINSEY WORLD FAMOUS MANAGEMENT CONSULTANT M/S McKINSEY FOR RESTRUCTURING THE ORGANISATION, WHICH INTER ALIA FOR RESTRUCTURING THE ORGANISATION, WHICH INTER ALIA (AMONG OTHER THINGS) INCLUDES SUITABLE CAREER PLANS (AMONG OTHER THINGS) INCLUDES SUITABLE CAREER PLANS FOR THEIR EMPLOYEES. FOR THEIR EMPLOYEES. MANPWOER PLANNING HAS ALSO BECOME A CRUCIAL MANPWOER PLANNING HAS ALSO BECOME A CRUCIAL FUNCTION OF HRD CONSULTANTS, ESPECIALLY, IN THE WAKE FUNCTION OF HRD CONSULTANTS, ESPECIALLY, IN THE WAKE OF INCREASING MANPOWER OBSOLENCE FOR TECHNOLOGICAL OF INCREASING MANPOWER OBSOLENCE FOR TECHNOLOGICAL CHANGES IN INDIAN INDUSTRIES.CHANGES IN INDIAN INDUSTRIES.SIMILARLY, IN TRAINING AND DEVELOPMENT, PERFORMANCE SIMILARLY, IN TRAINING AND DEVELOPMENT, PERFORMANCE APPRAISAL, DEVELOPING SUITABLE PROMOTIONAL POLICIES, APPRAISAL, DEVELOPING SUITABLE PROMOTIONAL POLICIES, MANAGEMENT SUCCESSION AND MANAGEMNET DEVELOPMENT MANAGEMENT SUCCESSION AND MANAGEMNET DEVELOPMENT ETC. HRD CONSLULTANTS ARE PLAYING A VERY CRUCIAL ROLE.ETC. HRD CONSLULTANTS ARE PLAYING A VERY CRUCIAL ROLE.AN ORGANISATION MAY ENGAGE THE SERVICES OF AN ORGANISATION MAY ENGAGE THE SERVICES OF CONSULTANT IN SOME AREAS, WHERE IT DOES NOT HAVE THE CONSULTANT IN SOME AREAS, WHERE IT DOES NOT HAVE THE REQUISITE INTERNAL SKILL AND KNOWLEDGE. THIS IS REQUISITE INTERNAL SKILL AND KNOWLEDGE. THIS IS PARTICULARLY RELEVANT IN CASES LIKE TRAINING ON TOTAL PARTICULARLY RELEVANT IN CASES LIKE TRAINING ON TOTAL QUALITY MANAGEMENT, ISO 9000, QUALITY CIRCLES, JUST-IN-QUALITY MANAGEMENT, ISO 9000, QUALITY CIRCLES, JUST-IN-TIME ETC.TIME ETC.


LINE MANAGERS & HRDLINE MANAGERS & HRDSINCE LINE MANAGERS TRANSLATE THE OBJECTIVES INTO SINCE LINE MANAGERS TRANSLATE THE OBJECTIVES INTO ACTION, THEY ARE RESPONSIBLE TO DEVELOP AND UTILISE ACTION, THEY ARE RESPONSIBLE TO DEVELOP AND UTILISE THE MANPOWER. THE MANPOWER. SINCE LINE MANAGERS ARE IN CLOSE PROXIMITY WITH THE SINCE LINE MANAGERS ARE IN CLOSE PROXIMITY WITH THE OPERATIONS OF PEOPLE, IT IS THEIR RESPONSIBILITY TO OPERATIONS OF PEOPLE, IT IS THEIR RESPONSIBILITY TO CREATE AND DEVELOP SUCH CONDITIONS IN THE CREATE AND DEVELOP SUCH CONDITIONS IN THE ORGANISATION, WHICH CAN REINFORCE THE HRD ORGANISATION, WHICH CAN REINFORCE THE HRD OBJECTIVES OF THE ORGANISATION AS A WHOLE. OBJECTIVES OF THE ORGANISATION AS A WHOLE. LINE MANAGERS FACILITATE IDENTIFICATION OF TRAINING LINE MANAGERS FACILITATE IDENTIFICATION OF TRAINING NEEDS. BEING IN CLOSE PROXIMITY THEY OBSERVE AND NEEDS. BEING IN CLOSE PROXIMITY THEY OBSERVE AND UNDERSTAND THE PERFORMANCE OF EMPLOYEES BETTER. UNDERSTAND THE PERFORMANCE OF EMPLOYEES BETTER. THIS REQUIREMENT IS IMPORTANT EVEN FOR THIS REQUIREMENT IS IMPORTANT EVEN FOR DOCUMENTATION OF QUALITY STANDARDS I.E IS 9000. ALL DOCUMENTATION OF QUALITY STANDARDS I.E IS 9000. ALL THE ISO 9000 CERTIFIED ORGANISATIONS HAVE THE ISO 9000 CERTIFIED ORGANISATIONS HAVE DOCUMENTED SYSTEMS IN THIS RESPECT.DOCUMENTED SYSTEMS IN THIS RESPECT.

STRATEGIC ROLE OF THUMAN STRATEGIC ROLE OF THUMAN RESOURCE MANAGEMENTRESOURCE MANAGEMENT

LINE MANAGERS ALSO PLAY THE OTHER DEVELOPMENTAL LINE MANAGERS ALSO PLAY THE OTHER DEVELOPMENTAL ROLES TO MOTIVATE PEOPLE TO LEARN AND TAKE ROLES TO MOTIVATE PEOPLE TO LEARN AND TAKE RESPONSIBILITY BY CONTINUOUS COACHING AND RESPONSIBILITY BY CONTINUOUS COACHING AND DEVELOPING PROBLEM SOLVING SKILLS. THEY ENCOURAGE DEVELOPING PROBLEM SOLVING SKILLS. THEY ENCOURAGE EMPLOYEES TO PROMOTE SMALL GROUP ACTIVITIES LIKE EMPLOYEES TO PROMOTE SMALL GROUP ACTIVITIES LIKE QUALITY CIRCLES, TQM CLUB ETC. MANY ORGANISATIONS QUALITY CIRCLES, TQM CLUB ETC. MANY ORGANISATIONS PREFER TO INVOVLE LINE MANAGERS IN IN-HOUSE PREFER TO INVOVLE LINE MANAGERS IN IN-HOUSE PROGRAMMES, RATHER THAN OUTSOURCING TRAINING PROGRAMMES, RATHER THAN OUTSOURCING TRAINING EXPERTS.EXPERTS.LINE MANAGERS ALSO REINFORCE TEAM WORK AND LINE MANAGERS ALSO REINFORCE TEAM WORK AND COLLABORATION, SUGGEST REWARDS FOR GOOD COLLABORATION, SUGGEST REWARDS FOR GOOD PERFORMANCE AND FOSTER TOTAL PARTICIPATION PERFORMANCE AND FOSTER TOTAL PARTICIPATION CULTURE BY INVOLVING SUBORDIANTES IN DECISION-CULTURE BY INVOLVING SUBORDIANTES IN DECISION-MAKING.MAKING.LINE MANAGERS ENCOURUAGE SUBORDINATES TO LINE MANAGERS ENCOURUAGE SUBORDINATES TO DEVELOP THE REQUIRED POTENTIAL TO GRASP CAREER DEVELOP THE REQUIRED POTENTIAL TO GRASP CAREER DEVELOPMENT AND CAREER OPPORTUNITIES.DEVELOPMENT AND CAREER OPPORTUNITIES.


LINE MANAGERS ALSO PLAY A ROLE IN IDENTIFICATION OF LINE MANAGERS ALSO PLAY A ROLE IN IDENTIFICATION OF KRAs (KEY RESULT AREAS) . LINE MANAGERS BY KRAs (KEY RESULT AREAS) . LINE MANAGERS BY EXTENDING THEIR HELP AND SUPPORT, ENABLE THE EXTENDING THEIR HELP AND SUPPORT, ENABLE THE SUBORDINATE TO REALISE THEIR GOALS. THIS INCULCATE SUBORDINATE TO REALISE THEIR GOALS. THIS INCULCATE A SENSE OF ACHIEVING, WHICH HAS TREMENDOUS A SENSE OF ACHIEVING, WHICH HAS TREMENDOUS MOTIVATINAL BENEFIT.MOTIVATINAL BENEFIT.HRD CULTURE – HRD FACILITATES DEVELOPMENT OF AN HRD CULTURE – HRD FACILITATES DEVELOPMENT OF AN ENABLING CULTURE IN AN ORGANISATION. IN PRESENT DAY ENABLING CULTURE IN AN ORGANISATION. IN PRESENT DAY CONTEXT, ORGANISATIONS ARE FORCED TO UNDERGO CONTEXT, ORGANISATIONS ARE FORCED TO UNDERGO RESTRUCTURING OF ACTIVITIES. WITHOUT AN ENABLING RESTRUCTURING OF ACTIVITIES. WITHOUT AN ENABLING CULTURE, IT IS DIFFICULT FOR AN ORGANISATION TO CULTURE, IT IS DIFFICULT FOR AN ORGANISATION TO WITHSTAND THE CHANGE REQUIREMENTS. ENABLING WITHSTAND THE CHANGE REQUIREMENTS. ENABLING CULTURE IS CREATING AN ENVIRONMENT WHERE CULTURE IS CREATING AN ENVIRONMENT WHERE EMPLOYEES ARE MOTIVATED TO TAKE INITIATIVE AND RISK, EMPLOYEES ARE MOTIVATED TO TAKE INITIATIVE AND RISK, THEY FEEL ENTHUSED TO EXPERIMENT, INNOVATE AND THEY FEEL ENTHUSED TO EXPERIMENT, INNOVATE AND THEY MAKE THINGS HAPPEN. THEY MAKE THINGS HAPPEN.


HRD CULTURE IS THE PERCEPTION OF THE EMPLOYEES ABOUT HRD CULTURE IS THE PERCEPTION OF THE EMPLOYEES ABOUT THE PREVAILING HRD CULTURE IN THE ORGANISATION.THE PREVAILING HRD CULTURE IN THE ORGANISATION.TO UNDERSTAND THE HRD CLAIMATE, ORGANISATIONS OFTEN TO UNDERSTAND THE HRD CLAIMATE, ORGANISATIONS OFTEN INSTITUTE A SURVEY WITH A STRUCTURED QUESTIONNAIRE. INSTITUTE A SURVEY WITH A STRUCTURED QUESTIONNAIRE. ANALYSING THE SURVEY RESPONSES, IT IS POSSIBLE TO MAP ANALYSING THE SURVEY RESPONSES, IT IS POSSIBLE TO MAP THE HRD CLAIMATE. REMEDIAL ACTION MAY BE INITIATED BY THE HRD CLAIMATE. REMEDIAL ACTION MAY BE INITIATED BY THE ORGANISATION TO ADDRESS THE GAP.THE ORGANISATION TO ADDRESS THE GAP.SOME OF THE ELEMENTS OF QUESTIONSNAIRE CAN BE LISTED SOME OF THE ELEMENTS OF QUESTIONSNAIRE CAN BE LISTED AS FOLLOWS :-AS FOLLOWS :-DOES THE ORGANISATION CONSIDER EMPLOYEES AS THE DOES THE ORGANISATION CONSIDER EMPLOYEES AS THE MOST IMPORTANT RESOURCE ?MOST IMPORTANT RESOURCE ?TO WHAT EXTENT THE ORGANISATION IS TRANSPARENT IN TO WHAT EXTENT THE ORGANISATION IS TRANSPARENT IN COMMUNICATION.COMMUNICATION.ARE THE PERSONNEL POLICIES SUPPORTIVE IN NATURE ?ARE THE PERSONNEL POLICIES SUPPORTIVE IN NATURE ?TO WHAT EXTENT HRD ACTIVITIES ARE DEVELOPMENT TO WHAT EXTENT HRD ACTIVITIES ARE DEVELOPMENT ORIENTED ?ORIENTED ?DOES THE ORGANISATION BELIEVE IN DEVELOPING DOES THE ORGANISATION BELIEVE IN DEVELOPING COMPETENCIES OF ALL CROSS-SECTIONS OF EMPLOYEES AND COMPETENCIES OF ALL CROSS-SECTIONS OF EMPLOYEES AND INITIATE ACTION IN THAT DIRECTION ?INITIATE ACTION IN THAT DIRECTION ?


HRM IN NEW MILLENNIUMHRM IN NEW MILLENNIUM

TRADITIONALLY, THE PERSONNEL FUNCTION CENTRED AROUND TRADITIONALLY, THE PERSONNEL FUNCTION CENTRED AROUND CONTROL AND DIRECTION OF EMPLOYEES FOR ACHIEVEMENT OF CONTROL AND DIRECTION OF EMPLOYEES FOR ACHIEVEMENT OF PRE-DETERMINED GOALS. WHEREAS THE HUMAN RELATIONS PRE-DETERMINED GOALS. WHEREAS THE HUMAN RELATIONS APPROACH TAKES A SUPPORTIVE AND DEVELOPMENTAL ROUTE APPROACH TAKES A SUPPORTIVE AND DEVELOPMENTAL ROUTE

TO ACHIEVE RESULTS THROUGH THE COOPERATIVE EFFORTS OF TO ACHIEVE RESULTS THROUGH THE COOPERATIVE EFFORTS OF EMPLOYEES. EMPLOYEES.

WHEN OPPORTUNITIES FOR GROWTH AND ENHANCEMENT OF WHEN OPPORTUNITIES FOR GROWTH AND ENHANCEMENT OF SKILLS ARE AVAILABLE , PEOPLE WILL BE STIMULATED TO GIVE SKILLS ARE AVAILABLE , PEOPLE WILL BE STIMULATED TO GIVE THEIR BEST, LEADING TO GREATER JOB SATISFACTION AND THEIR BEST, LEADING TO GREATER JOB SATISFACTION AND ORGANISATIONAL EFFECTIVENESS. ORGANISATIONAL EFFECTIVENESS.

MANAGER’S ROLE TOO HAS UNDERGONE A DRAMATIC CHANGE MANAGER’S ROLE TOO HAS UNDERGONE A DRAMATIC CHANGE OVER THE YEARS. FROM CONTROL AND DIRECTION OF EMPLOYEES OVER THE YEARS. FROM CONTROL AND DIRECTION OF EMPLOYEES HE IS EXPECTED TO MOVE TOWARD CLARIFYING GOALS AND PATHS HE IS EXPECTED TO MOVE TOWARD CLARIFYING GOALS AND PATHS AND CREATING SUPPORTIVE AND GROWTH-ORIENTED AND CREATING SUPPORTIVE AND GROWTH-ORIENTED ENVIRONMENT WHERE PEOPLE ARE WILLING TO TAKE UP ASSIGNED ENVIRONMENT WHERE PEOPLE ARE WILLING TO TAKE UP ASSIGNED ROLES WILLINGLY AND ENTHUSIASTICALLY. ROLES WILLINGLY AND ENTHUSIASTICALLY.


THE EFFECTIVE USE OF PEOPLE IS THE MOST THE EFFECTIVE USE OF PEOPLE IS THE MOST CRITICAL FACTOR IN THE SUCCESSFUL CRITICAL FACTOR IN THE SUCCESSFUL ACCOMPLISHMENT OF CORPORATE GOALS. TO BE ACCOMPLISHMENT OF CORPORATE GOALS. TO BE EFFECTIVE, HR MANAGERS NEED TO UNDERSTAND EFFECTIVE, HR MANAGERS NEED TO UNDERSTAND THE NEEDS, ASPIRATIONS, CONCERNS OF THE NEEDS, ASPIRATIONS, CONCERNS OF EMPLOYEES PROACTIVELY AND RESOLVE ISSUES EMPLOYEES PROACTIVELY AND RESOLVE ISSUES AMICABLY. AMICABLY.

HR MANAGERS ARE EXPECTED TO SUCCESSFULLY HR MANAGERS ARE EXPECTED TO SUCCESSFULLY EVOLVE AN APPROPRIATE CORPORATE CULTURE, EVOLVE AN APPROPRIATE CORPORATE CULTURE, TAKE A STRATEGIC TO THE ACQUISTION, TAKE A STRATEGIC TO THE ACQUISTION, MOTIVATION AND DEVELOPMENT OF HUMAN MOTIVATION AND DEVELOPMENT OF HUMAN RESOURCES AND INTRODUCE PROGRAMES THAT RESOURCES AND INTRODUCE PROGRAMES THAT REFLECT AND SUPPORT THE CORE VALUES OF THE REFLECT AND SUPPORT THE CORE VALUES OF THE ORGANISATION AND ITS PEOPLE. ORGANISATION AND ITS PEOPLE.

STRATETIC ROLE OF EGHUMAN STRATETIC ROLE OF EGHUMAN RESOURCE MANAGEMENT RESOURCE MANAGEMENT

FUTURE OF HRM – INFLUENCING FACTORS :-FUTURE OF HRM – INFLUENCING FACTORS :-SIZE OF WORKFORCE – CORPORATES HAVE GROWN IN SIZE SIZE OF WORKFORCE – CORPORATES HAVE GROWN IN SIZE CONSIDERBLY IN RECENT YEARS, AS ALSO THE SIZE OF CONSIDERBLY IN RECENT YEARS, AS ALSO THE SIZE OF THE WORK FORCE. CONSEQUENTLY THERE ARE ISSUES OF THE WORK FORCE. CONSEQUENTLY THERE ARE ISSUES OF ADDTITIONAL DEMANDS FOR BETTER PAY BENEFITS AND ADDTITIONAL DEMANDS FOR BETTER PAY BENEFITS AND WORKING CONDITIONS FROM WORKFORCE CONSTANTLY.WORKING CONDITIONS FROM WORKFORCE CONSTANTLY.COMPOSITION OF WORKFORCE – THE WORKFORCE COMPOSITION OF WORKFORCE – THE WORKFORCE COMPOSITION IS ALSO CHANGING OVER THE YEARS. THE COMPOSITION IS ALSO CHANGING OVER THE YEARS. THE RISING PERCENTAGE OF WOMEN AND MINORITIES IN THE RISING PERCENTAGE OF WOMEN AND MINORITIES IN THE WORK FORCE IS GOING TO ALTER THE WORKPLACE WORK FORCE IS GOING TO ALTER THE WORKPLACE EQUATIONS DRAMATICALLY. DEMANDS FOR EQUAL PAY EQUATIONS DRAMATICALLY. DEMANDS FOR EQUAL PAY FOR EQUAL WORK, PUTTING AN END TO GENDER FOR EQUAL WORK, PUTTING AN END TO GENDER INEQUALITY AND BIAS IN CERTAIN OCCUPATIONS ARE INEQUALITY AND BIAS IN CERTAIN OCCUPATIONS ARE MORE OR LESS MET. MANAGING HETEROGENEOUS AND MORE OR LESS MET. MANAGING HETEROGENEOUS AND CULTURALLY DIVERSE GROUPS IS GOING TO STRETCH THE CULTURALLY DIVERSE GROUPS IS GOING TO STRETCH THE TALENTS OF HR MANAGERS FULLY.TALENTS OF HR MANAGERS FULLY.

STRATEGIC ROLE ODF HUMAN STRATEGIC ROLE ODF HUMAN RESOUFCE MANAGEMENTRESOUFCE MANAGEMENT

EMPLOYEE EXPECTATIONS – FUTURE MANAGERS MAY WELL EMPLOYEE EXPECTATIONS – FUTURE MANAGERS MAY WELL HAVE TO MAKE MORE ALLOWANCES FOR INDIVIDUAL HAVE TO MAKE MORE ALLOWANCES FOR INDIVIDUAL DIFFERENCES IN PEOPLE. NOW-A-DAYS WORKERS ARE DIFFERENCES IN PEOPLE. NOW-A-DAYS WORKERS ARE BETTER EDUCATED, MORE DEMANDING, AND ARE READY BETTER EDUCATED, MORE DEMANDING, AND ARE READY TO VOICE STRONG, VIOLENT AND JOINT PROTESTS, IN TO VOICE STRONG, VIOLENT AND JOINT PROTESTS, IN CASE THEIR EXPECTATIONS ARE NOT MET. CASE THEIR EXPECTATIONS ARE NOT MET.

THE LIST OF FINANCIAL AND NON-FINANCIAL DEMANDS IS THE LIST OF FINANCIAL AND NON-FINANCIAL DEMANDS IS EVER GROWING. IN FAST-CHANGING INDUSTRIES AS EVER GROWING. IN FAST-CHANGING INDUSTRIES AS SOFTWARE, TELEOCM, ENTERTAINMENT AND SOFTWARE, TELEOCM, ENTERTAINMENT AND PHARMACEUTICALS, THE TURNOVER RATIOS ARE RISING PHARMACEUTICALS, THE TURNOVER RATIOS ARE RISING FAST AND HR MANAGERS ARE EXPECTED TO RESPOND FAST AND HR MANAGERS ARE EXPECTED TO RESPOND POSITIVELY TO EMPLOYEE EXPECTATIONS. AN EFFICIENT POSITIVELY TO EMPLOYEE EXPECTATIONS. AN EFFICIENT ORGANISATION, IS, THEREFORE REQUIRED TO ANTICIPATE ORGANISATION, IS, THEREFORE REQUIRED TO ANTICIPATE AND MANAGE TURNOVER THROUGH HUMAN RESOURCE AND MANAGE TURNOVER THROUGH HUMAN RESOURCE PLANNING, TRAINING SCHEMES FOLLOWED BY PLANNING, TRAINING SCHEMES FOLLOWED BY APPROPRIATE COMPENSATION PACKAGES.APPROPRIATE COMPENSATION PACKAGES.

STRATEGIC ROLE OF HUAMAN STRATEGIC ROLE OF HUAMAN RESOURCE MANAGEMENTRESOURCE MANAGEMENT

CHANGES IN TECHNOLOGY – INCREASED AUTOMOATION, CHANGES IN TECHNOLOGY – INCREASED AUTOMOATION, MODERNISATION AND COMPUTERISATION HAVE CHANGED THE MODERNISATION AND COMPUTERISATION HAVE CHANGED THE WAY THE TRADITIONAL JOBS ARE HANDED. IN SUCH A SCENEARIO WAY THE TRADITIONAL JOBS ARE HANDED. IN SUCH A SCENEARIO UNLESS EMPLOYEES ENHANCE THEIR KNOWLEDGE AND SKILLS UNLESS EMPLOYEES ENHANCE THEIR KNOWLEDGE AND SKILLS CONSTANTLY, THEY CANNOT SURVIVE AND GROW. THIS WILL CONSTANTLY, THEY CANNOT SURVIVE AND GROW. THIS WILL NECESSITATE TRAINING, RETRAINING OF EMPLOYEES AT VARIOUS NECESSITATE TRAINING, RETRAINING OF EMPLOYEES AT VARIOUS LEVELS. WHERE SUCH INITIATIVES ARE MISSISNG, IT BECOMES LEVELS. WHERE SUCH INITIATIVES ARE MISSISNG, IT BECOMES VERY DIFFICULT FOR EMPLOYEES TO FACE THE FORCES OF VERY DIFFICULT FOR EMPLOYEES TO FACE THE FORCES OF TECHNOLOGY WITH CONFIDENCE AND GET AHEAD IN CAREERS TECHNOLOGY WITH CONFIDENCE AND GET AHEAD IN CAREERS STEADILY. STEADILY.

LIFE-STYLE CHANGES – THE LIFE-STYLE PATTERNS OF EMPLOYEES LIFE-STYLE CHANGES – THE LIFE-STYLE PATTERNS OF EMPLOYEES HAVE UNDERGONE A RAPID CHANGE IN RECENT TIMES. UNLIKE HAVE UNDERGONE A RAPID CHANGE IN RECENT TIMES. UNLIKE THEIR PREDECESSORS PEOPLE ARE NOW READY TO CHANGE JOBS THEIR PREDECESSORS PEOPLE ARE NOW READY TO CHANGE JOBS (JOB HOPPING), SHIFT TO NEW LOCATIONS, TAKE UP JOBS IN (JOB HOPPING), SHIFT TO NEW LOCATIONS, TAKE UP JOBS IN START-UP COMPANIES INSTEAD OF MANUFACTURING COMPANIES START-UP COMPANIES INSTEAD OF MANUFACTURING COMPANIES AND EVEN EXPERIMENT WITH UNTESTED IDEAS. PEOPLE LIKE AND EVEN EXPERIMENT WITH UNTESTED IDEAS. PEOPLE LIKE FLEXIBLE WORKING HOURS, ATTRACTIVE COMPENSATION FLEXIBLE WORKING HOURS, ATTRACTIVE COMPENSATION PACKAGES, GOOD JOB CONTENT AND GROWTH OPPPORTUNITIES. PACKAGES, GOOD JOB CONTENT AND GROWTH OPPPORTUNITIES.


ENVIRONMENTAL CHALLENGESENVIRONMENTAL CHALLENGESPRIVATISATION EFFORTS IN INDIA ARE LIKELY TO PRIVATISATION EFFORTS IN INDIA ARE LIKELY TO GATHER MOMENTUM IN THE COMING YEARS AS GATHER MOMENTUM IN THE COMING YEARS AS MOST PUBLIC SECTOR UNITS FACE SURVIVAL MOST PUBLIC SECTOR UNITS FACE SURVIVAL PROBLEMS. MOUNTING COSTS, RAISING WAGE PROBLEMS. MOUNTING COSTS, RAISING WAGE BILLS, INCREASED COMPETITION, INEFFICIENT BILLS, INCREASED COMPETITION, INEFFICIENT OPERATIONS, OUTDATED TECHNOLOGY WILL OPERATIONS, OUTDATED TECHNOLOGY WILL COMPEL PUBLIC SECTOR SHUTTERS DOWN OR COMPEL PUBLIC SECTOR SHUTTERS DOWN OR SEEK PRIVATE SECTOR PARTNERS.SEEK PRIVATE SECTOR PARTNERS.WITH THIS THE LEGAL STIPULATIONS COVERING WITH THIS THE LEGAL STIPULATIONS COVERING RECRUITMENT AND SELECTION OF EMPLOYEES OF RECRUITMENT AND SELECTION OF EMPLOYEES OF RESERVED CATEGORIES, MINORITIES ARE ALSO RESERVED CATEGORIES, MINORITIES ARE ALSO LIKELY TO LOSE THEIR IMPORTANCE OVER A LIKELY TO LOSE THEIR IMPORTANCE OVER A PERIOD OF TIME. PERIOD OF TIME.


CHANGES IN 21CHANGES IN 21STST CENTURY IMPACTING HRM :- CENTURY IMPACTING HRM :-EXECUTIVES WITH PEOPLE MANAGEMENT SKILLS WOULD EXECUTIVES WITH PEOPLE MANAGEMENT SKILLS WOULD BE ABLE TO STEAL THE SHOW, SINCE THEY HELP BE ABLE TO STEAL THE SHOW, SINCE THEY HELP INTEGRATE CORPORATE GOALS WITH EMPLOYEE INTEGRATE CORPORATE GOALS WITH EMPLOYEE EXPECTATIONS IN A SUCCESSFUL WAY. HR EXECUTIVES EXPECTATIONS IN A SUCCESSFUL WAY. HR EXECUTIVES WOULD BE ABLE TO SMOOTHLY MOVE INTO TOP WOULD BE ABLE TO SMOOTHLY MOVE INTO TOP MANAGEMENT POSITIONS, USING THEIR SOFT SKILLS TO MANAGEMENT POSITIONS, USING THEIR SOFT SKILLS TO GOOD ADVANTAGE.GOOD ADVANTAGE.CORPORATES WILL BE LOOKING FOR PEOPLE WITH CROSS-CORPORATES WILL BE LOOKING FOR PEOPLE WITH CROSS-FUNCTIONAL EXPERTISE STRONG BACKGROUND AND TEAM FUNCTIONAL EXPERTISE STRONG BACKGROUND AND TEAM MANAGEMENT SKILLS. MANAGEMENT SKILLS. CORPORATES WOULD BE PAYING CLOSE ATTETENTION TO CORPORATES WOULD BE PAYING CLOSE ATTETENTION TO TALENT ACQUISITION DEVELOPMENT AND RETENTION TALENT ACQUISITION DEVELOPMENT AND RETENTION THROUGH ATTRACTIVE COMPENSATION PACKAGES AND THROUGH ATTRACTIVE COMPENSATION PACKAGES AND INCENTIVE SCHEMES, APART FROM FLEXIBLE WORKING INCENTIVE SCHEMES, APART FROM FLEXIBLE WORKING HOURS. HOURS.


LEAN ORGANISATION – ORGANISATIONS WILL BE FORCED LEAN ORGANISATION – ORGANISATIONS WILL BE FORCED TO ELIMINATE LOW-END JOB, SAY GOOD-BYE TO OLDER TO ELIMINATE LOW-END JOB, SAY GOOD-BYE TO OLDER EMPLOYEES WITH LIMITED SKILL-SETS, OUTSOURCE WORK EMPLOYEES WITH LIMITED SKILL-SETS, OUTSOURCE WORK TO SPECIALISED INSTITUTIONS IN AN ATTEMPT TO SAVE TO SPECIALISED INSTITUTIONS IN AN ATTEMPT TO SAVE COSTS AND REMAIN HIGHLY COMPETITIVE. AS A RESULT, COSTS AND REMAIN HIGHLY COMPETITIVE. AS A RESULT, LAY OFF WOULD OCCUR AND UNEMPLOYMENT RATE WILL LAY OFF WOULD OCCUR AND UNEMPLOYMENT RATE WILL GO UP. GO UP. LABOUR RELATIONS : DEREGULATION, PRIVATISATION, LABOUR RELATIONS : DEREGULATION, PRIVATISATION, GLOBAL COMPETITION MEAN END OF THE ROAD FOR THE GLOBAL COMPETITION MEAN END OF THE ROAD FOR THE TRADE UNION. THEY WILL LOSE THEIR COUNT SLOWLY BUT TRADE UNION. THEY WILL LOSE THEIR COUNT SLOWLY BUT STEADILY. ECONOMIC COMPULSIONS WOULD MAKE BOTH STEADILY. ECONOMIC COMPULSIONS WOULD MAKE BOTH THE EMPLOYERS AND EMPLOYEES REALISE THE FOLLY OF THE EMPLOYERS AND EMPLOYEES REALISE THE FOLLY OF PULLING DOWN SHUTTERS OR GOING ON STRIKE. PULLING DOWN SHUTTERS OR GOING ON STRIKE. GOVERNMENTAL INFLUENCE IN LABOUR-MANAGEMENT GOVERNMENTAL INFLUENCE IN LABOUR-MANAGEMENT RELATIONS WOULD HAVE ONLY HISTORICAL SIGNIFICANCE RELATIONS WOULD HAVE ONLY HISTORICAL SIGNIFICANCE AS EMPLOYMENT-RELATED ISUSES BEGIN TO BE DICTATED AS EMPLOYMENT-RELATED ISUSES BEGIN TO BE DICTATED BY MARKET FORCES.BY MARKET FORCES.


HEALTH-CARE BENEFITS – TO ATTRACT TALENTED HEALTH-CARE BENEFITS – TO ATTRACT TALENTED WORKFORCE HEALTHIER WORK ENVIRONMENTS WORKFORCE HEALTHIER WORK ENVIRONMENTS WOULD BE ABSOLUTE NECESSITY. EMPLOYEES WOULD BE ABSOLUTE NECESSITY. EMPLOYEES WOULD BE OBLIGED TO GIVE THEIR EMPLOYEES WOULD BE OBLIGED TO GIVE THEIR EMPLOYEES SAFE, HEALTHY AND SECURE WORK SAFE, HEALTHY AND SECURE WORK ENVIRONMENTS. WELLNESS PROGRAMMES ALSO ENVIRONMENTS. WELLNESS PROGRAMMES ALSO NEED TO BE DESIGNED TO HELP EMPLOYEES NEED TO BE DESIGNED TO HELP EMPLOYEES IDENTIFY POTENTIAL HEALTH RISKS AND DEAL IDENTIFY POTENTIAL HEALTH RISKS AND DEAL WITH THEM BEFORE THEY BECOME PROBLEMS. WITH THEM BEFORE THEY BECOME PROBLEMS. MORE IMPORTANT, ORGANISATIONS NEED TO PAY MORE IMPORTANT, ORGANISATIONS NEED TO PAY ATTENTION TO ISSUES SUCH AS OFFICE ATTENTION TO ISSUES SUCH AS OFFICE FURNITURE DESIGN, SPACE UTILISATION WITH A FURNITURE DESIGN, SPACE UTILISATION WITH A VIEW TO IMPROVE COMFORT LEVELS OF VIEW TO IMPROVE COMFORT LEVELS OF EMPLOYEES. EMPLOYEES.


SUMMARY :-SUMMARY :-PEOPLE HAVE ALWAYS BEEN CENTRAL TO ORGANISATIONS, PEOPLE HAVE ALWAYS BEEN CENTRAL TO ORGANISATIONS, BUT THEIR STRATEGIC IMPORTANCE IS INCREASING IN BUT THEIR STRATEGIC IMPORTANCE IS INCREASING IN TODAY’S KNOWLEDGE-BASED INDUSTRIES. WHEN TODAY’S KNOWLEDGE-BASED INDUSTRIES. WHEN PROPERLY MOTIVATED, EVEN ORDINARY PEOPLE CAN PROPERLY MOTIVATED, EVEN ORDINARY PEOPLE CAN DELIVER EXTRAORDINARY RESULTS.DELIVER EXTRAORDINARY RESULTS.HRM MAINLY COVERS THREE BROAD AREAS (1) PERSONNEL HRM MAINLY COVERS THREE BROAD AREAS (1) PERSONNEL ASPECT (2) WELFARE ASPECT (3) INDUSTRIAL RELATIONS ASPECT (2) WELFARE ASPECT (3) INDUSTRIAL RELATIONS ASPECT.ASPECT.HRM IS RESPONSIBLE FOR PEOPLE DIMENSION OF THE HRM IS RESPONSIBLE FOR PEOPLE DIMENSION OF THE ORGANISATION. IT IS PERVASIVE FORCE, ACTION-ORGANISATION. IT IS PERVASIVE FORCE, ACTION-ORIENTED, DEVELOPMENT-ORIENTED.ORIENTED, DEVELOPMENT-ORIENTED.GOOD HR PRACICES HELP IN ATTRACTING AND RETAINING GOOD HR PRACICES HELP IN ATTRACTING AND RETAINING TALENT, TRAIN PEOPLE FOR CHALLENGING ROLES, TALENT, TRAIN PEOPLE FOR CHALLENGING ROLES, DEVELOP THEIR SKILLS AND COMPETENCIES, INCREASE DEVELOP THEIR SKILLS AND COMPETENCIES, INCREASE PRODUCTIVITY AND ENHANCE STANDARD OF LIVING.PRODUCTIVITY AND ENHANCE STANDARD OF LIVING.

STRATEGIC ROLE OF HUMAN STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT RESOURCE MANAGEMENT

THE EFFECTIVE USE OF PEOPLE IS THE CRITICAL FACTOR IN THE EFFECTIVE USE OF PEOPLE IS THE CRITICAL FACTOR IN THE SUCCESSFUL ACCOMPLISHMENT OF CORPORATE THE SUCCESSFUL ACCOMPLISHMENT OF CORPORATE GOALS. TO THIS, THE HR MANAGERS NEED TO GOALS. TO THIS, THE HR MANAGERS NEED TO UNDERSTAND THE NEEDS, ASPIRATIONS OF EMPLOYEES UNDERSTAND THE NEEDS, ASPIRATIONS OF EMPLOYEES PROACTIVLY, FACE THE CHALLENGES HEAD ON AND PROACTIVLY, FACE THE CHALLENGES HEAD ON AND RESOLVE ISSUES.RESOLVE ISSUES.TERMINOLOGY :-TERMINOLOGY :-MANAGEMENT – THE PROCESS OF EFFICIENTLY ACHIEVING MANAGEMENT – THE PROCESS OF EFFICIENTLY ACHIEVING THE OBJECTIVES OF THE ORGANISATION WITH AND THE OBJECTIVES OF THE ORGANISATION WITH AND THROUGH PEOPLE.THROUGH PEOPLE.HRM – THE PROCESS OF BRINING PEOPLE AND HRM – THE PROCESS OF BRINING PEOPLE AND ORGANISATIONS TOGETHER SO THAT THE GOALS OF EACH ORGANISATIONS TOGETHER SO THAT THE GOALS OF EACH ONE IS MET, EFFECTIVELY AND EFFICIENTLY.ONE IS MET, EFFECTIVELY AND EFFICIENTLY.PRODUCTIVITY – THE RATIO OF AN ORGANISATION’S PRODUCTIVITY – THE RATIO OF AN ORGANISATION’S

OUTPUTS TO ITS INPUTS.OUTPUTS TO ITS INPUTS.

CHAPTER 2CHAPTER 2PERSONNEL MANAGEMENT FUNCTIONS, PERSONNEL MANAGEMENT FUNCTIONS,

POLICIES ETC.POLICIES ETC.HRD – A PLANNED WAY OF DEVELOPING INDIVIDUAL EMPLOYEES, HRD – A PLANNED WAY OF DEVELOPING INDIVIDUAL EMPLOYEES, GROUPS AND THE TOTAL ORGANISATION TO ACHIEVE GROUPS AND THE TOTAL ORGANISATION TO ACHIEVE ORGANISATIONAL GOALS, IN AN ATMOSPHERE OF MUTUAL TRUST ORGANISATIONAL GOALS, IN AN ATMOSPHERE OF MUTUAL TRUST AND COOPERATION.AND COOPERATION.HR PLANNING – PROCESS OF IDENTIFYING HUMAN RESOURCE HR PLANNING – PROCESS OF IDENTIFYING HUMAN RESOURCE NEEDS AND FORMULATING PLANS TO MEET THESE NEEDS.NEEDS AND FORMULATING PLANS TO MEET THESE NEEDS.RECRUITMENT – THE PROCESS OF FINDING AND ATTRACTING RECRUITMENT – THE PROCESS OF FINDING AND ATTRACTING CAPABLE APPLICANTS FOR EMPLOYMENT.CAPABLE APPLICANTS FOR EMPLOYMENT.TRAINING – A LEARNING PROCESS DESIGNED TO ACHIEVE A TRAINING – A LEARNING PROCESS DESIGNED TO ACHIEVE A RELATIVELY PERMANENT CHANGE IN AN INDIVIDUAL THAT WILL RELATIVELY PERMANENT CHANGE IN AN INDIVIDUAL THAT WILL IMPROVE THE ABILITY TO PERFORM ON THE JOB.IMPROVE THE ABILITY TO PERFORM ON THE JOB.COMPETITIVE ADVANTAGE – IT ALLOWS A FIRM TO GAIN AN EDGE COMPETITIVE ADVANTAGE – IT ALLOWS A FIRM TO GAIN AN EDGE OVER RIVALS WHEN COMPETING. IT COMES FROM A FIRM’S OVER RIVALS WHEN COMPETING. IT COMES FROM A FIRM’S ABILITY TO PERFORM ACTIVITIES MORE DISTINCTLY AND MORE ABILITY TO PERFORM ACTIVITIES MORE DISTINCTLY AND MORE EFFECTIVELY THAN RIVALS. EFFECTIVELY THAN RIVALS. STRATEGIC HUMAN RESOURCE MANAGEMENT – THE LINKING OF STRATEGIC HUMAN RESOURCE MANAGEMENT – THE LINKING OF HRM WITH STRATEGIC GOALS AND OBJECTIVES IN ORDER TO HRM WITH STRATEGIC GOALS AND OBJECTIVES IN ORDER TO IMPROVE BUSINESS PERFORMANCE AND DEVELOP IMPROVE BUSINESS PERFORMANCE AND DEVELOP ORGANISATIONAKL CULTURES THAT FOSTER INNOVATION AND ORGANISATIONAKL CULTURES THAT FOSTER INNOVATION AND FLEXIBILITY. (DESSLER)FLEXIBILITY. (DESSLER)


POLICIES ETC.POLICIES ETC.PERSONNEL MANAGEMENT IS CONCERNED WITH PEOPLE AT WORK PERSONNEL MANAGEMENT IS CONCERNED WITH PEOPLE AT WORK AND THEIR RELATIONSHIP WITH EACH OTHER. AND THEIR RELATIONSHIP WITH EACH OTHER. PERSONNEL MANAGEMENT ENSURES THAT THE ORGANISATION PERSONNEL MANAGEMENT ENSURES THAT THE ORGANISATION ATTRACTS AND HIRES QUALIFIED, IMAGINATIVE AND COMPETENT ATTRACTS AND HIRES QUALIFIED, IMAGINATIVE AND COMPETENT PEOPLE.PEOPLE.IT LAYS OUT THE RULES REGARDING THE WORKING CONDITIONS, IT LAYS OUT THE RULES REGARDING THE WORKING CONDITIONS, DESIGNS APPROPRIATE COMPENSATION PLANS AND STRENGTHEN DESIGNS APPROPRIATE COMPENSATION PLANS AND STRENGTHEN EMPLOYER-EMPLOYEE RELATIONS.EMPLOYER-EMPLOYEE RELATIONS.ACCORDING TO THE NATIONAL INSTITUTE OF PERSONNEL ACCORDING TO THE NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT, THE THREE IMPORTANT DIMENSIONS OF MANAGEMENT, THE THREE IMPORTANT DIMENSIONS OF PERSONNEL MANAGEMENT INCLUDE : -PERSONNEL MANAGEMENT INCLUDE : -PERSONNEL ASPECT – RECRUITMENT, SELECTION, PLACEMENT, PERSONNEL ASPECT – RECRUITMENT, SELECTION, PLACEMENT, TRAINING, APPRAISAL, COMPENSATION AND PRODUCTIVITY.TRAINING, APPRAISAL, COMPENSATION AND PRODUCTIVITY.WELFARE ASPECT – WORKING CONDITIONS, AMENITIES, FACILITIES WELFARE ASPECT – WORKING CONDITIONS, AMENITIES, FACILITIES AND BENEFITS.AND BENEFITS.INDUSTRIAL RELATIONS ASPECT – UNION-MANAGEMENT INDUSTRIAL RELATIONS ASPECT – UNION-MANAGEMENT RELATIONS, DISPUTES SETTLEMENT, GRIEVANCE HANDING, RELATIONS, DISPUTES SETTLEMENT, GRIEVANCE HANDING, DISCIPLINE, COLLECTIVE BARGAINING.DISCIPLINE, COLLECTIVE BARGAINING.


POLICIES ETC.POLICIES ETC.

PESONNEL MANAGEMENT IS CONCERNED WITH PESONNEL MANAGEMENT IS CONCERNED WITH DEVELOPMENT OF HUMAN RESOURCES. IT DEVELOPMENT OF HUMAN RESOURCES. IT OPTIMISES KNOWLEDGE, CAPABILITY, SKILL AND OPTIMISES KNOWLEDGE, CAPABILITY, SKILL AND POTENTIALITIES TOWARDS ATTAINING BOTH POTENTIALITIES TOWARDS ATTAINING BOTH EMPLOYEE-AND ORGANISATIONAL GOALS.EMPLOYEE-AND ORGANISATIONAL GOALS.IT APPLIES TO ALL EMPLOYEES IN ALL TYPES OF IT APPLIES TO ALL EMPLOYEES IN ALL TYPES OF ORGANSIATIONS IN THE WORLD (INDUSTRY, ORGANSIATIONS IN THE WORLD (INDUSTRY, TRADE, SERVICE , SOCIAL, POLITICAL AND TRADE, SERVICE , SOCIAL, POLITICAL AND GOVERNMENT DEPARTMENTS).GOVERNMENT DEPARTMENTS).IT AIMS AT ATTAINING THE GOALS OF THE IT AIMS AT ATTAINING THE GOALS OF THE ORGANISATION. ORGANISATIONAL GOALS MAY ORGANISATION. ORGANISATIONAL GOALS MAY INCLUDE SURIVIAL, GROWTH AND DEVELOPMENT INCLUDE SURIVIAL, GROWTH AND DEVELOPMENT IN ADDITION TO PROFITABILITY, INNOVATION AND IN ADDITION TO PROFITABILITY, INNOVATION AND EXCELLENCE. EXCELLENCE.



INDIVIDUAL EMPLOYEE-GOALS MAY CONSIST OF INDIVIDUAL EMPLOYEE-GOALS MAY CONSIST OF JOB SATISFACTION, JOB SECURITY, HIGH SALARY, JOB SATISFACTION, JOB SECURITY, HIGH SALARY, ATTRACTIVE FRINGE BENEFITS, CHALLENGING ATTRACTIVE FRINGE BENEFITS, CHALLENGING WORK, PRIDE , STATUS, RECOGNITION AND WORK, PRIDE , STATUS, RECOGNITION AND OPPORTUNITY FOR DEVELOPMENT.OPPORTUNITY FOR DEVELOPMENT.SOCIETAL GOALS INCLUDE EQUAL EMPLOYMENT SOCIETAL GOALS INCLUDE EQUAL EMPLOYMENT OPPORTUNITIES, PROTECTING THE OPPORTUNITIES, PROTECTING THE DISADVANTAGED AND PHYSICALLY DISADVANTAGED AND PHYSICALLY HANDICAPPED, MINIMISING WAGE DIFFERENTIALS HANDICAPPED, MINIMISING WAGE DIFFERENTIALS AND UNDERTAKING DEVELOPMENTAL ACTIVITIES.AND UNDERTAKING DEVELOPMENTAL ACTIVITIES.IT IS CONCERNED MOSTLY MANAGING HUMAN IT IS CONCERNED MOSTLY MANAGING HUMAN RESOURCE AT WORK.RESOURCE AT WORK.


POLICIES ETC.POLICIES ETC.PERSONNEL MANAGEMNET / HRM IS CONCERNED WITH PERSONNEL MANAGEMNET / HRM IS CONCERNED WITH TWO SETS OF FUNCTIONS – MANAGERIAL FUNCTIONS AND TWO SETS OF FUNCTIONS – MANAGERIAL FUNCTIONS AND OPERATIVE FUNCTIONS.OPERATIVE FUNCTIONS.MANAGERIAL FUNCTIONS – THE BASIC MANAGERIAL MANAGERIAL FUNCTIONS – THE BASIC MANAGERIAL FUNCTIONS COMPRISE PLANNING, ORGANISING, DIRECTING FUNCTIONS COMPRISE PLANNING, ORGANISING, DIRECTING AND CONTROLLING. AND CONTROLLING.PLANNING – THE PERSONNEL MANAGER IS EXPECTED TO PLANNING – THE PERSONNEL MANAGER IS EXPECTED TO DETERMINE THE PERSONNEL PROGRAMME REGARDING DETERMINE THE PERSONNEL PROGRAMME REGARDING RECRUITMENT, SELECTION AND TRAINING OF EMPLOYEES.RECRUITMENT, SELECTION AND TRAINING OF EMPLOYEES.ORGANISING – THIS FUNCTION IS CONCERNED WITH ORGANISING – THIS FUNCTION IS CONCERNED WITH ASSIGNING OF DIFFERENT GROUP OF ACTIVITIES TO ASSIGNING OF DIFFERENT GROUP OF ACTIVITIES TO DIFFERENT INDIVIDUALS AND DELEGATION OF AUTHORITY.DIFFERENT INDIVIDUALS AND DELEGATION OF AUTHORITY.DIRECTING – THIS INVOLVES SUPERVISION AND GUIDING DIRECTING – THIS INVOLVES SUPERVISION AND GUIDING THE PERSONNEL . TO EXECUTE PLANS, DIRECTION IS THE PERSONNEL . TO EXECUTE PLANS, DIRECTION IS ESSENTIAL. THE PERSONNEL MANAGER MUST BE AN ESSENTIAL. THE PERSONNEL MANAGER MUST BE AN EFFECTIVE LEADER WHO CAN CREATE WINNING TEMS.EFFECTIVE LEADER WHO CAN CREATE WINNING TEMS.



CONTROLLING – CONTROLLING FUNCITON OF CONTROLLING – CONTROLLING FUNCITON OF PERSONNEL MANAGEMENT COMPRISES PERSONNEL MANAGEMENT COMPRISES MEASURING EMPLOYEE PERFORMANCE, MAKING MEASURING EMPLOYEE PERFORMANCE, MAKING AWARE OF THEIR PERFORMANCE THROUGH AWARE OF THEIR PERFORMANCE THROUGH REVIEW REPORTS. IT ENSURES THAT THE REVIEW REPORTS. IT ENSURES THAT THE ACTIVITIES ARE BEING CARRIED OUT IN ACTIVITIES ARE BEING CARRIED OUT IN ACCORDANCE WITH STATED PLANS.ACCORDANCE WITH STATED PLANS.OPERATIVE FUNCTIONS :-OPERATIVE FUNCTIONS :-THE OPERATIVE FUNCTION OF HRM IS RELATED THE OPERATIVE FUNCTION OF HRM IS RELATED TO SPECIFIC ACTIVITIES OF PERSONNEL TO SPECIFIC ACTIVITIES OF PERSONNEL MANAGEMENT LIKE EMPLOYMENT, MANAGEMENT LIKE EMPLOYMENT, COMPENSATION AND INDUSTRIAL RELATIONS COMPENSATION AND INDUSTRIAL RELATIONS ETC. THESE FUNCTIONS ARE TO BE PERFORMED ETC. THESE FUNCTIONS ARE TO BE PERFORMED IN CONJUNCTION WITH MANAGERIAL FUNCTIONS.IN CONJUNCTION WITH MANAGERIAL FUNCTIONS.


POLICIES ETC.POLICIES ETC.PROCUREMENT FUNCTION :-PROCUREMENT FUNCTION :-THE FIRST OPERATIVE FUNCTION OF PERSONNEL THE FIRST OPERATIVE FUNCTION OF PERSONNEL MANAGEMENT IS PROCUREMENT. IT IS CONCERNED WITH MANAGEMENT IS PROCUREMENT. IT IS CONCERNED WITH PROCURING AND EMPLOYING PEOPLE WHO POSSESS PROCURING AND EMPLOYING PEOPLE WHO POSSESS NECESSARY SKILL, KNOWLEDGE AND APTITUDE. UNDER NECESSARY SKILL, KNOWLEDGE AND APTITUDE. UNDER ITS PURVIEW, JOB ANALYSIS, MANPOWER PLANNING, ITS PURVIEW, JOB ANALYSIS, MANPOWER PLANNING, RECRUITMENT, SELECTION, PLACEMENT, INDUCTION AND RECRUITMENT, SELECTION, PLACEMENT, INDUCTION AND INTERNAL MOBILITY.INTERNAL MOBILITY.JOB ANALYSIS – IT IS THE PROCESS OF COLLECTING JOB ANALYSIS – IT IS THE PROCESS OF COLLECTING INFORMATION RELATING TO THE OPERATIONS AND INFORMATION RELATING TO THE OPERATIONS AND RESPONSIBILITIES PERTAINING TO A SPECIFIC JOB.RESPONSIBILITIES PERTAINING TO A SPECIFIC JOB.RECRUITMENT – IT IS THE PROCESS OF SEARCHING FOR RECRUITMENT – IT IS THE PROCESS OF SEARCHING FOR PROSPECTIVE EMPLOYEES AND STIMULATING THEM TO PROSPECTIVE EMPLOYEES AND STIMULATING THEM TO APPLY FOR JOBS IN THE ORGANISATION.APPLY FOR JOBS IN THE ORGANISATION.SELECTION – IT IS A PROCESS OF ASCERTAINING SELECTION – IT IS A PROCESS OF ASCERTAINING QUALIFICATIONS, EXPERIENCE, SKILL AND KNOWLEDGE OF QUALIFICATIONS, EXPERIENCE, SKILL AND KNOWLEDGE OF AN APPLICANT WITH A VIEW TO APPRAISING HIS/HER AN APPLICANT WITH A VIEW TO APPRAISING HIS/HER SUITABILITY FOR THE JOB ON OFFER.SUITABILITY FOR THE JOB ON OFFER.


POLICIES ETC.POLICIES ETC.PLACEMENT – IT IS THE PROCESS THAT ENSURES A 360 DEGREES PLACEMENT – IT IS THE PROCESS THAT ENSURES A 360 DEGREES FIT, MATCHING THE EMPLOYEES QUALIFICATIONS , EXPERIENCE, FIT, MATCHING THE EMPLOYEES QUALIFICATIONS , EXPERIENCE, SKILLS AND INTEREST WITH THE JOB ON OFFER. IT IS THE SKILLS AND INTEREST WITH THE JOB ON OFFER. IT IS THE PERSONNEL MANAGER’S RESPONSIBILITY TO POSITION THE RIGHT PERSONNEL MANAGER’S RESPONSIBILITY TO POSITION THE RIGHT CANDIDATE AT THE RIGHT LEVEL.CANDIDATE AT THE RIGHT LEVEL.INDUCTION AND ORIENTATION – INDUCTION AND ORIENTATION INDUCTION AND ORIENTATION – INDUCTION AND ORIENTATION ARE TECHNIQUES BY WHICH A NEW EMPLOYEE IS REHABILITATED ARE TECHNIQUES BY WHICH A NEW EMPLOYEE IS REHABILITATED IN HIS NEW SURROUNDINGS AND INTRODUCED TO THE PRACTISES, IN HIS NEW SURROUNDINGS AND INTRODUCED TO THE PRACTISES, POLICIES AND PEOPLE. HE MUST BE ACQUAINTED WITH THE POLICIES AND PEOPLE. HE MUST BE ACQUAINTED WITH THE PRINCIPLES WHICH DEFINE AND DRIVE THE ORGANISATION, ITS PRINCIPLES WHICH DEFINE AND DRIVE THE ORGANISATION, ITS MISSION STATEMENT AND VALUES WHICH FORM ITS BACKBONE. MISSION STATEMENT AND VALUES WHICH FORM ITS BACKBONE. INTERNAL MOBILITY – THE MOVEMENT OF EMPLOYEES FROM ONE INTERNAL MOBILITY – THE MOVEMENT OF EMPLOYEES FROM ONE JOB TO ANOTHER THROUGH TRANSFERS AND PROMOTION IS JOB TO ANOTHER THROUGH TRANSFERS AND PROMOTION IS CALLED INTERNAL MOBILITY. SOME EMPLOYEES LEAVE THE CALLED INTERNAL MOBILITY. SOME EMPLOYEES LEAVE THE ORGANISATION DUE TO VARIOUS REASONS LEADING TO ORGANISATION DUE TO VARIOUS REASONS LEADING TO RESIGNATION, RETIREMENT AND EVEN TERMINATION. THESE RESIGNATION, RETIREMENT AND EVEN TERMINATION. THESE MOVEMENTS ARE KNOWN AS EXTERNAL MOBILITY. IN THE BEST MOVEMENTS ARE KNOWN AS EXTERNAL MOBILITY. IN THE BEST INTERESTS OF AN ORGANISATION AND ITS EMPLOYEES, SUCH JOB INTERESTS OF AN ORGANISATION AND ITS EMPLOYEES, SUCH JOB CHANGES SHOULD BE GUIDED BY CHANGES SHOULD BE GUIDED BY

WELL-CONCEIVED PRINCIPES AND POLCIES.WELL-CONCEIVED PRINCIPES AND POLCIES.


POLICIES ETC.POLICIES ETC.DEVELOPMENT :DEVELOPMENT :TRAINING – TRAINING IS A CONTINUOUS PROCESS BY TRAINING – TRAINING IS A CONTINUOUS PROCESS BY WHICH EMPLOYEES LEARN SKILLS, KNOWLEDGE, ABILITIES WHICH EMPLOYEES LEARN SKILLS, KNOWLEDGE, ABILITIES AND ATTITUDES TO FURTHER ORGANISATIONAL AND AND ATTITUDES TO FURTHER ORGANISATIONAL AND PERSONAL GOALS.PERSONAL GOALS.EXECUTIVE DEVELOPMENT – IT IS A SYSTEMATIC PROCESS EXECUTIVE DEVELOPMENT – IT IS A SYSTEMATIC PROCESS OF DEVELOPING MANAGERIAL SKILLS AND CAPABILITIES OF DEVELOPING MANAGERIAL SKILLS AND CAPABILITIES THROUGH APPROPRIATE PROGRAMMES.THROUGH APPROPRIATE PROGRAMMES.CAREER PLANNING AND DEVELOPMENT – IT IS THE CAREER PLANNING AND DEVELOPMENT – IT IS THE PLANNING OF ONE’S CAREER AND IMPLEMENTATION OF PLANNING OF ONE’S CAREER AND IMPLEMENTATION OF CAREER PLANS BY MEANS OF EDUCATION, TRAINING, CAREER PLANS BY MEANS OF EDUCATION, TRAINING, ACQUISITION OF WORK EXPERIENCESACQUISITION OF WORK EXPERIENCESHUMANR RESOURCE DEVELOPMENT – HRD AIMS AT HUMANR RESOURCE DEVELOPMENT – HRD AIMS AT DEVELOPING THE TOTAL ORGANISATION. IT CREATES A DEVELOPING THE TOTAL ORGANISATION. IT CREATES A CLAIMATE THAT ENABLES EVERY EMPLOYEE TO DEVELOP CLAIMATE THAT ENABLES EVERY EMPLOYEE TO DEVELOP AND USE HIS CAPABILITIES IN ORDER TO FURTHER BOTH AND USE HIS CAPABILITIES IN ORDER TO FURTHER BOTH INDIVIDUAL AND ORGANISATIONAL GOALS.INDIVIDUAL AND ORGANISATIONAL GOALS.


POLICIES ETC.POLICIES ETC.PERSONNEL / MOTIVATION AND COMPENSATION:-PERSONNEL / MOTIVATION AND COMPENSATION:-MOTIVATION AND COMPENSATION IS A PROCESS WHICH MOTIVATION AND COMPENSATION IS A PROCESS WHICH INSPIRES PEOPLE TO GIVE THEIR BEST TO THE INSPIRES PEOPLE TO GIVE THEIR BEST TO THE ORGANSIATION THROUGH THE USE OF INTRINSIC ORGANSIATION THROUGH THE USE OF INTRINSIC (ACHIEVEMENT, RECOGNITION, RESPONSIBILITY) AND (ACHIEVEMENT, RECOGNITION, RESPONSIBILITY) AND EXTRINSIC (JOB DEIGN, WORK SCHEDULING, APPRAISAL EXTRINSIC (JOB DEIGN, WORK SCHEDULING, APPRAISAL BASED INCENTIVE) REWARDS.BASED INCENTIVE) REWARDS.COMPENSATION ADMINISTRATION – IT IS A PRCESS OF COMPENSATION ADMINISTRATION – IT IS A PRCESS OF DIVIDING HOW MUCH AN EMPLOYEE SHOULD BE PAID. THE DIVIDING HOW MUCH AN EMPLOYEE SHOULD BE PAID. THE IMPORTANT GOALS OF COMPENSATION ARE TO DESIGN A IMPORTANT GOALS OF COMPENSATION ARE TO DESIGN A APPROPRIATE -COST PAY PLAN THAT WILL ATTRACT, APPROPRIATE -COST PAY PLAN THAT WILL ATTRACT, MOTIVATE AND RETAIN COMPETENT EMPLOYEES-WHICH IS MOTIVATE AND RETAIN COMPETENT EMPLOYEES-WHICH IS ALSO PERCEIVED TO BE FAIR BY THE EMPLOYEES.ALSO PERCEIVED TO BE FAIR BY THE EMPLOYEES.INCENTIVES AND BENEFITS – IN ADDITION TO A BASIC INCENTIVES AND BENEFITS – IN ADDITION TO A BASIC WAGE STRUCUTRE, MOST ORGANISATIONS OFFER WAGE STRUCUTRE, MOST ORGANISATIONS OFFER INCENTIVE COMPENSATION BASED ON ACUTAL INCENTIVE COMPENSATION BASED ON ACUTAL PERFORMANCE LIKE EMPLOYEE STOCK OPTIONS, BIRTHDAY PERFORMANCE LIKE EMPLOYEE STOCK OPTIONS, BIRTHDAY GIFTS, CLUB MEMBERSHIP ETC.GIFTS, CLUB MEMBERSHIP ETC.


POLICIES ETC.POLICIES ETC.PERSONNEL - MAINTENANCE FUNCTIONS.PERSONNEL - MAINTENANCE FUNCTIONS.HEALTH AND SAFETY – HR MUST ENSURE A WORK HEALTH AND SAFETY – HR MUST ENSURE A WORK ENVIRONMENT THAT PROTECTS EMPLOYEES FROM ENVIRONMENT THAT PROTECTS EMPLOYEES FROM PHYSICAL HAZARDS, UNHEALTHY CONDITIONS.PHYSICAL HAZARDS, UNHEALTHY CONDITIONS.EMPLOYEE WELFARE – EMPLOYEE WELFARE INCLUDES EMPLOYEE WELFARE – EMPLOYEE WELFARE INCLUDES AMENITIES AND FACILTIES OFFERED TO EMPLOYEES WITHIN AMENITIES AND FACILTIES OFFERED TO EMPLOYEES WITHIN OR OUTSIDE THE ESTABLISHMENT. HOUSING, OR OUTSIDE THE ESTABLISHMENT. HOUSING, TRANSPORTATION, EDUCATION, RECREATION FACILITIES TRANSPORTATION, EDUCATION, RECREATION FACILITIES ARE INLCUDED UNDER EMPLOYEE WELFARE PACKAGE.ARE INLCUDED UNDER EMPLOYEE WELFARE PACKAGE.SOCIAL SECURITY MEASURES – MANAGEMENT MUST SOCIAL SECURITY MEASURES – MANAGEMENT MUST PROVIDE SOCIAL SECURITY TO EMPLOYEES IN ADDITION PROVIDE SOCIAL SECURITY TO EMPLOYEES IN ADDITION TO FRINGE BENEFITS. THESE MEASURES INCLUDE (WCA, TO FRINGE BENEFITS. THESE MEASURES INCLUDE (WCA, MATERNITY BENEFITS, SICKNESS BENEFITS AND MEDICAL MATERNITY BENEFITS, SICKNESS BENEFITS AND MEDICAL BENEFITS, DISABLEMENT BENEFITS, RETIREMENT BENEFITS, BENEFITS, DISABLEMENT BENEFITS, RETIREMENT BENEFITS, P.F. GRATUITY, PENSION ETC.P.F. GRATUITY, PENSION ETC.


POLICIES ETC.POLICIES ETC.PERSONNEL /INTEGRATION FUNCTIONS – THIS TRIES TO PERSONNEL /INTEGRATION FUNCTIONS – THIS TRIES TO INTEGRATE THE GOALS OF AN ORGANISATION WITH INTEGRATE THE GOALS OF AN ORGANISATION WITH EMPLOYEE THROUGH VARIOUS EMPLOYEE-ORIENTED EMPLOYEE THROUGH VARIOUS EMPLOYEE-ORIENTED PROGRAMMES, LIKE REDRESSING GRIEVANCES PROMPTLY, PROGRAMMES, LIKE REDRESSING GRIEVANCES PROMPTLY, INSTITUTING PROPER DISCIPLINARY MEASURES, INSTITUTING PROPER DISCIPLINARY MEASURES, ENCOURAGING A PARTICIPATIVE CULTURE, EMPOWERING ENCOURAGING A PARTICIPATIVE CULTURE, EMPOWERING PEOPLE TO DECIDE THINGS INDEPENDENTLY ETC.PEOPLE TO DECIDE THINGS INDEPENDENTLY ETC.GRIEVANCE REDRESSAL – A GRIEVANCE IS ANY FACTOR GRIEVANCE REDRESSAL – A GRIEVANCE IS ANY FACTOR INVOLVING WAGES, HOURS OR CONDITIONS OF INVOLVING WAGES, HOURS OR CONDITIONS OF EMPLOYMENT THAT IS USED AS A COMPLAINT AGAINST AN EMPLOYMENT THAT IS USED AS A COMPLAINT AGAINST AN EMPLOYER. EMPLOYER. DISCIPLINE – IT IS THE FORCE THAT PROMPTS THE DISCIPLINE – IT IS THE FORCE THAT PROMPTS THE INDIVIDUALS OR A GROUP TO OBSERVE THE RULES, INDIVIDUALS OR A GROUP TO OBSERVE THE RULES, REGULATIONS AND PROCEDURES, WHICH ARE DEEMED REGULATIONS AND PROCEDURES, WHICH ARE DEEMED NECESSARY FOR THE ATTAINMENT OF AN OBJECTIVE.NECESSARY FOR THE ATTAINMENT OF AN OBJECTIVE.


POLICIES ETC.POLICIES ETC.COLLECTIVE BARGAINING – IT IS A PROCESS OF AGREEING COLLECTIVE BARGAINING – IT IS A PROCESS OF AGREEING ON A SATISFACTORY LABOUR CONTRACT BETWEEN ON A SATISFACTORY LABOUR CONTRACT BETWEEN MANAGEMENT AND UNION. THE CONTRACT CONTAINS MANAGEMENT AND UNION. THE CONTRACT CONTAINS AGREEMENTS ABOUT CONDITIONS OF EMPLOYMENT SUCH AGREEMENTS ABOUT CONDITIONS OF EMPLOYMENT SUCH AS WAGES, HOURS, PROMOTION ETC. THE RESULTING AS WAGES, HOURS, PROMOTION ETC. THE RESULTING AGREEMENT MUST BE RATIFIED BY UNIONS WORKERS AND AGREEMENT MUST BE RATIFIED BY UNIONS WORKERS AND MANAGEMENT.MANAGEMENT.INDUSTRIAL RELATIONS – HARMONIOUS INDUSTRIAL INDUSTRIAL RELATIONS – HARMONIOUS INDUSTRIAL RELATIONS BETWEEN LABOUR AND MANAGEMENT ARE RELATIONS BETWEEN LABOUR AND MANAGEMENT ARE ESSENTIAL TO ACHIEVE INDUSTRIAL GROWTH AND HIGHER ESSENTIAL TO ACHIEVE INDUSTRIAL GROWTH AND HIGHER PRODUCTIVITY. WHEN CORDIAL RELATIONSHIP DOES NOT PRODUCTIVITY. WHEN CORDIAL RELATIONSHIP DOES NOT EXIST, IT RESULTS IN DISCONTENT AND CONFLICTS ERUPT EXIST, IT RESULTS IN DISCONTENT AND CONFLICTS ERUPT ABURPTLY. BOTH LABOUR AND MANAGEMENT MUST ABURPTLY. BOTH LABOUR AND MANAGEMENT MUST APPRECIATE THE IMPORTANCE OF OPENNESS, TRUST AND APPRECIATE THE IMPORTANCE OF OPENNESS, TRUST AND COLLABORATION IN THEIR DAY-TO-DAY DEALINGS.COLLABORATION IN THEIR DAY-TO-DAY DEALINGS.


POLICIES ETC.POLICIES ETC.PERSONNEL POLICIES :-PERSONNEL POLICIES :-POLICIES ARE GENERAL STATEMENTS THAT GUIDE POLICIES ARE GENERAL STATEMENTS THAT GUIDE THINKING AND ACTION IN DECISION-MAKING.THINKING AND ACTION IN DECISION-MAKING.DEFINITION OF PERSONNEL POLICYDEFINITION OF PERSONNEL POLICYPERSONNEL POLICIES ARE GUIDE TO ACTION. THEY OFFER PERSONNEL POLICIES ARE GUIDE TO ACTION. THEY OFFER THE GENERAL STANDARDS OR PARAMETERS BASED ON THE GENERAL STANDARDS OR PARAMETERS BASED ON WHICH DECISIONS ARE REACHED. THEY SERVE AS A ROAD-WHICH DECISIONS ARE REACHED. THEY SERVE AS A ROAD-MAP FOR MANAGERS ON A NUMBER OF ISSUES SUCH AS MAP FOR MANAGERS ON A NUMBER OF ISSUES SUCH AS RECRUITMENT, SELECTION, PROMOTION AND RECRUITMENT, SELECTION, PROMOTION AND COMPENSATION.COMPENSATION.IMPORTANCE FEATURES OF PERSONNEL POLICYIMPORTANCE FEATURES OF PERSONNEL POLICYIT IS GENERALLY DERIVED FROM THE PERSONNEL IT IS GENERALLY DERIVED FROM THE PERSONNEL OBJECTIVES OF AN ORGANISATION.OBJECTIVES OF AN ORGANISATION.IT HELPS IN DECISION-MAKING.IT HELPS IN DECISION-MAKING.IT HELPS TO DISPOSE OF REPETITIVE PROBLEMS IN A IT HELPS TO DISPOSE OF REPETITIVE PROBLEMS IN A CONSISTENT MANNER. CONSISTENT MANNER.



PERSONNEL POLICY – PROCEDURESPERSONNEL POLICY – PROCEDURESPOLICIES DO NOT INCLUDE STATEMENT POLICIES DO NOT INCLUDE STATEMENT DESCRIBING SPECIFICALLY HOW THE POLICY IS DESCRIBING SPECIFICALLY HOW THE POLICY IS TO BE IMPLEMENTED. POLICIES ARE TO BE IMPLEMENTED. POLICIES ARE IMPLEMENTED BY PROCEDURES. A PROCEDURE IS IMPLEMENTED BY PROCEDURES. A PROCEDURE IS A WELL-THOUGHT OUT COURSE OF ACITON. IT A WELL-THOUGHT OUT COURSE OF ACITON. IT PRESCRIBES THE SPECIFIC MANNER IN WHICH A PRESCRIBES THE SPECIFIC MANNER IN WHICH A PIECE OF WORK IS TO BE DONE. PIECE OF WORK IS TO BE DONE. PROCEDURES ARE CALLED “ACTION PROCEDURES ARE CALLED “ACTION GUIDELIENS”. THEY ARE USUALLY DERIVED FORM GUIDELIENS”. THEY ARE USUALLY DERIVED FORM POLICIES. PROCEDURES SHOW A SEQUENCE OF POLICIES. PROCEDURES SHOW A SEQUENCE OF ACTIVITIES. ACTIVITIES.



ADVANTAGES OF PERSONNEL POLICIES:-ADVANTAGES OF PERSONNEL POLICIES:-POLCIES AS USEFUL INSTRUCTIONAL DEVICES, POLCIES AS USEFUL INSTRUCTIONAL DEVICES, OFFER MANY ADVANTAGES TO THE PERSONNEL OFFER MANY ADVANTAGES TO THE PERSONNEL WORKING AT VARIOUS LEVELSWORKING AT VARIOUS LEVELSDELEGATION – THEY HELP MANAGERS OPERATING DELEGATION – THEY HELP MANAGERS OPERATING AT DIFFERENT LEVELS TO ACT WITH CONFIDENCE AT DIFFERENT LEVELS TO ACT WITH CONFIDENCE WITHOUT THE NEED FOR CONSULTING WITHOUT THE NEED FOR CONSULTING SUPERVISORS EVERY TIME.SUPERVISORS EVERY TIME.UNIFORMTITY – THEY MAKE THE ACTIONS OF UNIFORMTITY – THEY MAKE THE ACTIONS OF ORGANISATIONAL MEMBERS MORE CONSISTENT.ORGANISATIONAL MEMBERS MORE CONSISTENT.BETTER CONTROL – IT REDUCES BETTER CONTROL – IT REDUCES FRICTION/CONFLICT PAVING WAY FOR BETTER FRICTION/CONFLICT PAVING WAY FOR BETTER CONTROL.CONTROL.



SPEEDY DECISIONS – POLICIES CAN SPEED UP SPEEDY DECISIONS – POLICIES CAN SPEED UP DECISION MAKING BY PROVIDING A BLANKET DECISION MAKING BY PROVIDING A BLANKET FRAMEWORK WITH WHICH PERSONNEL FRAMEWORK WITH WHICH PERSONNEL DECISIONS CAN BE MADE. THEY SUMMARISE DECISIONS CAN BE MADE. THEY SUMMARISE PAST EXPERIENCE.PAST EXPERIENCE.THEY ENSURE A STEADY COURSE OF ACTION AND THEY ENSURE A STEADY COURSE OF ACTION AND PREVENT UNWARRANTED DEVIATIONS FROM PREVENT UNWARRANTED DEVIATIONS FROM PLANNED OPERATIONS.PLANNED OPERATIONS.IN THE ABSENCE OF PERSONNEL POLICY, SIMILAR IN THE ABSENCE OF PERSONNEL POLICY, SIMILAR QUESTIONS MUST BE CONSIDERED TIME AFTER QUESTIONS MUST BE CONSIDERED TIME AFTER TIME,. LACK OF POLICY MEANS THAT THE TIME,. LACK OF POLICY MEANS THAT THE ORGANISATION HAS NO CONTINUING POSITION. ORGANISATION HAS NO CONTINUING POSITION.


POLICIES ETC.POLICIES ETC.OBSTACLES IN ADMINISTERING PERSONNEL POLICIES :-OBSTACLES IN ADMINISTERING PERSONNEL POLICIES :-MANY TIMES MANAGERS ARE RELUCTANT TO FOLLOW MANY TIMES MANAGERS ARE RELUCTANT TO FOLLOW POLICY GUIDELINES, FOR THEY RESTRICT THE SCOPE OF POLICY GUIDELINES, FOR THEY RESTRICT THE SCOPE OF MANAGERIAL WORK AND CURTAIL EXECUTIVE FREEDOM.MANAGERIAL WORK AND CURTAIL EXECUTIVE FREEDOM.OFTEN CONFLICT ERUPTS BETWEEN IMPLIED AND OFTEN CONFLICT ERUPTS BETWEEN IMPLIED AND EXPRESSED POLICY STATEMENTS, ESPECIALLY ON EXPRESSED POLICY STATEMENTS, ESPECIALLY ON EMPLOYMENT MATTERS. FOR EXAMPLE, A POLICY OF EMPLOYMENT MATTERS. FOR EXAMPLE, A POLICY OF PROMOTING EMPLOYEES ON THE BASIS OF MERIT ONLY PROMOTING EMPLOYEES ON THE BASIS OF MERIT ONLY (EXPRESSED) MAY BE SABOTAGED BY UNSCRUPULOUS (EXPRESSED) MAY BE SABOTAGED BY UNSCRUPULOUS MANAGERS BY PROMOTING ‘YES MEN’ (IMPLIED).MANAGERS BY PROMOTING ‘YES MEN’ (IMPLIED).PERSONNEL POLICIES DEMAND CONSTANT REVISION. ONCE PERSONNEL POLICIES DEMAND CONSTANT REVISION. ONCE ESTABLISHED , THEY PERSIST AND BECOME UNALTERABLE. ESTABLISHED , THEY PERSIST AND BECOME UNALTERABLE. IN THE ABSENCE OF REVIEW, IT WOULD BE DIFFICULT TO IN THE ABSENCE OF REVIEW, IT WOULD BE DIFFICULT TO EFFECT A DESIRABLE CHANGE.EFFECT A DESIRABLE CHANGE.


POLICIES ETC.POLICIES ETC.CHARACTERISTICS OF A SOUND PERSONNEL POLICY :CHARACTERISTICS OF A SOUND PERSONNEL POLICY :EASY TO UNDERSTAND - POLICIES SHOULD BE STATED IN EASY TO UNDERSTAND - POLICIES SHOULD BE STATED IN DEFINITE, POSITIVE, CLEAR AND UNDERSTANDABLE DEFINITE, POSITIVE, CLEAR AND UNDERSTANDABLE LANGUAGE.LANGUAGE.PRECISE – POLICIES SHOULD BE SUFFICIENTLY PRECISE – POLICIES SHOULD BE SUFFICIENTLY COMPREHESIVE.COMPREHESIVE.STABLE AND FLEXIBLE – PERSONNEL POLICIES SHOULD BE STABLE AND FLEXIBLE – PERSONNEL POLICIES SHOULD BE STABLE ENOUGH TO ASSURE PEOPLE THAT THERE WILL STABLE ENOUGH TO ASSURE PEOPLE THAT THERE WILL NOT BE SUDDEN CHANGE. THEY SHOULD BE FLEXIBLE NOT BE SUDDEN CHANGE. THEY SHOULD BE FLEXIBLE ENOUGH TO KEEP THE ORGANISATION IN TUNE WITH THE ENOUGH TO KEEP THE ORGANISATION IN TUNE WITH THE TIMES.TIMES.POLICIES SHOULD BE FAIR, JUST AND EQUITABLE POLICIES SHOULD BE FAIR, JUST AND EQUITABLE REASONABLE – PERSONNEL POLICIES MUST BE REASONABLE – PERSONNEL POLICIES MUST BE REASONABLE AND CAPABLE OF BEING ACCOMPLISHED.REASONABLE AND CAPABLE OF BEING ACCOMPLISHED.REVIEW – PERIODIC REVIEW OF PERSONNEL POLICIES IS REVIEW – PERIODIC REVIEW OF PERSONNEL POLICIES IS ESSENTIAL TO KEEP IN TUNE WITH CHANGING TIMES.ESSENTIAL TO KEEP IN TUNE WITH CHANGING TIMES.


POLICIES ETC.POLICIES ETC.COVERAGE OF PERSONNEL POLICIESCOVERAGE OF PERSONNEL POLICIESSOCIAL RESPONSIBILITY – SOCIAL RESPONSIBILITY – EQUITY – TREATING EMPLOYEES FAIRLY AND JUSTLY BY EQUITY – TREATING EMPLOYEES FAIRLY AND JUSTLY BY ADOPTING AN EVEN-HANDED APPROACH.ADOPTING AN EVEN-HANDED APPROACH.EMPLOYMENT POLICIES – PROVISION OF EQUAL EMPLOYMENT POLICIES – PROVISION OF EQUAL EMPLOYMENT OPPORTUNITIES WITHOUT BIAS ON GENDER.EMPLOYMENT OPPORTUNITIES WITHOUT BIAS ON GENDER.PROMOTION POLICIES – PROMOTION POLICIES SHOULD PROMOTION POLICIES – PROMOTION POLICIES SHOULD RECONCILE THE DEMANDS OF EMPLOYEES FOR GROWTH RECONCILE THE DEMANDS OF EMPLOYEES FOR GROWTH AND THE ORGANISATION ‘S DEMANDS FOR FRESH AND AND THE ORGANISATION ‘S DEMANDS FOR FRESH AND MUCH MORE PROMISING TALENT. PROMOTION POLICY MUCH MORE PROMISING TALENT. PROMOTION POLICY SHOULD BE FAIR AND JUST TO ALL.SHOULD BE FAIR AND JUST TO ALL.DEVELOPMENT POLICIES – POLICIES SHOULD COVER THE DEVELOPMENT POLICIES – POLICIES SHOULD COVER THE KIND OF EMPLOYEES TO BE TRAINED, TIME SPAN OF KIND OF EMPLOYEES TO BE TRAINED, TIME SPAN OF TRAINING PROGRAMME ETC. THESE POLICIES ALSO COVER TRAINING PROGRAMME ETC. THESE POLICIES ALSO COVER PERFORMANCE APPRAISAL.PERFORMANCE APPRAISAL.



RELATIONS POLICIES – THESE COVER DIFFERENT RELATIONS POLICIES – THESE COVER DIFFERENT ASPECTS OF HUMAN RELATIONS LIKE POLICIES ASPECTS OF HUMAN RELATIONS LIKE POLICIES REGARDING MOTIVATION, MORALE, REGARDING MOTIVATION, MORALE, COMMUNICATION, LEADERSHIP STYLES, COMMUNICATION, LEADERSHIP STYLES, GRIEVANCE PROCEDURES, DISCIPLIANARY GRIEVANCE PROCEDURES, DISCIPLIANARY PROCEDURE, EMPLOYEE COUNSELLING ETC. PROCEDURE, EMPLOYEE COUNSELLING ETC. RELATIONS POLICIES ALSO COVER THE AREAS OF RELATIONS POLICIES ALSO COVER THE AREAS OF INDUSTRIAL RELATIONS LIKE UNION INDUSTRIAL RELATIONS LIKE UNION RECOGNITION, UNION REPRESENTATION, RECOGNITION, UNION REPRESENTATION, COLLELCTIVE BARGAINING, PREVENTION AND COLLELCTIVE BARGAINING, PREVENTION AND SEETTLEMENT OF INDUSTRIAL DISPUTES AND SEETTLEMENT OF INDUSTRIAL DISPUTES AND PARTICIPATIVE MANAGEMENT. PARTICIPATIVE MANAGEMENT.



COMMUNICATING THE POLICY : COMMUNICATING THE POLICY : THE FORMULATED POLICY SHOULD BE THE FORMULATED POLICY SHOULD BE COMMUNICATED THROUGHOUT THE COMMUNICATED THROUGHOUT THE ORGANISATION. POLICY MANUAL, IN-HOUSE ORGANISATION. POLICY MANUAL, IN-HOUSE JOURNAL AND DISCUSSIONS WITH PEOPLE AT JOURNAL AND DISCUSSIONS WITH PEOPLE AT VARIOUS LEVELS MAY BE USED TO REACH OUT VARIOUS LEVELS MAY BE USED TO REACH OUT TO EMPLOYEES QUICKLY.TO EMPLOYEES QUICKLY.EVALUATING THE POLICY – PERSONNEL POLICIES, EVALUATING THE POLICY – PERSONNEL POLICIES, TO BE EFFECTIVE, MUST BE REVIEWED, TO BE EFFECTIVE, MUST BE REVIEWED, EVALUATED AND CONTROLLED REGULARLY.EVALUATED AND CONTROLLED REGULARLY.ALL POLICIES SHOULD BE REVIWED ANNUALLY. ALL POLICIES SHOULD BE REVIWED ANNUALLY.



EVALUATING THE IMPACT OF PERSONNEL EVALUATING THE IMPACT OF PERSONNEL POLICIESPOLICIESTHE IMPACT OF PERSONNEL POLICIES CAN BE THE IMPACT OF PERSONNEL POLICIES CAN BE MEASURED THROUGH THEIR OUTCOMES I.E. MEASURED THROUGH THEIR OUTCOMES I.E. COMMITMENT OF THE EMPLOYEE TOWARDS THE COMMITMENT OF THE EMPLOYEE TOWARDS THE ORGANISATION, ABSENTEEIM, EMPOYEE ORGANISATION, ABSENTEEIM, EMPOYEE ATTITUDE TOWARDS THE JOB , ORGANISATION ATTITUDE TOWARDS THE JOB , ORGANISATION ETC. ETC. THE COMPETENCE OF AN EMPLOYEE CAN BE THE COMPETENCE OF AN EMPLOYEE CAN BE APPRIASED THROUGH PERFORMANCE APPRAISAL APPRIASED THROUGH PERFORMANCE APPRAISAL TECHNIQUES. HOWEVER, ASSESSING THE IMPACT TECHNIQUES. HOWEVER, ASSESSING THE IMPACT OF HUMAN RESOURCE MANAGEMENT POLCIES IS OF HUMAN RESOURCE MANAGEMENT POLCIES IS HIGHLY DIFFICULT, BUT NOT IMPOSSIBLE. HIGHLY DIFFICULT, BUT NOT IMPOSSIBLE.


POLICIES ETC.POLICIES ETC.WHEN PEOPLE GATHER TOGETHER AND FORMALLY AGREE WHEN PEOPLE GATHER TOGETHER AND FORMALLY AGREE TO COMBINE THEIR EFFORTS FOR A COMMON PURPOSE, AN TO COMBINE THEIR EFFORTS FOR A COMMON PURPOSE, AN ORGANISATION BEGINS TO TAKE SHAPE.ORGANISATION BEGINS TO TAKE SHAPE.ACCORDING TO CLASSICAL THEORISTS (FAYOL, TAYLOR, ACCORDING TO CLASSICAL THEORISTS (FAYOL, TAYLOR, WEBER) STRUCUTRE IS ESSENTIAL TO ACHIEVE STATED WEBER) STRUCUTRE IS ESSENTIAL TO ACHIEVE STATED GOALS. THE MANAGER DETERMINES WORK ACTIVITIES IN GOALS. THE MANAGER DETERMINES WORK ACTIVITIES IN ORDER TO GET THE JOB DONE. ORDER TO GET THE JOB DONE. AN ORGANISATIONAL STRUTURE SPECIFIES FORMAL AN ORGANISATIONAL STRUTURE SPECIFIES FORMAL REPORTING RELATIONSHIPS BETWEEN MEMBERS.REPORTING RELATIONSHIPS BETWEEN MEMBERS.LINE AUTHORITY REPRESENTS UNINTERRUPTED LINE OF LINE AUTHORITY REPRESENTS UNINTERRUPTED LINE OF AHTHORITY AND RESPONSIBILITY RUNNING THROUGH THE AHTHORITY AND RESPONSIBILITY RUNNING THROUGH THE MANAGEMENT AUTHORITY. THE LINE MANAGERS ARE MANAGEMENT AUTHORITY. THE LINE MANAGERS ARE COMPLETELY RESPONSIBLE AND ACCOUNTABLE FOR THE COMPLETELY RESPONSIBLE AND ACCOUNTABLE FOR THE RESULTS. RESULTS. THE STAFF RELATIONSHIP PROVIDE ADVICE TO THE LINE THE STAFF RELATIONSHIP PROVIDE ADVICE TO THE LINE AUTHORITY. THE RELATIONSHIP BETWEEN A LINE MANAGER AUTHORITY. THE RELATIONSHIP BETWEEN A LINE MANAGER AND THE STAFF AUTHORITY IS ADVISORY. AND THE STAFF AUTHORITY IS ADVISORY.



STAFF HAVE AUTHORITY OF IDEAS, LINES HAVE STAFF HAVE AUTHORITY OF IDEAS, LINES HAVE THE AUTHORITY OF COMMAND. STAFFS THINK, THE AUTHORITY OF COMMAND. STAFFS THINK, LINES DO. STAFFS THINK, LINES DO. ACCORDING LINES DO. STAFFS THINK, LINES DO. ACCORDING TO McFARLAND, A STAFF MANAGER HELPS TO McFARLAND, A STAFF MANAGER HELPS SERVE, INVESTIGATE, PLAN, SOLVE SPECIAL SERVE, INVESTIGATE, PLAN, SOLVE SPECIAL PROBLEMS, SUPPORT LINE EFFORT, PROVIDE PROBLEMS, SUPPORT LINE EFFORT, PROVIDE IDEAS AND HAVE SPECIAL EXPERTISE. IDEAS AND HAVE SPECIAL EXPERTISE. IT IS WIDELY FELT THAT “PERSONNEL IT IS WIDELY FELT THAT “PERSONNEL MANAGEMENT IS A LINE MANAGER’S MANAGEMENT IS A LINE MANAGER’S RESPONSIBILITY, BUT A STAFF FUNCTION.” RESPONSIBILITY, BUT A STAFF FUNCTION.” PERSONNEL MANAGEMENT IS A RESPONSIBILITY PERSONNEL MANAGEMENT IS A RESPONSIBILITY OF ALL LINE MANAGERS. IN THIS SENSE, EVERY OF ALL LINE MANAGERS. IN THIS SENSE, EVERY MANAGER IS A PERSONNEL MANAGER.MANAGER IS A PERSONNEL MANAGER.


POLICIES ETC.POLICIES ETC.PERSONNEL MANAGERS ARE CREATED FOR THE PURPOSE PERSONNEL MANAGERS ARE CREATED FOR THE PURPOSE OF PROVIDING ASSISTANCE, ADVICE AND INFORMATION TO OF PROVIDING ASSISTANCE, ADVICE AND INFORMATION TO LINE MANAGERS. LINE MANAGERS. STAFF ROLE OF THE PERSONNEL DEPARTMENT :-STAFF ROLE OF THE PERSONNEL DEPARTMENT :-POLICY INITIATION AND FORMULATION:- ONE OF THE POLICY INITIATION AND FORMULATION:- ONE OF THE IMPORTANT FUNCTIONS OF THE PERSONNEL DEPARTMENT IMPORTANT FUNCTIONS OF THE PERSONNEL DEPARTMENT IS FORMULATION OF NEW PERSONNEL POLICY AND IS FORMULATION OF NEW PERSONNEL POLICY AND ALTERATION OR MODIFICATION OF THE EXISTING ALTERATION OR MODIFICATION OF THE EXISTING PERSONNEL POLICIES. HE ASSISTS, ADVISES AND PERSONNEL POLICIES. HE ASSISTS, ADVISES AND COUNSELS THE MANAGING DIRECTOR REGARDING COUNSELS THE MANAGING DIRECTOR REGARDING IMPLICATIONS OF MAJOR CRUCIAL POLICIES.IMPLICATIONS OF MAJOR CRUCIAL POLICIES.ADVICE :- THE MAJOR ACTIVITY OF THE PERSONNEL ADVICE :- THE MAJOR ACTIVITY OF THE PERSONNEL DEPARTMENT/MANAGER IS ADVISING, COUNSELLING DEPARTMENT/MANAGER IS ADVISING, COUNSELLING MANAGERS OPERATING AT VARIOUS LEVELS (JUNIOR, MANAGERS OPERATING AT VARIOUS LEVELS (JUNIOR, MIDDELE & SENIOR) . ADVISE SHOULD BE BASED ON MIDDELE & SENIOR) . ADVISE SHOULD BE BASED ON THOROUGH THINKING, ANALYSIS AND RESEARCH THOROUGH THINKING, ANALYSIS AND RESEARCH REGARDING THE PROS AND CONS IMPLICATIONS.REGARDING THE PROS AND CONS IMPLICATIONS.



MONITOR AND CONTROL :- PERSONNEL MONITOR AND CONTROL :- PERSONNEL DEPARTMENT MONITORS PERFORMANCE DEPARTMENT MONITORS PERFORMANCE AND CONTROLS LINE ACTIVITIES TO THE AND CONTROLS LINE ACTIVITIES TO THE EXTENT THEY ARE RELATED TO EXTENT THEY ARE RELATED TO PERSONNEL ISSUES. IT COMPARES THE PERSONNEL ISSUES. IT COMPARES THE ACTUAL PERFORMANCE OF LINE ACTUAL PERFORMANCE OF LINE MANAGERS WITH THE ESTABLISHED MANAGERS WITH THE ESTABLISHED PERSONNEL POLICIES. IT ALSO IDENTIFIES PERSONNEL POLICIES. IT ALSO IDENTIFIES AND INFORMS DEVIATIONS WITH POSSIBLE AND INFORMS DEVIATIONS WITH POSSIBLE ALTERNATIVE SOLUTIONS TO LINE ALTERNATIVE SOLUTIONS TO LINE MANAGERS. MANAGERS.



THE STRUCUTURE OF PERSONNEL DEPARTMENT DEPENDS THE STRUCUTURE OF PERSONNEL DEPARTMENT DEPENDS ON FACTORS SUCH AS NATURE AND SIZE OF AN ON FACTORS SUCH AS NATURE AND SIZE OF AN ORGANISATION. SMALL FIRMS HAVE ONLY A SINGLE ORGANISATION. SMALL FIRMS HAVE ONLY A SINGLE SECTION, HEADED BY PERSONNEL OFFICER TAKING OF SECTION, HEADED BY PERSONNEL OFFICER TAKING OF EVERYTHING. EVERYTHING. MEDIUM SIZE FIRMS MAY CREATE A SEPARATE PERSONNEL MEDIUM SIZE FIRMS MAY CREATE A SEPARATE PERSONNEL DEPARTMENT HAVING EXPERTS IN THE PERSONNEL FIELD, DEPARTMENT HAVING EXPERTS IN THE PERSONNEL FIELD, SUPPORTED BY ADMINISTRATIVE STAFF. SUPPORTED BY ADMINISTRATIVE STAFF. IN LARGE FIRMS THE STRUCUTURE OF PERSONNEL IN LARGE FIRMS THE STRUCUTURE OF PERSONNEL DEPARTMENT MAY TAKE VARIOUS SHAPE. EACH SECTION DEPARTMENT MAY TAKE VARIOUS SHAPE. EACH SECTION OF PERSONNEL DEPARTMENT WILL HAVE SPECIALIST AND OF PERSONNEL DEPARTMENT WILL HAVE SPECIALIST AND THE WHOLE DEPARTMENT WILL BE HEADED BY PRESIDENT THE WHOLE DEPARTMENT WILL BE HEADED BY PRESIDENT (HR).(HR).


POLICIES ETC.POLICIES ETC.ROLE OF PERSONNEL MANAGER :ROLE OF PERSONNEL MANAGER :HUMAN RESOURCES MANAGERS, NOW-A-DAYS WEAR MANY HUMAN RESOURCES MANAGERS, NOW-A-DAYS WEAR MANY HATS. THEY PERFORM MAINLY THREE DIFFERENT TYPES OF HATS. THEY PERFORM MAINLY THREE DIFFERENT TYPES OF ROLES (1) ADMINISTRATIVE (2) OPERATIONAL (3) ROLES (1) ADMINISTRATIVE (2) OPERATIONAL (3) STRATEGIC.STRATEGIC.THE ADMINISTRATIVE ROLE OF HUMAN RESOURCE THE ADMINISTRATIVE ROLE OF HUMAN RESOURCE MANAGEMENT INCLUDE – POLICY FORMULATION AND MANAGEMENT INCLUDE – POLICY FORMULATION AND IMPLEMENTATION, HOUSEKEEPING, RECORDS IMPLEMENTATION, HOUSEKEEPING, RECORDS MAINTENANCE, WELFARE ADMINISTRATION AND LEGAL MAINTENANCE, WELFARE ADMINISTRATION AND LEGAL COMPLAINCE.COMPLAINCE.THE OPERATIONAL ROLES ARE TACTICAL IN NATURE AND THE OPERATIONAL ROLES ARE TACTICAL IN NATURE AND INCLUDE RECRUITING, TRAINING AND DEVELOPMENT OF INCLUDE RECRUITING, TRAINING AND DEVELOPMENT OF EMPLOYEES.EMPLOYEES.THE STRATEGIC ROLE OF HR MANAGEMENT FOCUSES THE STRATEGIC ROLE OF HR MANAGEMENT FOCUSES ATTENTION ON HOW TO ENABLE ORDINARY EMPLOYEES TO ATTENTION ON HOW TO ENABLE ORDINARY EMPLOYEES TO TURN OUT EXTRAORDINARY PERFORMANCE. TURN OUT EXTRAORDINARY PERFORMANCE.


POLICIES ETC.POLICIES ETC.THE KEY AREAS OF ATTENTION IN THIS ERA OF GLOBAL THE KEY AREAS OF ATTENTION IN THIS ERA OF GLOBAL COMPETITION INCLUDE EFFECTIVE MANAGEMENT OF KEY COMPETITION INCLUDE EFFECTIVE MANAGEMENT OF KEY RESOURCES ( EMPLOYEES).RESOURCES ( EMPLOYEES).HR AIMS AT DELIVERING STRTEGIC SERIVICES COST-HR AIMS AT DELIVERING STRTEGIC SERIVICES COST-EFFECTIVELY BY BUILDING A COMPETENT, CONSUMER-EFFECTIVELY BY BUILDING A COMPETENT, CONSUMER-ORIENTED WORK FORCE. ORIENTED WORK FORCE. QUALITIES AND QUALIFICATIONS OF A PERSONNEL QUALITIES AND QUALIFICATIONS OF A PERSONNEL MANAGER – HR MANAGERS HAVE TO DO A GOOD JOB OF MANAGER – HR MANAGERS HAVE TO DO A GOOD JOB OF MANAGING HUMAN CAPITAL – THE KNOWLEDGE, SKILL AND MANAGING HUMAN CAPITAL – THE KNOWLEDGE, SKILL AND CAPABILITIES THAT ADD VALUE TO ORGANISATION. CAPABILITIES THAT ADD VALUE TO ORGANISATION. PERSONNEL MANAGER SHOULD COMBINE THE QUALITIES PERSONNEL MANAGER SHOULD COMBINE THE QUALITIES OF HEAD AND HEART, IN ADDITION TO HAVING STATE OF OF HEAD AND HEART, IN ADDITION TO HAVING STATE OF ART HR COMPETENCIES, BUSINESS COMPETENCIES AND ART HR COMPETENCIES, BUSINESS COMPETENCIES AND CHANGE MANAGEMENT COMPETENCIES. CHANGE MANAGEMENT COMPETENCIES. PERSONAL ATTRIBUTES – HE SHOULD POSSESS INITIATIVE, PERSONAL ATTRIBUTES – HE SHOULD POSSESS INITIATIVE, RESOURCEFULNESS, DEPTH OF PERCEPTION, MATURITY IN RESOURCEFULNESS, DEPTH OF PERCEPTION, MATURITY IN JUDGEMENT AND ANALYTICAL ABILITY.JUDGEMENT AND ANALYTICAL ABILITY.


POLICIES ETC.POLICIES ETC.HE SHOULD HAVE THOROUGH KNOWLEDGE OF LABOUR HE SHOULD HAVE THOROUGH KNOWLEDGE OF LABOUR LAWS. AN UNDERSTANDING OF HUMAN BEHAVIOUR IS LAWS. AN UNDERSTANDING OF HUMAN BEHAVIOUR IS ESSENTIAL TO ENABLE HIM TO BE FAMILIAR WITH HUMAN ESSENTIAL TO ENABLE HIM TO BE FAMILIAR WITH HUMAN NEEDS, WANTS, HOPES AND DESIRES, VALUES AND NEEDS, WANTS, HOPES AND DESIRES, VALUES AND ASPIRATIONS, WITHOUT WHICH MOTIVATING PEOPLE CAN ASPIRATIONS, WITHOUT WHICH MOTIVATING PEOPLE CAN BE AN ONEROUS TASK. BE AN ONEROUS TASK. THE PERSONNEL MANAGER SHOULD POSSESS PERSONAL THE PERSONNEL MANAGER SHOULD POSSESS PERSONAL ATTRIBUTES LIKE INTELLIGENCE – SKILLS TO COMMUNICATE ATTRIBUTES LIKE INTELLIGENCE – SKILLS TO COMMUNICATE AND TACT IN DEALING WITH PEOPLE, ABILITY TO DRAFT AND TACT IN DEALING WITH PEOPLE, ABILITY TO DRAFT AGREEMENT, PERSONNEL POLICIES ETC.AGREEMENT, PERSONNEL POLICIES ETC.THE PERSONNEL MANAGER SHOULD POSSESS LEARNING THE PERSONNEL MANAGER SHOULD POSSESS LEARNING AND TEACHING SKILLS.AND TEACHING SKILLS.HE SHOULD POSSESS DISCRIMIATING SKILLS (RIGHT AND HE SHOULD POSSESS DISCRIMIATING SKILLS (RIGHT AND WRONG), JUST AND UNJUST, MERIT AND DEMERIT.WRONG), JUST AND UNJUST, MERIT AND DEMERIT.HE IS EXPECTED TO EXECUTE MANAGEMENT’S DECISIONS HE IS EXPECTED TO EXECUTE MANAGEMENT’S DECISIONS ON PERSONNEL ISSUES WITH SPEED, ACCURACY ETC.ON PERSONNEL ISSUES WITH SPEED, ACCURACY ETC.



EXPERIENCE AND TRAINING – PREVIOUS EXPERIENCE AND TRAINING – PREVIOUS EXPERIENCE IS UNDOUBTEDLY AN ADVANTAGE. EXPERIENCE IS UNDOUBTEDLY AN ADVANTAGE. TRAINING IN PSYCHOLOGICAL ASPECTS OF TRAINING IN PSYCHOLOGICAL ASPECTS OF HUMAN BEHAVIOUR, LABOUR LEGISLATIONS, HUMAN BEHAVIOUR, LABOUR LEGISLATIONS, PERSONNEL MANAGEMENT AND GENERAL PERSONNEL MANAGEMENT AND GENERAL MANAGEMENT ARE ALSO REQUIRED.MANAGEMENT ARE ALSO REQUIRED.PROFESSIONAL ATTITUDE – PROFESSIONAL PROFESSIONAL ATTITUDE – PROFESSIONAL ATTITUDE IS RELEVANT. HE SHOULD HAVE ATTITUDE IS RELEVANT. HE SHOULD HAVE PATIENCE AND UNDERSTANDING THE ABILITY TO PATIENCE AND UNDERSTANDING THE ABILITY TO LISTEN BEFORE OFFERING ADVICE. HE SHOULD LISTEN BEFORE OFFERING ADVICE. HE SHOULD EVINCE PERSONAL INTEREST IN PEOPLE, EVINCE PERSONAL INTEREST IN PEOPLE, COUPLED WITH COMPASSION AND INTEGRITY.COUPLED WITH COMPASSION AND INTEGRITY.



PERSONNEL MANAGER – QUALIFICATIONS:-PERSONNEL MANAGER – QUALIFICATIONS:-THE JOB OF PERSONNEL MANAGER IS COMPLEX. THE JOB OF PERSONNEL MANAGER IS COMPLEX. HE SHOULD POSSESS DEGREE FROM A HE SHOULD POSSESS DEGREE FROM A RECOGNISED UNIVERSITY OR REPUTED RECOGNISED UNIVERSITY OR REPUTED INSTITUTION.INSTITUTION.POST-GRADUATE DEGREE/DIPLOMA IN POST-GRADUATE DEGREE/DIPLOMA IN HRM/SOCIAL WORK/LABOUR WELFARE WITH HRM/SOCIAL WORK/LABOUR WELFARE WITH SPECIALISATION IN HRM.SPECIALISATION IN HRM.DEGREE IN LAW (DESIRABLE QUALN.)DEGREE IN LAW (DESIRABLE QUALN.)KNOWLEDGE OF LOCAL LANGUAGE.KNOWLEDGE OF LOCAL LANGUAGE.HR MASTERY IN ANY ASPECT OF HRM HR MASTERY IN ANY ASPECT OF HRM (COMPENSATION, PERFORMANCE MANAGEMENT (COMPENSATION, PERFORMANCE MANAGEMENT ETC).ETC).



TOP MANAGEMENT EXPECTS THE PERSONNEL TOP MANAGEMENT EXPECTS THE PERSONNEL MANAGER TO :-MANAGER TO :-CONVEY ITS COMMANDS, INSTRUCTIONS, CONVEY ITS COMMANDS, INSTRUCTIONS, POLICIES AND PROGRAMMES TO EMPLOYEES IN POLICIES AND PROGRAMMES TO EMPLOYEES IN AN EFFECTIVE WAY.AN EFFECTIVE WAY.LOOK AFTER THE SAFETY AND WELFARE OF LOOK AFTER THE SAFETY AND WELFARE OF EMPLOYEES.EMPLOYEES.TAKE CARE OF LEGAL PROVISIONS GOVERNING TAKE CARE OF LEGAL PROVISIONS GOVERNING WORKPLACE.WORKPLACE.OFFER EXPERT ADVICE ON ISSUES RELATING TO OFFER EXPERT ADVICE ON ISSUES RELATING TO HUMAN RESOURCE PLANNING, RECRUITMENT, HUMAN RESOURCE PLANNING, RECRUITMENT, TRAINING, PERFORMANCE MANAGEMENT ETC.TRAINING, PERFORMANCE MANAGEMENT ETC.


POLICIES ETC.POLICIES ETC.IN UNION-MANAGEMENT RELATIONS, THE PERSONNEL MAN IN UNION-MANAGEMENT RELATIONS, THE PERSONNEL MAN IS EXPECTED TO ABSORB FRAYED TEMPERS, NOTES OF IS EXPECTED TO ABSORB FRAYED TEMPERS, NOTES OF DISCONTENT AND DISAGREEMENT, WHILE CREATING A DISCONTENT AND DISAGREEMENT, WHILE CREATING A DIALOGUE AND BRINING ABOUT PEACE. DIALOGUE AND BRINING ABOUT PEACE. WHILE DISCHARGING THE ABOVE DUTIES, HE IS NOT WHILE DISCHARGING THE ABOVE DUTIES, HE IS NOT EXPECTED TO LOSE SIGHT OF HIS MORAL AND SOCIAL EXPECTED TO LOSE SIGHT OF HIS MORAL AND SOCIAL OBLIGATIONS TOWARDS EMPLOYEES. OBLIGATIONS TOWARDS EMPLOYEES. HE SHOULD POSSESS BUSINESS MASTERY – HE SHOULD HE SHOULD POSSESS BUSINESS MASTERY – HE SHOULD KNOW THE BUSINESS OF THE ORGANISATION – ITS KNOW THE BUSINESS OF THE ORGANISATION – ITS PROCESSES, PRODUCTS, CUSTOMERS, MARKETS ETC.PROCESSES, PRODUCTS, CUSTOMERS, MARKETS ETC.CHANGE MASTERY – HR MANAGER NEED TO BE ABLE TO CHANGE MASTERY – HR MANAGER NEED TO BE ABLE TO INFLUENCE OTHERS AND GUIDE CHANGE IN INFLUENCE OTHERS AND GUIDE CHANGE IN ORGANISATIONS. THIS CALLS FOR INTERPERSONAL AND ORGANISATIONS. THIS CALLS FOR INTERPERSONAL AND PROBLEM SOLVING SKILLS IN ADDITION TO CREATIVITY AND PROBLEM SOLVING SKILLS IN ADDITION TO CREATIVITY AND INNOVATIVENESS. INNOVATIVENESS.

CHAPTER 3 – HRM IN A DYNAMIC CHAPTER 3 – HRM IN A DYNAMIC ENVIRONMENT ENVIRONMENT

THERE ARE A NUMBER OF CRITICAL TRENDS AFFECTING THERE ARE A NUMBER OF CRITICAL TRENDS AFFECTING THE EMPLOYMENT RELATIONSHIP THAT FURTHER AFFECT THE EMPLOYMENT RELATIONSHIP THAT FURTHER AFFECT HOW ORGANISATIONS NEED TO MANAGE EMPLOLYEES. HOW ORGANISATIONS NEED TO MANAGE EMPLOLYEES. SOME OF THESE TRENDS PERTAIN TO CHANGES TAKING SOME OF THESE TRENDS PERTAIN TO CHANGES TAKING PLACE IN THE EXTERNAL ENVIRONMENT OF THE PLACE IN THE EXTERNAL ENVIRONMENT OF THE ORGANISATION; OTHERS PERTAIN TO SOME OF THE WAYS ORGANISATION; OTHERS PERTAIN TO SOME OF THE WAYS ORGANISATIONS ARE RESPONDING INTERNALLY TO SUCH ORGANISATIONS ARE RESPONDING INTERNALLY TO SUCH TRENDS. TRENDS. THE TERM ‘ENVIRONMENT OF BUSINESS’ REFERS TO THE THE TERM ‘ENVIRONMENT OF BUSINESS’ REFERS TO THE AGGREGATE OF CONDITIONS, EVENTS AND INFLUENCES AGGREGATE OF CONDITIONS, EVENTS AND INFLUENCES THAT SURROUND AND AFFECT IT. THAT SURROUND AND AFFECT IT. THE EXTERNAL FACTORS ARE : TECHNOLOGICAL FACTORS, THE EXTERNAL FACTORS ARE : TECHNOLOGICAL FACTORS, ECONOMIC CHALLENGES, POLITICAL FACTORS, LOCAL AND ECONOMIC CHALLENGES, POLITICAL FACTORS, LOCAL AND GOVERNMENT ISSUES, UNIONS , EMPLOYERS’ DEMANDS, GOVERNMENT ISSUES, UNIONS , EMPLOYERS’ DEMANDS, WORKFORCE DIVERSITY ETC.WORKFORCE DIVERSITY ETC.THE INTERNAL FACTORS – MISSION, POLICIES, THE INTERNAL FACTORS – MISSION, POLICIES, ORGANISATIONAL CULTURE, ORGL STRUCTURE, ETC.ORGANISATIONAL CULTURE, ORGL STRUCTURE, ETC.

CHAPTER 3 – HRM IN A DYNAMIC CHAPTER 3 – HRM IN A DYNAMIC ENVIRONMENTENVIRONMENT

THE JOB OF THE HR MANAGER IS TO BALANCE THE THE JOB OF THE HR MANAGER IS TO BALANCE THE DEMANDS AND EXPECTAIONS OF THE EXTERNAL GROUPS DEMANDS AND EXPECTAIONS OF THE EXTERNAL GROUPS WITH THE INTERNAL REQUIREMENTS AND ACHIEVE THE WITH THE INTERNAL REQUIREMENTS AND ACHIEVE THE GOALS IN AN EFFICIENT AND EFFECTIVE MANNER.GOALS IN AN EFFICIENT AND EFFECTIVE MANNER.HR MANAGER SHOULD WORK CLOSELY , UNDERSTAND THE HR MANAGER SHOULD WORK CLOSELY , UNDERSTAND THE INTERNAL DYNAMICS PROPERLY AND DEVICE WAYS AND INTERNAL DYNAMICS PROPERLY AND DEVICE WAYS AND MEANS TO SURVIVE AND PROGRESS.MEANS TO SURVIVE AND PROGRESS.TECHNOLOGICAL CHANGES - AN ORGANISATION’S TECHNOLOGICAL CHANGES - AN ORGANISATION’S TECHNOLOGY IS THE PROCESS BY WHICH AN TECHNOLOGY IS THE PROCESS BY WHICH AN ORGANISATION’S ENVIRONMENT ARE TRANSFORMED INTO ORGANISATION’S ENVIRONMENT ARE TRANSFORMED INTO OUTPUTS. TECHNOLOGY INCLUDES TOOLS, MACHINERY, OUTPUTS. TECHNOLOGY INCLUDES TOOLS, MACHINERY, EQUIPMENT, WORK PROCEDURES AND EMPLOYEE EQUIPMENT, WORK PROCEDURES AND EMPLOYEE KNOWLEDGE AND SKILLS. TECHNOLOGICAL ADVANCES CAN KNOWLEDGE AND SKILLS. TECHNOLOGICAL ADVANCES CAN OPEN UP NEW MARKETS, RESULT IN PROLIFERATION OF OPEN UP NEW MARKETS, RESULT IN PROLIFERATION OF NEW AND IMPROVED PRODUCTS, RESULT IN COST-NEW AND IMPROVED PRODUCTS, RESULT IN COST-POSITION AND RENDER EXISTING PRODUCTS AND POSITION AND RENDER EXISTING PRODUCTS AND SERVICES OBSOLETE. SERVICES OBSOLETE.


RECENT TECHNOGICAL ADVANCES, AS WELL KNOW, IN RECENT TECHNOGICAL ADVANCES, AS WELL KNOW, IN COMPUTERS, LASERS, ROBOTS, SATELLITE NETWORKS, COMPUTERS, LASERS, ROBOTS, SATELLITE NETWORKS, FIBRE OPTICS ETC HAVE PAVED THE WAY FOR SIGNIFICANT FIBRE OPTICS ETC HAVE PAVED THE WAY FOR SIGNIFICANT OPERATIONAL IMPROVEMENTS.OPERATIONAL IMPROVEMENTS.IMPACT OF TECHNOLOGY ON HRM- NEW SKILLS REQUIRED – IMPACT OF TECHNOLOGY ON HRM- NEW SKILLS REQUIRED – AS NEW TECHNOLOGICIES ARE DEVELOPED AND AS NEW TECHNOLOGICIES ARE DEVELOPED AND IMPLEMENTED, THERE IS AN URGENT NEED TO UPGRADE IMPLEMENTED, THERE IS AN URGENT NEED TO UPGRADE EXISTING EMPLOYEE SKILLS AND KNOWLEDGE IF THE EXISTING EMPLOYEE SKILLS AND KNOWLEDGE IF THE ORGANISATION WANTS TO SURVIVE AND FLOURIUSH IN ORGANISATION WANTS TO SURVIVE AND FLOURIUSH IN THE COMPETITIVE WORLD. ADDITIONALLY, THERE WILL BE THE COMPETITIVE WORLD. ADDITIONALLY, THERE WILL BE GROWING DEMAND FOR WORKERS WITH MORE GROWING DEMAND FOR WORKERS WITH MORE SOPHISITICATED TRAINING AND SKILLS, ESPECIALLY IN SOPHISITICATED TRAINING AND SKILLS, ESPECIALLY IN EMERGING ‘HOT’ SECTORS LIKE TELECOMMUNICATION, EMERGING ‘HOT’ SECTORS LIKE TELECOMMUNICATION, HOSPITALITY, RETAILING, BANKING, INSURANCE, BI0-HOSPITALITY, RETAILING, BANKING, INSURANCE, BI0-TECHNOLOGY AND FINANCIAL SERVICES. FOR EXAMPLE, TECHNOLOGY AND FINANCIAL SERVICES. FOR EXAMPLE, SERVICE SECTOR EMPLOYEES REQUIRE DIFFERENT SKILLSSERVICE SECTOR EMPLOYEES REQUIRE DIFFERENT SKILLS


THAN THOSE UTILISED IN MANUFACTURING. THEY NEED THAN THOSE UTILISED IN MANUFACTURING. THEY NEED STRONG INTERPERSONAL SKILLS AND COMMUNICATION STRONG INTERPERSONAL SKILLS AND COMMUNICATION SKILLS, AS WELL AS THE ABILITY TO HANDLE CUSTOMER SKILLS, AS WELL AS THE ABILITY TO HANDLE CUSTOMER COMPLAINTS IN A FLEXIBLE WAY.COMPLAINTS IN A FLEXIBLE WAY.THE IMPACT OF NEW TECHNOLOGY ON THE TOTAL THE IMPACT OF NEW TECHNOLOGY ON THE TOTAL NUMBER OF JOBS AVAILABLE HAS BEEN QUITE NUMBER OF JOBS AVAILABLE HAS BEEN QUITE DEVASTATING. LOWER AND MIDDLE LEVEL POSITIONS ARE DEVASTATING. LOWER AND MIDDLE LEVEL POSITIONS ARE THE WORST HIT IN THIS SCENARIO. THE WORST HIT IN THIS SCENARIO. DOWNSIZING – NEW TECHNOLOGIES HAVE DECIMATED DOWNSIZING – NEW TECHNOLOGIES HAVE DECIMATED MANY LOWER-END JOBS. INCRASED AUTOMATION HAS MANY LOWER-END JOBS. INCRASED AUTOMATION HAS REDUCED EMPLOYEE HEAD COUNTS EVERYWHERE. THE REDUCED EMPLOYEE HEAD COUNTS EVERYWHERE. THE PRESSURE TO REMAIN COST-EFFECTIVE HAS ALSO PRESSURE TO REMAIN COST-EFFECTIVE HAS ALSO COMPELLED MANY A FIRM TO GON LEAN, CUTTING DOWN COMPELLED MANY A FIRM TO GON LEAN, CUTTING DOWN EXTRA FAT AT EACH MANAGERIAL LEVEL. THE WAVE OF EXTRA FAT AT EACH MANAGERIAL LEVEL. THE WAVE OF MERGER OF COMPANIES HAS OFTEN LED TO DOWNSIZE MERGER OF COMPANIES HAS OFTEN LED TO DOWNSIZE MANPOWER. MANPOWER.


COLLABORATIVE WORK – TECHNOLOGICAL CHANGE HAS COLLABORATIVE WORK – TECHNOLOGICAL CHANGE HAS RESULTED IN HIERARCHIAL DISTINCTIONS BEING BLURRED RESULTED IN HIERARCHIAL DISTINCTIONS BEING BLURRED AND MORE COLLABORATIVE TEAMWORK WHERE AND MORE COLLABORATIVE TEAMWORK WHERE MANAGERS, TECHNICIANS, AND ANALYSTS WORK MANAGERS, TECHNICIANS, AND ANALYSTS WORK TOGETHER ON PROJECTS. TEAM BASED INCENTIVE PLANS TOGETHER ON PROJECTS. TEAM BASED INCENTIVE PLANS HAVE ALSO MADE IT NECESSARY FOR ALL CLASSES OF HAVE ALSO MADE IT NECESSARY FOR ALL CLASSES OF EMPLOYEES TO WORK IN CLOSE COORDINATION WITH EMPLOYEES TO WORK IN CLOSE COORDINATION WITH EACH OTHER.EACH OTHER.TELECOMMUNICATING – THE RAPDI ADVANCE OF TELECOMMUNICATING – THE RAPDI ADVANCE OF TECHNOLOGY HAVE LED TO THE RELOCATION OF WORK TECHNOLOGY HAVE LED TO THE RELOCATION OF WORK FROM THE OFFICE TO HOME.FROM THE OFFICE TO HOME.INTERNET REVOLUTION – INTERNET AND INFORMATION INTERNET REVOLUTION – INTERNET AND INFORMATION TECHNOLOGY HAVE ENABLED COMPANIES TO BECOME TECHNOLOGY HAVE ENABLED COMPANIES TO BECOME MORE COMPETITIVE BY CUTTING COSTS. IN HR, INTERNETS MORE COMPETITIVE BY CUTTING COSTS. IN HR, INTERNETS AND INTRANETS ARE BEING USED TO HANDLE TRAINING, AND INTRANETS ARE BEING USED TO HANDLE TRAINING, PERFORMANCE MANAGEMENT ETC.PERFORMANCE MANAGEMENT ETC.


TECHNOLOGY IS CHANGIG THE FACE OF HRM. IT IMPACTS TECHNOLOGY IS CHANGIG THE FACE OF HRM. IT IMPACTS THE WAY JOBS ARE BEING PROCESSED WITH A VIEW TO THE WAY JOBS ARE BEING PROCESSED WITH A VIEW TO ACHIEVE OPERATIONAL EFFICIENCY. ACHIEVE OPERATIONAL EFFICIENCY. IN THIS RACE TO CUT DOWN COSTS, IMPROVE IN THIS RACE TO CUT DOWN COSTS, IMPROVE PRODUCTIVITY LEVELS AND ENHANCE CUSTOMER-PRODUCTIVITY LEVELS AND ENHANCE CUSTOMER-SATISFACTION – ORGANISATIONS SHOULD BE CAREFUL TO SATISFACTION – ORGANISATIONS SHOULD BE CAREFUL TO INTRODUCE NEW TECHNOLOGIES IN A PHASED MANNER, INTRODUCE NEW TECHNOLOGIES IN A PHASED MANNER, TAKING EMPLOYEE CONCERNS INTO ACCOUNT. TAKING EMPLOYEE CONCERNS INTO ACCOUNT. INCREASED GLOBAL COMPETITION, OF COURSE, IS INCREASED GLOBAL COMPETITION, OF COURSE, IS COMPELLING MOST ORGANISATIONS TO RESTRUCTURE, COMPELLING MOST ORGANISATIONS TO RESTRUCTURE, INTRODUCTION TOTAL QUALITY MANAGEMENT AND BUILD INTRODUCTION TOTAL QUALITY MANAGEMENT AND BUILD FLEXIBILITY INTO WORK SCHEDULES IN ORDER TO REMAIN FLEXIBILITY INTO WORK SCHEDULES IN ORDER TO REMAIN COMPETITIVE AND COST-EFFECTIVE.COMPETITIVE AND COST-EFFECTIVE.TOTAL QUALITY MANAGEMENT – ACCORDING TO EDWARD TOTAL QUALITY MANAGEMENT – ACCORDING TO EDWARD DEMING ‘QUALITY’ REFERS TO A SENSE OF APPRECIATION DEMING ‘QUALITY’ REFERS TO A SENSE OF APPRECIATION SOMETHING IS BETTER THAN SOMETHING ELSE. SOMETHING IS BETTER THAN SOMETHING ELSE.


TQM IS A WAY OF CREATING AN ORGANISATIONAL CULTURE TQM IS A WAY OF CREATING AN ORGANISATIONAL CULTURE COMMITTED TO THE IMPROVEMENT OF SKILLS, TEAMWORK, COMMITTED TO THE IMPROVEMENT OF SKILLS, TEAMWORK, PROCESSES, PRODUCT AND SERVICE QUALITY AND PROCESSES, PRODUCT AND SERVICE QUALITY AND CUSTOMER SATISFACTION.CUSTOMER SATISFACTION.TQM – THE MAIN IDEAS – TQM IS BUILT AROUND FOUR MAIN TQM – THE MAIN IDEAS – TQM IS BUILT AROUND FOUR MAIN IDEAS – DO THE RIGHT FIRST TIME, BE CUSTOMER-IDEAS – DO THE RIGHT FIRST TIME, BE CUSTOMER-ORIENTED, MAKE CONTINUOUS IMPROVEMENT A WAY OF ORIENTED, MAKE CONTINUOUS IMPROVEMENT A WAY OF LIFE AND BUILD TEAM WORK AND EMPOWERMENTLIFE AND BUILD TEAM WORK AND EMPOWERMENTBE CUSTOMER CENTRED – ANTICIPATING CUSTOMER BE CUSTOMER CENTRED – ANTICIPATING CUSTOMER NEEDS, LISTENING TO CUSTOMER, LEARNING HOW TO NEEDS, LISTENING TO CUSTOMER, LEARNING HOW TO SATISFY THE CUSTOMER AND REPONDING APPROPRIATELY SATISFY THE CUSTOMER AND REPONDING APPROPRIATELY TO THE CUSTOMER.TO THE CUSTOMER.BUILD TEAMWORK AND EMPOWERMENT – TQM IS BUILT BUILD TEAMWORK AND EMPOWERMENT – TQM IS BUILT AROUND EMPLOYEES, THEIR NEEDS, ASPIRATIONS AND AROUND EMPLOYEES, THEIR NEEDS, ASPIRATIONS AND EXPECTATIONS. IT IS EMPLOYEE DRIVEN. IT ALLOWS EXPECTATIONS. IT IS EMPLOYEE DRIVEN. IT ALLOWS EMPLOYEE TO EXPLOIT THEIR FULL POTENTIAL. EMPLOYEE TO EXPLOIT THEIR FULL POTENTIAL.


EMPOWERMENT TAKES PLACE WHEN EMPLOYEES ARE EMPOWERMENT TAKES PLACE WHEN EMPLOYEES ARE PROPERLY TRAINED, PROVIDED WITH ALL RELEVANT PROPERLY TRAINED, PROVIDED WITH ALL RELEVANT INFORMATION AND BEST POSSIBLE TOOLS, FULLY INFORMATION AND BEST POSSIBLE TOOLS, FULLY INVOLVED IN KEY DECISIONS AND FARILY REWARDED FOR INVOLVED IN KEY DECISIONS AND FARILY REWARDED FOR RESULTS. IN ORDER TO CARRY OUT EFFECTIVELY AND RESULTS. IN ORDER TO CARRY OUT EFFECTIVELY AND EFFICIENTLY TEAMS HAVE TO BE CREATEDM DRAWING EFFICIENTLY TEAMS HAVE TO BE CREATEDM DRAWING TALENT FROM VARIOUS DEPARTMENTS IN A COOPERATIVE TALENT FROM VARIOUS DEPARTMENTS IN A COOPERATIVE WAY.WAY.IN THE TQM HRM APPROACH, ALL EMPLOYEES PARTICIPATE IN THE TQM HRM APPROACH, ALL EMPLOYEES PARTICIPATE IN THE QUALITY IMPROVEMENT PROCESSES DILIGENTLY IN THE QUALITY IMPROVEMENT PROCESSES DILIGENTLY AND WHOLEHEARTEDLY. COMPANY EMPLOYEES ARE AND WHOLEHEARTEDLY. COMPANY EMPLOYEES ARE TREATED AS CUSTOMERS. IMPORTANCE IS GIVEN TO TREATED AS CUSTOMERS. IMPORTANCE IS GIVEN TO CONTINUOUS IMPROVEMENT THROUGH ‘SMALL IDEAS’ CONTINUOUS IMPROVEMENT THROUGH ‘SMALL IDEAS’ ADVANCED BY PEOPLE WORKING AT VARIOUS LEVELS. ADVANCED BY PEOPLE WORKING AT VARIOUS LEVELS. COOPERATION AMONG ALL EMPLIYEES IS ENCOURAGED. COOPERATION AMONG ALL EMPLIYEES IS ENCOURAGED. SUGGESTIONS ARE WELCOME FROM ALL QUARTERS. TQM SUGGESTIONS ARE WELCOME FROM ALL QUARTERS. TQM HRM IS ALL ABOUT CARING FOR PEOPLE.HRM IS ALL ABOUT CARING FOR PEOPLE.

HRM/PERSONNEL MGMT.HRM/PERSONNEL MGMT.PROFESSIONALISM OF PERSONNEL MANAGEMENT IN INDIA :-PROFESSIONALISM OF PERSONNEL MANAGEMENT IN INDIA :-

THE IMPORTANT FEATURES OF A PROFESSION ARE :-THE IMPORTANT FEATURES OF A PROFESSION ARE :-WELL-DEFINED BODY OF KNOWLEDGE – A PROFESSION SHOULD HAVE A WELL-DEFINED BODY OF KNOWLEDGE – A PROFESSION SHOULD HAVE A

SYSTEMATIC BODY OF PRINCIPLES, TECHNIQUES AND SKILLS.SYSTEMATIC BODY OF PRINCIPLES, TECHNIQUES AND SKILLS.FORMAL EDUCATION FORMAL EDUCATION

MINIMUM QUALIFICATIONSMINIMUM QUALIFICATIONSREPRESENTATIVE BODY REPRESENTATIVE BODY

ETHICAL CONDUCT AND SERVICE ABOVE SELF.ETHICAL CONDUCT AND SERVICE ABOVE SELF.

HRM/PERSONNEL MGMTHRM/PERSONNEL MGMTPERSONNEL MANAGEMENT, OVER THE YEARS, HAS PERSONNEL MANAGEMENT, OVER THE YEARS, HAS EMERGED AS A HIGHLY RESPECTED PROFESSION IN INDIA. EMERGED AS A HIGHLY RESPECTED PROFESSION IN INDIA. THE PRACTIONERS AND ACADEMICIANS HAVE FORMED A THE PRACTIONERS AND ACADEMICIANS HAVE FORMED A PROFESSIONAL BODY “NATIONAL INSTITUTE OF PERSONNEL PROFESSIONAL BODY “NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT” .MANAGEMENT” .THE SPECIALISED KNOWLEDGE, EXPERIENCE AND THE SPECIALISED KNOWLEDGE, EXPERIENCE AND EXPERTISE IN PERSONNEL MANAGEMENT DISCIPLINE HAS EXPERTISE IN PERSONNEL MANAGEMENT DISCIPLINE HAS FOUND EXPRESSION IN A GROWING BODY OF LITERATURE FOUND EXPRESSION IN A GROWING BODY OF LITERATURE REPRESENTED BY BOOKS, ARTICLES, RESEARCH REPORTS REPRESENTED BY BOOKS, ARTICLES, RESEARCH REPORTS AND SURVEYS. AND SURVEYS. HOWEVER, THERE IS NO PROFESSIONAL INSTITUTION TO HOWEVER, THERE IS NO PROFESSIONAL INSTITUTION TO REGULATE THE PROFESSION.REGULATE THE PROFESSION.HOWEVER, NATIONAL INSTITUTE OF PERSONNEL HOWEVER, NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT CONDUCT TWO YEAR PROGRAM WHICH IS MANAGEMENT CONDUCT TWO YEAR PROGRAM WHICH IS ACCEPTED AS AN ACADEMIC QUALIFICATION FOR THE POST ACCEPTED AS AN ACADEMIC QUALIFICATION FOR THE POST OF PERSONNEL MANAGER.OF PERSONNEL MANAGER.



NIPM (NATIONAL INSTITUTE OF PERSONNEL NIPM (NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT) CONDUCT TRAINING MANAGEMENT) CONDUCT TRAINING PROGRAMMES, SEMINARS, CONFERENCE IN PROGRAMMES, SEMINARS, CONFERENCE IN ORDER TO CONTRIBUTE TO ASPECTS RELATING ORDER TO CONTRIBUTE TO ASPECTS RELATING TO POLICY FORMULATION, STANDARDISATION OF TO POLICY FORMULATION, STANDARDISATION OF TERMINOLOGY. IT HAS ALSO DEVISED A CODE OF TERMINOLOGY. IT HAS ALSO DEVISED A CODE OF CONDUCT FOR ITS MEMBERS.CONDUCT FOR ITS MEMBERS.IT IS, HOWEVER, NOT POSSIBLE FOR HR IT IS, HOWEVER, NOT POSSIBLE FOR HR PROFESSIONALS TO ADHERE TO STRICT CODE OF PROFESSIONALS TO ADHERE TO STRICT CODE OF ETHICAL BEHAVIOUR ALWAYS DUE TO ETHICAL BEHAVIOUR ALWAYS DUE TO INCREASING PRESSURES FROM POLITICAL, INCREASING PRESSURES FROM POLITICAL, ECONOMIC AND SOCIAL FORCES. ECONOMIC AND SOCIAL FORCES.


POLICIES ETC.POLICIES ETC.SUMMARY :-SUMMARY :-PERSONNEL MANAGEMENT IS CONCERNED WITH THE PERSONNEL MANAGEMENT IS CONCERNED WITH THE PROCUREMENT AND MAINTENANCE OF A COMPETENT PROCUREMENT AND MAINTENANCE OF A COMPETENT WORKFORCE AND INSPIRING EMPLOYEES INDIVIDUALLY WORKFORCE AND INSPIRING EMPLOYEES INDIVIDUALLY AND IN GROUPS TO GIVE THEIR MOST WHILE REALISING AND IN GROUPS TO GIVE THEIR MOST WHILE REALISING ORGANISATIONAL GOALS.ORGANISATIONAL GOALS.PERSONNEL MANAGEMENT IS CONCERNED WITH TWO SETS PERSONNEL MANAGEMENT IS CONCERNED WITH TWO SETS OF FUNCTIONS, NAMELY – MANAGERIAL FUNCTIONS AND OF FUNCTIONS, NAMELY – MANAGERIAL FUNCTIONS AND OPERATIVE FUNCTIONS.OPERATIVE FUNCTIONS.PERSONNEL POLICIES ARE GUIDE TO ACTIONS. THEY SERVE PERSONNEL POLICIES ARE GUIDE TO ACTIONS. THEY SERVE AS ROADMAPS FOR MANAGERS ON A NUMBER OF ISSUES AS ROADMAPS FOR MANAGERS ON A NUMBER OF ISSUES SUCH AS RECRUITMENT, PROMOTION ETC.SUCH AS RECRUITMENT, PROMOTION ETC.A GOOD PERSONNEL POLICY SHOULD BE EASY TO A GOOD PERSONNEL POLICY SHOULD BE EASY TO UNDERSTAND, BASED ON FACTS, EQUITABLE, REASONABLY UNDERSTAND, BASED ON FACTS, EQUITABLE, REASONABLY FLEXIBLE, PRECISE AND RELATED TO OBJECTIVES. FLEXIBLE, PRECISE AND RELATED TO OBJECTIVES.


POLICIES ETC.POLICIES ETC.THE HR MANAGERS, NOW-A-DAYS, PERFORM THREE ROLES THE HR MANAGERS, NOW-A-DAYS, PERFORM THREE ROLES – ADMINISTRATIVE, OPERATIONAL AND STRATEGIC.– ADMINISTRATIVE, OPERATIONAL AND STRATEGIC.HR PROFESSIONALS MUST HAVE KNOWLEDGE OF THE HR PROFESSIONALS MUST HAVE KNOWLEDGE OF THE ORGANISATION AND ITS OVERALL FUNCTIONING. HR ORGANISATION AND ITS OVERALL FUNCTIONING. HR PROFESSIONALS NEED CONSIDERABLE KNOWLEDGE, PROFESSIONALS NEED CONSIDERABLE KNOWLEDGE, SKILLS AND EXPERITSE IN OTHER BRANCHES OF SKILLS AND EXPERITSE IN OTHER BRANCHES OF DISCIPLINES (LIKE STATISTICS) DISCIPLINES (LIKE STATISTICS) PERSONNEL MASNAGEMENT AS A PROFESSION HAS PERSONNEL MASNAGEMENT AS A PROFESSION HAS REACHED RESPECTIVE HEIGHTS, OVER THE YEARS, THANKS REACHED RESPECTIVE HEIGHTS, OVER THE YEARS, THANKS TO AN EVER GROWING BODY OF LITERATURE, TO AN EVER GROWING BODY OF LITERATURE, MUSHROOMING GROWTH OF MANAGEMENT INSTITUTIONS MUSHROOMING GROWTH OF MANAGEMENT INSTITUTIONS AND LUCRATIVE JOB OPPORTUNITIES AVAILABLE TO AND LUCRATIVE JOB OPPORTUNITIES AVAILABLE TO COMPETENT INDIVIDUALS. COMPETENT INDIVIDUALS. DEFINITIONS : 1. PERSONNEL MANAGEMENT – IT IS THE DEFINITIONS : 1. PERSONNEL MANAGEMENT – IT IS THE MOST EFFECTIVE USE OF PEOPLE TO ACHIEVE MOST EFFECTIVE USE OF PEOPLE TO ACHIEVE ORGANISATIONAL AND INDIVIDUAL GOALS. ORGANISATIONAL AND INDIVIDUAL GOALS.


POLICIES ETC.POLICIES ETC.PERSONNEL MANAGEMENT IS A WAY OF MANAGING PEOPLE PERSONNEL MANAGEMENT IS A WAY OF MANAGING PEOPLE TO WORK SO THAT THEY GIVE THEIR BEST TO THE TO WORK SO THAT THEY GIVE THEIR BEST TO THE ORGANISATION.ORGANISATION.PERSONNEL POLICIES – A SET OF PROPOSALS AND PERSONNEL POLICIES – A SET OF PROPOSALS AND ACTIONS THAT ACT AS A REFERENCE POINTS FOR ACTIONS THAT ACT AS A REFERENCE POINTS FOR MANAGERS IN THEIR DEALINGS WITH EMPLOYEES.MANAGERS IN THEIR DEALINGS WITH EMPLOYEES.PERSONNEL PROCEDURES – ACTION GUIDELINES PERSONNEL PROCEDURES – ACTION GUIDELINES GOVERING THE BEHAVIOUR OF EMPLOYEES AT WORK.GOVERING THE BEHAVIOUR OF EMPLOYEES AT WORK.EMPLOYEE COUNSELLING – THE PROCESS THROUGH WHICH EMPLOYEE COUNSELLING – THE PROCESS THROUGH WHICH EMPLOYEES ARE GIVEN ADVISE IN SOLVING WORK RELATED EMPLOYEES ARE GIVEN ADVISE IN SOLVING WORK RELATED AS WELL AS PERSONNEL PROBLEMS.AS WELL AS PERSONNEL PROBLEMS.COMPETENCY – ABILITY TO PERFORM EXCEPTIONALLY WELL COMPETENCY – ABILITY TO PERFORM EXCEPTIONALLY WELL AND INCREASE THE STOCK OF TARGETED RESOURCES AND INCREASE THE STOCK OF TARGETED RESOURCES WITHIN THE FIRM.WITHIN THE FIRM.


POLICIES ETC.POLICIES ETC.CAPABILITY – DEVELOPING THE TECHNIQUE OF UTILISING THE CAPABILITY – DEVELOPING THE TECHNIQUE OF UTILISING THE AVAILABILE RESOURCES TO PERFORM AN ACTIVITY EFFICIENTLY AVAILABILE RESOURCES TO PERFORM AN ACTIVITY EFFICIENTLY AND WITHIN THE STIPULATED TIME.AND WITHIN THE STIPULATED TIME.CORE COMPETENCE: ACTIVITY THAT THE FIRM PERFORMS, CORE COMPETENCE: ACTIVITY THAT THE FIRM PERFORMS, ESPECIALLY WELL, WHEN COMPARED TO ITS COMPETITORS AND ESPECIALLY WELL, WHEN COMPARED TO ITS COMPETITORS AND THROUGH WHICH THE FIRM ADDS VALUE TO ITS GOODS AND THROUGH WHICH THE FIRM ADDS VALUE TO ITS GOODS AND SERVICES OVER A LONG PERIOD OF TIME.SERVICES OVER A LONG PERIOD OF TIME.EFFECTIVENESS – THE EXTENT TO WHICH GOALS HAVE BEEN MET.EFFECTIVENESS – THE EXTENT TO WHICH GOALS HAVE BEEN MET.EFFICIENCY – THE DEGREE TO WHICH OPERATIONS ARE CARRIED EFFICIENCY – THE DEGREE TO WHICH OPERATIONS ARE CARRIED OUT IN AN ECONOMICAL WAY,.OUT IN AN ECONOMICAL WAY,.ETHICS – SET OF STANDARDS OF CONDUCT AND MORAL ETHICS – SET OF STANDARDS OF CONDUCT AND MORAL JUDGEMENTS THAT HELP TO DETERMINE RIGHT AND WRONG JUDGEMENTS THAT HELP TO DETERMINE RIGHT AND WRONG BEHAVIOUR.BEHAVIOUR.GLOBALISATION – VIEWING THE WORLD AS A SINGLE MARKET FOR GLOBALISATION – VIEWING THE WORLD AS A SINGLE MARKET FOR THE FIRM, THE PROCESS BY WHICH EXPANSION TAKES PLACE THE FIRM, THE PROCESS BY WHICH EXPANSION TAKES PLACE ACROSS DIFFERENT REGIONS AND NATIONAL MARKETS.ACROSS DIFFERENT REGIONS AND NATIONAL MARKETS.

CHAPTER4 HUMAN RESOURCE PLANNINGCHAPTER4 HUMAN RESOURCE PLANNINGHUMAN RESOURCE PLANNING SEEKS TO PLACE THE RIGHT HUMAN RESOURCE PLANNING SEEKS TO PLACE THE RIGHT EMLOYEES AT THE RIGHT TIME, SO THAT AN ORGANISATION EMLOYEES AT THE RIGHT TIME, SO THAT AN ORGANISATION CAN MEET ITS OBJECTIVES.CAN MEET ITS OBJECTIVES.HRP TRIES TO FORECAST PERSONNEL DEMAND, ASSESS HRP TRIES TO FORECAST PERSONNEL DEMAND, ASSESS SUPPLY AND RECONCILE THE TWO IN A SYSTEMATIC SUPPLY AND RECONCILE THE TWO IN A SYSTEMATIC MANNER.MANNER.HRP IS A FORWARD LOOKING FUNCTION. IT TRIES TO HRP IS A FORWARD LOOKING FUNCTION. IT TRIES TO ASSESS HR REQUIREMENTS IN ADVANCE KEEPING THE ASSESS HR REQUIREMENTS IN ADVANCE KEEPING THE PRODUCTION SCHEDULES, MARKET FLUCTUATIONS, PRODUCTION SCHEDULES, MARKET FLUCTUATIONS, DEMAND FORECASTS ETC. IN THE BACKGROUND. DEMAND FORECASTS ETC. IN THE BACKGROUND. THE FOCUS OF THE PLAN IS ALWAYS ON GETTING THE THE FOCUS OF THE PLAN IS ALWAYS ON GETTING THE RIGHT NUMBER OF QUALIFIED PEOPLE INTO THE RIGHT NUMBER OF QUALIFIED PEOPLE INTO THE ORGANISATION.ORGANISATION.HR PLANNING IS ESSENTIAL TO DETERMINE THE FUTURE HR PLANNING IS ESSENTIAL TO DETERMINE THE FUTURE MANPOWER NEEDS IN AN ORGANISATION, OTHERWISE IT MANPOWER NEEDS IN AN ORGANISATION, OTHERWISE IT WILL BE DIFFICULT TO GET RIGHT KIND OF PEOPLE.WILL BE DIFFICULT TO GET RIGHT KIND OF PEOPLE.

CHAPTER4 HUMAN RESOURCE CHAPTER4 HUMAN RESOURCE PLANNINGPLANNING

USE EXISTING MANPOWER PRODUCTIVELY – IT SHOULD BE USE EXISTING MANPOWER PRODUCTIVELY – IT SHOULD BE POSSIBLE TO UTILISE THE EXISTING RESOURCES MORE POSSIBLE TO UTILISE THE EXISTING RESOURCES MORE USEFULLY IN RELATION TO JOB REQUIREMENTS. THIS ALSO USEFULLY IN RELATION TO JOB REQUIREMENTS. THIS ALSO HELPS DECREASING WAGE COSTS.HELPS DECREASING WAGE COSTS.IT PROMOTES EMPLOYEES IN A SYSTEMATIC MANNER.IT PROMOTES EMPLOYEES IN A SYSTEMATIC MANNER.THE HR PLANNING ENABLES A NUMBER OF BENEFITS LIKE THE HR PLANNING ENABLES A NUMBER OF BENEFITS LIKE THE ORGANSIATION CAN USE THE RESERVOIR OF TALENTS.THE ORGANSIATION CAN USE THE RESERVOIR OF TALENTS.PREPARE PEOPLE FOR FUTURE – PEOPLE CAN BE TRAINED, PREPARE PEOPLE FOR FUTURE – PEOPLE CAN BE TRAINED, MOTIVATED AND DEVELOPED IN ADVANCE AND THIS HELPS MOTIVATED AND DEVELOPED IN ADVANCE AND THIS HELPS IN MEETING FUTURE NEEDS. LIKEWISE, HR SHORTAGES IN MEETING FUTURE NEEDS. LIKEWISE, HR SHORTAGES CAN ALSO BE MET COMFORTABLY ((WHEN PEOPLE QUIT CAN ALSO BE MET COMFORTABLY ((WHEN PEOPLE QUIT THE ORGANISATION FOR VARIOUS REASONS) THROUGH THE ORGANISATION FOR VARIOUS REASONS) THROUGH PROPER HR PLANNING.(IMPORTANCE OF HR)PROPER HR PLANNING.(IMPORTANCE OF HR)ADVANCE PLANNING ENSURES A CONTNUOUS SUPPLY OF ADVANCE PLANNING ENSURES A CONTNUOUS SUPPLY OF PEOPLE WITH REQUISITE SKILLS WHO CAN HANDLE PEOPLE WITH REQUISITE SKILLS WHO CAN HANDLE CHALLENGING JOBS EASILY.CHALLENGING JOBS EASILY.


CUT COSTS - HR PLANNING ENABLES CUTTING CUT COSTS - HR PLANNING ENABLES CUTTING COSTS BY AVOIDING SHORTAGES/EXCESSES IN COSTS BY AVOIDING SHORTAGES/EXCESSES IN MANPOWER SUPPLY. THE PHYSICAL FACILITIES MANPOWER SUPPLY. THE PHYSICAL FACILITIES SUCH AS CANTEENS, QUARTERS, SCHOOL, SUCH AS CANTEENS, QUARTERS, SCHOOL, MEDICAL HELP ETC. CAN ALSO BE PLANNED IN MEDICAL HELP ETC. CAN ALSO BE PLANNED IN ADVANCE.ADVANCE.HR PLANNING PREPARES PEOPLE FOR FUTURE HR PLANNING PREPARES PEOPLE FOR FUTURE CHALLENGES. THE ‘STAR EMPPLOYEES’ CAN BE CHALLENGES. THE ‘STAR EMPPLOYEES’ CAN BE PICKED UP AND KEPT READY FOR FURTHER PICKED UP AND KEPT READY FOR FURTHER PROMOTIONS WHENEVER THEY ARISE. PROMOTIONS WHENEVER THEY ARISE. MULTINATIONALS HAVE THIS POLICY OF HAVING MULTINATIONALS HAVE THIS POLICY OF HAVING A HOT LIST OF PROMISISNG CANDIDATES IN A HOT LIST OF PROMISISNG CANDIDATES IN ADVANCE.ADVANCE.


FORMULAING HR PLANSFORMULAING HR PLANSORGANISATIONS OPERATE IN A CHANGING ENVIRONMENT. ORGANISATIONS OPERATE IN A CHANGING ENVIRONMENT. HR REQUIREMENTS ALSO CHANGE CONTINUALLY. HR HR REQUIREMENTS ALSO CHANGE CONTINUALLY. HR DEPARTMENT SHOULD FORMULATE PLANS FOR ITS DEPARTMENT SHOULD FORMULATE PLANS FOR ITS ACTIVITIES LIKE :-ACTIVITIES LIKE :-RECRUITMENT PLAN – WILL INDICATE THE NUMBER AND RECRUITMENT PLAN – WILL INDICATE THE NUMBER AND TYPE OF PEOPLE REQUIRED AND WHEN THEY ARE NEEDED TYPE OF PEOPLE REQUIRED AND WHEN THEY ARE NEEDED SPECIAL PLANS TO RECRUIT THE RIGHT PEOPLE VIA THE SPECIAL PLANS TO RECRUIT THE RIGHT PEOPLE VIA THE RECRUITMENT PROGRAMME.RECRUITMENT PROGRAMME.REDEPLOYMENT PLANS - WILL INDICATE THE REDEPLOYMENT PLANS - WILL INDICATE THE PROGRAMMES FOR TRANSFERRING OR RETRAINING PROGRAMMES FOR TRANSFERRING OR RETRAINING EXISTING EMLOYEES FOR NEW JOBS.EXISTING EMLOYEES FOR NEW JOBS.REDUNDANCY PLAN - WILL INDICATE WHO IS REDUNDANT REDUNDANCY PLAN - WILL INDICATE WHO IS REDUNDANT AND PLANS FOR GOLDEN HANDSHAKE, LAYOFF ETC.AND PLANS FOR GOLDEN HANDSHAKE, LAYOFF ETC.


TRAINING PLAN – WILL INDICATE THE NUMBER OF TRAINING PLAN – WILL INDICATE THE NUMBER OF TRAINEES OR APPRENTICES REQUIRED AND THE TRAINEES OR APPRENTICES REQUIRED AND THE PROGRAMME FOR RECRUITING AND TRAINING PROGRAMME FOR RECRUITING AND TRAINING THEM. THEM. RETENTION PLAN – WILL INDICATE REASONS FOR RETENTION PLAN – WILL INDICATE REASONS FOR EMPLOYEE TURNOVER AND CHANGES IN WORK EMPLOYEE TURNOVER AND CHANGES IN WORK REQUIREMENTS AND IMPROVEMENTS IN REQUIREMENTS AND IMPROVEMENTS IN WORKING CONDITIONS.WORKING CONDITIONS.CONTROL POINTS – THE ENTIRE MANPOWER BE CONTROL POINTS – THE ENTIRE MANPOWER BE SUBJECTED TO MONITORING FROM TIME TO TIME SUBJECTED TO MONITORING FROM TIME TO TIME AND UPDATE MANPOWER INVENTORY, IN THE AND UPDATE MANPOWER INVENTORY, IN THE LIGHT OF THE CHANGING CIRCUMSTANCES AND LIGHT OF THE CHANGING CIRCUMSTANCES AND TO DEVELOP FUTURE PLANS.TO DEVELOP FUTURE PLANS.


EFFECTIVE HUMAN RESOURCE PLANNING – MOST INDIAN EFFECTIVE HUMAN RESOURCE PLANNING – MOST INDIAN ORGANISATIONS DO NOT HAVE ADEQUATE RECORDS ON ORGANISATIONS DO NOT HAVE ADEQUATE RECORDS ON MANPOWER.MANPOWER.THERE IS LACK OF COMPUTERISED PERSONNEL INFORMATION THERE IS LACK OF COMPUTERISED PERSONNEL INFORMATION SYSTEM UNLIKE IN WESTERN COUNTRIES.SYSTEM UNLIKE IN WESTERN COUNTRIES.THERE ARE UNPREDICTABLE EXTERNAL INFLUENCES ON THERE ARE UNPREDICTABLE EXTERNAL INFLUENCES ON MANPOWER PLANNING SUCH AS LABOUR MARKET CONDITIONS, MANPOWER PLANNING SUCH AS LABOUR MARKET CONDITIONS, TECHNOLOGY, MARKET CONDITIONS, POLITICAL CHANGES TECHNOLOGY, MARKET CONDITIONS, POLITICAL CHANGES INEFFECTIVE HR PLANNING.INEFFECTIVE HR PLANNING.THE FOLLOWING GUIDELINES SHOULD BE AVOIDED TO FOR THE FOLLOWING GUIDELINES SHOULD BE AVOIDED TO FOR EFFECTIVE HR PLANNING :-EFFECTIVE HR PLANNING :-THE HR PLAN SHOULD ENJOY CONSISTENT SUPPORT FROM TOP THE HR PLAN SHOULD ENJOY CONSISTENT SUPPORT FROM TOP MANAGEMENT.MANAGEMENT.EMPLOYEE SKILL INVENTORY – ORGANISATION MUST HAVE AN UP-EMPLOYEE SKILL INVENTORY – ORGANISATION MUST HAVE AN UP-TO-DATE EMPLOYEE SKILLS INVENTORY SHOWING PREVIOUS JOBS TO-DATE EMPLOYEE SKILLS INVENTORY SHOWING PREVIOUS JOBS HELD, TENURE ON CURRENT JOB, MOBILITY FACTORS ETC.HELD, TENURE ON CURRENT JOB, MOBILITY FACTORS ETC.HUMAN RESOURCE INFORMATION SYSTEM – TO MANAGE HUMAN RESOURCE INFORMATION SYSTEM – TO MANAGE EMPLOYEE SKILLS INVENTORIES, ORGANISATIONS SHOULD HAVE EMPLOYEE SKILLS INVENTORIES, ORGANISATIONS SHOULD HAVE COMPUTERISED HR INFORMATION SYSTEMS.COMPUTERISED HR INFORMATION SYSTEMS.


COORDINATION - A SEPARATE HR PLANNING DIVISION COORDINATION - A SEPARATE HR PLANNING DIVISION MUST BE CREATED IN LARGE ORGANISATIONS TO MUST BE CREATED IN LARGE ORGANISATIONS TO COORDINATE HR PLANNING EXERCISES AT VARIOUS COORDINATE HR PLANNING EXERCISES AT VARIOUS LEVELS. THE ULTIMATE OBJECTIVE MUST BE TO MAKE USE LEVELS. THE ULTIMATE OBJECTIVE MUST BE TO MAKE USE OF THE HUMAN RESOURCES IN AN OPTIMAL MANNER BY OF THE HUMAN RESOURCES IN AN OPTIMAL MANNER BY FILLING FUTURE VACANCIES WITH RIGHT TYPE OF PEOPLE.FILLING FUTURE VACANCIES WITH RIGHT TYPE OF PEOPLE.THE DOTCOM MELTDOWN IN THE LATE 1990s HAS TAUGHT THE DOTCOM MELTDOWN IN THE LATE 1990s HAS TAUGHT MANY BITTER LESSONS ALL OVER THE GLOBE. EARLY MANY BITTER LESSONS ALL OVER THE GLOBE. EARLY RETIREMENTS HAVE BECOME THE ORDER OF THE DAY. BIG RETIREMENTS HAVE BECOME THE ORDER OF THE DAY. BIG PLANS HAVE BEEN PUT ON HOLD. MANY INDIAN PLANS HAVE BEEN PUT ON HOLD. MANY INDIAN COMPANIES HAVE INVESTED HEAVY AMOUNTS IN COMPANIES HAVE INVESTED HEAVY AMOUNTS IN COMPUTERISING HR FUNCTIONS. THE EMPLOYEE DATA COMPUTERISING HR FUNCTIONS. THE EMPLOYEE DATA BANKS AND SKILL INVENTORIES ARE BUILT UP TO FILL BANKS AND SKILL INVENTORIES ARE BUILT UP TO FILL VACANT POSITIONS IN A SYSTEMATIC WAY.VACANT POSITIONS IN A SYSTEMATIC WAY.

RECRUITMENT RECRUITMENT HUMAN RESOURCES ARE MOST IMPORTANT HUMAN RESOURCES ARE MOST IMPORTANT ASSET IN AN ORGANISATION.ASSET IN AN ORGANISATION.IN ORDER TO PERFORM ACTIVITIES OF AN IN ORDER TO PERFORM ACTIVITIES OF AN ORGANISATION WE NEED TO RECRUIT PEOPLE ORGANISATION WE NEED TO RECRUIT PEOPLE WITH REQUISITE SKILLS, QUALIFICATIONS AND WITH REQUISITE SKILLS, QUALIFICATIONS AND EXPERIENCE.EXPERIENCE.PRESENT AND FUTURE NEEDS ARE TAKEN INTO PRESENT AND FUTURE NEEDS ARE TAKEN INTO ACCOUNT.ACCOUNT.RECRUITMENT IS THE PROCESS OF LOCATING RECRUITMENT IS THE PROCESS OF LOCATING AND ENCOURAGING POTENTIAL APPLICANTS TO AND ENCOURAGING POTENTIAL APPLICANTS TO APPLY FOR EXISTING OR ANTICIPATED JOB APPLY FOR EXISTING OR ANTICIPATED JOB OPENINGS.OPENINGS.

RECRUITMENTRECRUITMENTRECRUITMENT LARGELY AIMS AT :RECRUITMENT LARGELY AIMS AT :ATTRACTING LARGE NUMBER OF QUALIFIED APPLICANTS.ATTRACTING LARGE NUMBER OF QUALIFIED APPLICANTS.IT IS NOT EASY TO FIND AND SELECT A SUITABLE IT IS NOT EASY TO FIND AND SELECT A SUITABLE CANDIDATE FOR JOB OPENING.CANDIDATE FOR JOB OPENING.SOME BRIGHT CANDIDATES MAY BEGIN NOT IN LINE WITH SOME BRIGHT CANDIDATES MAY BEGIN NOT IN LINE WITH THEIR EXPECTATIONS (COMPENSATION, CHALLENGING THEIR EXPECTATIONS (COMPENSATION, CHALLENGING WORK, FLEXI WORKING CONDITIONS ETC.)WORK, FLEXI WORKING CONDITIONS ETC.)IF THE IMAGE OF ORGANISATION IS POOR.IF THE IMAGE OF ORGANISATION IS POOR.UNATTRACTIVE JOB LIKE PLACE OF JOB (VILLAGE, LACK OF UNATTRACTIVE JOB LIKE PLACE OF JOB (VILLAGE, LACK OF CAREER GROWTH, GOVERNMENT JOBS NOT PREFERRED BY CAREER GROWTH, GOVERNMENT JOBS NOT PREFERRED BY MANY)MANY)LACK OF MERIT AS BASIS FOR FURTHER GROWTH. LACK OF MERIT AS BASIS FOR FURTHER GROWTH. (RESERVATION POLICY OF GOVERNMENT).(RESERVATION POLICY OF GOVERNMENT).THERE IS GREAT DEMAND FOR MANAGEMENT GRADUATES, THERE IS GREAT DEMAND FOR MANAGEMENT GRADUATES, SOFTWARE PERSONNEL, ENGINEERING, R&D SKILLS).SOFTWARE PERSONNEL, ENGINEERING, R&D SKILLS).

RECRUITMENTRECRUITMENTMODERN EMPLOYEES LOOK FOR A SATISFYING CAREER IN MODERN EMPLOYEES LOOK FOR A SATISFYING CAREER IN PLACE OF ‘JUST—A-JOB’. IF NO CAREER GROWTH PLACE OF ‘JUST—A-JOB’. IF NO CAREER GROWTH EMPLOYEES LEAVE THE WORK ORGANISATION.EMPLOYEES LEAVE THE WORK ORGANISATION.SCAM AFFECTED COMPANIES ARE RED IN THE MARKET. SCAM AFFECTED COMPANIES ARE RED IN THE MARKET. PEOPLE HAVE LEFT THEM.PEOPLE HAVE LEFT THEM.NEW TECHNOLOGIES CREATE NEW JOBS. EXISTING JOBS NEW TECHNOLOGIES CREATE NEW JOBS. EXISTING JOBS UNDERGO CHANGE. LIBERALISATION HAVE BROUGHT UNDERGO CHANGE. LIBERALISATION HAVE BROUGHT RAPID CHANGES IN BANKING, ELECTRONICS, TELECOM, RAPID CHANGES IN BANKING, ELECTRONICS, TELECOM, SOFTWARE, PHARASEUTICALS.THERE IS CHRONIC SOFTWARE, PHARASEUTICALS.THERE IS CHRONIC SHORTAGE OF PEOPLE IN THESE SECTORS. COMPANIES SHORTAGE OF PEOPLE IN THESE SECTORS. COMPANIES WILL HAVE TO COMPETE SUCCESSFULLY FOR SMALL WILL HAVE TO COMPETE SUCCESSFULLY FOR SMALL NUMBER OF SUITABLE CANDIDATES AVAILABLE IN THE NUMBER OF SUITABLE CANDIDATES AVAILABLE IN THE MARKET.MARKET.THE POLITICAL ENVIRONMENT HAS PLAYED THE PART OF THE POLITICAL ENVIRONMENT HAS PLAYED THE PART OF PROVIDING “EQUAL EMPLOYMENT OPPORTUNITY” – NOT TO PROVIDING “EQUAL EMPLOYMENT OPPORTUNITY” – NOT TO DENY JOBS ON THE BASIS OF CASTE, COLOUR, GENDER DENY JOBS ON THE BASIS OF CASTE, COLOUR, GENDER ETC. ETC.

RECRUITMENTRECRUITMENTLEGAL ENVIRONMENT :LEGAL ENVIRONMENT :FACTORIES ACT PROHIBITS EMPLOYMENT OF WORMEN FACTORIES ACT PROHIBITS EMPLOYMENT OF WORMEN (NIGHT WORK, CARRYING HEAVY LOADS, PROHIBIT (NIGHT WORK, CARRYING HEAVY LOADS, PROHIBIT EMPLOYMENT OF CHILDREN BELOW 14 YEARSEMPLOYMENT OF CHILDREN BELOW 14 YEARSAPPRENTICE ACT, 1961 DIRECTS THE EMPLOYER TO APPRENTICE ACT, 1961 DIRECTS THE EMPLOYER TO EMPLOY ‘APPRENTICES’ AND TRAIN THEM AT THEIR EMPLOY ‘APPRENTICES’ AND TRAIN THEM AT THEIR COST.COST.EMPLOYMENT EXCHANGES ACT – THIS ACT DIRECT EMPLOYMENT EXCHANGES ACT – THIS ACT DIRECT EMPLOYERS TO NOTIFY THE VACANCIES TO THEM EMPLOYERS TO NOTIFY THE VACANCIES TO THEM BEFORE THEY ARE FILLED IN. BEFORE THEY ARE FILLED IN. CONTRACT LABOUR ACT, 1970 – REGULATES THE CONTRACT LABOUR ACT, 1970 – REGULATES THE CONDITIONS OF SERVICE OF LABOUR AND ALSO CONDITIONS OF SERVICE OF LABOUR AND ALSO PROVIDES ABOLITION OF CONTRACT LABOUR IN CERTAIN PROVIDES ABOLITION OF CONTRACT LABOUR IN CERTAIN ESTABLISHMENTS.ESTABLISHMENTS.BONDED LABOUR SYSTEM (ABOLITION ACT, 1975 BONDED LABOUR SYSTEM (ABOLITION ACT, 1975 ABOLISHES BONDED LABOUR OR HIS FAMILY MEMBERS.ABOLISHES BONDED LABOUR OR HIS FAMILY MEMBERS.THE CHILD LABOUR ACT, 1986 PROHIBITS EMPLOYMENT THE CHILD LABOUR ACT, 1986 PROHIBITS EMPLOYMENT OF CHILDREN BELONG 14 YEARS OF AGE.OF CHILDREN BELONG 14 YEARS OF AGE.

SOURCES OF RECRUITMENTSOURCES OF RECRUITMENTSOURCES OF RECRUITMENT SOURCES OF RECRUITMENT (1) INTERNAL SOURCES (2) EXTERNAL SOURCES.(1) INTERNAL SOURCES (2) EXTERNAL SOURCES.INTERNAL SOURCES – THOSE WORKING IN AN INTERNAL SOURCES – THOSE WORKING IN AN ORGANISATION CONSTITUTE INTERNAL SOURCES, WHICH ORGANISATION CONSTITUTE INTERNAL SOURCES, WHICH INCLUDES RETRENCHED EMPLOYEES. WHEN VACANCY INCLUDES RETRENCHED EMPLOYEES. WHEN VACANCY ARISES SOMEONE WITHIN THE ORGANISATION IS ARISES SOMEONE WITHIN THE ORGANISATION IS UPGRADED, TRANSFERRED, PROMOTED ETC.)UPGRADED, TRANSFERRED, PROMOTED ETC.)MERITS OF INTERNAL SOURCES (NO EXPENSE INCURRED, MERITS OF INTERNAL SOURCES (NO EXPENSE INCURRED, THE ORGANISATION HAS KNOWLEDGE ABOUT THE THE ORGANISATION HAS KNOWLEDGE ABOUT THE CANDIDATE, PROVIDES MOTIVATION FOR EMPLOYEES).CANDIDATE, PROVIDES MOTIVATION FOR EMPLOYEES).DEMERITS OF INTERNAL SOURCES – LIMITED CHOICE, DEMERITS OF INTERNAL SOURCES – LIMITED CHOICE, SACRIFICE QUALITY, SETTLE FOR LESS QUALIFIED, LACK OF SACRIFICE QUALITY, SETTLE FOR LESS QUALIFIED, LACK OF DYNAMISM IN THE WORK FORCE)DYNAMISM IN THE WORK FORCE)EXTERNAL SOURCES – LIE OUTSIDE THE ORGANISATION, EXTERNAL SOURCES – LIE OUTSIDE THE ORGANISATION, THE PROSPECTIVE CANDIDATES ARE (1) EMPLOYEES THE PROSPECTIVE CANDIDATES ARE (1) EMPLOYEES WORKING IN OTHER ORGANISATIONS WORKING IN OTHER ORGANISATIONS

STUDNETS FROM REPUTED INSTITUTIONS, STUDNETS FROM REPUTED INSTITUTIONS, CANDIDATES REFERRED BY EMPLOYEES, CANDIDATES REFERRED BY EMPLOYEES, CANDIDATES FORWARDED BY PLACEMENT CANDIDATES FORWARDED BY PLACEMENT AGENCIES, CANDIDATES RESPONDING TO AGENCIES, CANDIDATES RESPONDING TO ADVERTISEMENTS, JOB PORTALS, UNSOLICITED ADVERTISEMENTS, JOB PORTALS, UNSOLICITED APPLICATIONS/WALK-INS ETC.)APPLICATIONS/WALK-INS ETC.)Job Posting Organisation publishes job openings Job Posting Organisation publishes job openings on electronic media (television on electronic media (television Employers encourage employees to apply for jobs Employers encourage employees to apply for jobs within their Group./within their Group./Direct Methods Campus Recruitment, Direct Methods Campus Recruitment, Employment Exchanges, Gate Hirings and Employment Exchanges, Gate Hirings and Contractors provide personnel. Contractors provide personnel.

RecruitmentRecruitmentA Recruitment Policy indicates the A Recruitment Policy indicates the organisation’s code of conduct in organisation’s code of conduct in recruitment arena.recruitment arena.Advertise for vacancies.Advertise for vacancies.Call for candidates with requisite Call for candidates with requisite educational and experience criteria.educational and experience criteria.

SelectionSelectionSelection is a process of picking individuals Selection is a process of picking individuals having relevant qualifications and experience having relevant qualifications and experience from out of a pool of candidates.from out of a pool of candidates.The purpose of selection is to take suitable The purpose of selection is to take suitable candidates. The need of the job are matched with candidates. The need of the job are matched with the profile of candidates.the profile of candidates.If suitable candidate not appointed both the If suitable candidate not appointed both the employee and organisation will suffer.employee and organisation will suffer.Effective selection requires a perfect fit between Effective selection requires a perfect fit between the person and the job. the person and the job. Screening interview is conducted by large Screening interview is conducted by large organisations to cut cost and time of the organisations to cut cost and time of the company.company.

SelectionSelectionApplication form is one of the methods to Application form is one of the methods to collect information about a candidate. i.e. collect information about a candidate. i.e. personal data (address) Marital data, personal data (address) Marital data, Physical data (weight, health condition, Physical data (weight, health condition, educational data (levels of formal educational data (levels of formal education, marks) Employment data (past education, marks) Employment data (past experience, nature of duties, designation, experience, nature of duties, designation, salary drawn, reasons for leaving the salary drawn, reasons for leaving the previous job etc., Extra curricular activities previous job etc., Extra curricular activities (sports, games, NCC, prizes won, leisure (sports, games, NCC, prizes won, leisure time activities) References (names of two time activities) References (names of two persons who can certify the suitability of persons who can certify the suitability of the applicant.the applicant.

SelectionSelectionSelection Procedures :Selection Procedures :Selection Interview - Interview is the oral Selection Interview - Interview is the oral examination for employment. Interview examination for employment. Interview helps the organisation to make judgment helps the organisation to make judgment on interviewee’s enthusiasm, appearance, on interviewee’s enthusiasm, appearance, nervousness, facial expressions etc.nervousness, facial expressions etc.Ask questions that are not covered under Ask questions that are not covered under the tests.the tests.Get as much pertinent information as Get as much pertinent information as possible.possible.

Selection InterviewSelection InterviewTypes of interviews Types of interviews Non directive interviewNon directive interview The recruiter asks questions as The recruiter asks questions as they come to mind. No specific format, the questions are they come to mind. No specific format, the questions are open ended (tell me more about what you did in the last job open ended (tell me more about what you did in the last job like that. like that. Interview Interview The directive or StructuredThe directive or Structured The recruiter uses The recruiter uses the predetermined questions. It improves the reliability of the predetermined questions. It improves the reliability of interview process, eliminate biases. It is criticised for being interview process, eliminate biases. It is criticised for being mechanical and restricts the freedom of interviewers.mechanical and restricts the freedom of interviewers.The Situational Interview The Situational Interview The applicant is confronted The applicant is confronted with a hypothetical incident and ask him how he or she with a hypothetical incident and ask him how he or she would respond to it. would respond to it. Behavioural Interview It focus on actual work incidents (as Behavioural Interview It focus on actual work incidents (as against hypothetical incidents) in the applicants past. The against hypothetical incidents) in the applicants past. The applicant is supposed to reveal what he did in that applicant is supposed to reveal what he did in that situation, for example how he disciplined an employee situation, for example how he disciplined an employee smoking inside the factory or office premises.smoking inside the factory or office premises.

Selection Interview Selection Interview Stress InterviewStress Interview In this type of interview the organisation In this type of interview the organisation attempts to find how applicants would respond to attempts to find how applicants would respond to aggressive, rude and insulting questions.aggressive, rude and insulting questions.Panel InterviewPanel Interview - The applicant meets three or four - The applicant meets three or four interviewers who ask questions. The applicant may feel interviewers who ask questions. The applicant may feel stressed by questions by a number of people, though asked stressed by questions by a number of people, though asked one by one.one by one.Selection techniquesSelection techniques Intelligence Tests – This is a mental Intelligence Tests – This is a mental ability test. The basic objective is to assess alertness and ability test. The basic objective is to assess alertness and quick at learning things. A number of traits like memory, quick at learning things. A number of traits like memory, vocabulary, verbal fluency, numerical ability, perception vocabulary, verbal fluency, numerical ability, perception etc.etc.Aptitude TestsAptitude Tests – This measures an individual’s potential – This measures an individual’s potential to learn certain skills. to learn certain skills. Personality testsPersonality tests – This measures the basic aspects of an – This measures the basic aspects of an applicant’s personality such as motivation, self-confidence, applicant’s personality such as motivation, self-confidence, interpersonal behaviour.interpersonal behaviour.

Selection InterviewSelection InterviewProjective TestsProjective Tests – This test expects the candidate to – This test expects the candidate to interpret problems or situations based on their own interpret problems or situations based on their own motives, attitudes, values etc. In a Thematic Appreciation motives, attitudes, values etc. In a Thematic Appreciation Test, the testee is shown a picture and asked to make up a Test, the testee is shown a picture and asked to make up a story.story.Interests TestsInterests Tests – This test shows the areas of work in – This test shows the areas of work in which a person is most interested. The basic idea is that which a person is most interested. The basic idea is that people are most likely to be successful in jobs they like. people are most likely to be successful in jobs they like. This test can be used as effective selection tools. This test can be used as effective selection tools. Achievement testsAchievement tests ; This is designed to measure what the ; This is designed to measure what the applicant can do on the job currently like typing test, applicant can do on the job currently like typing test, stenography test – ability to take dictation and transcribe. stenography test – ability to take dictation and transcribe. Simulation TestsSimulation Tests – This test duplicates many of the – This test duplicates many of the activities and problems an employee faces while at work. It activities and problems an employee faces while at work. It is intended to assess the potential of candidate for is intended to assess the potential of candidate for managerial positions. managerial positions.

Selection - InterviewSelection - InterviewAssessment Centre -Assessment Centre - It incorporates group and individual It incorporates group and individual exercises. These exercises are designed to simulate the exercises. These exercises are designed to simulate the type of work which the candidate will be expected to do. It type of work which the candidate will be expected to do. It takes days to conduct various exercises, evaluated by a takes days to conduct various exercises, evaluated by a team of trained observers, requires separate facility, team of trained observers, requires separate facility, suitable for managerial jobs, usually performed on groups suitable for managerial jobs, usually performed on groups of applicants at the same time. Examples of the simulated of applicants at the same time. Examples of the simulated exercises based on real-life included in typical assessment exercises based on real-life included in typical assessment centre are (1) in-basket (2) the leaderless group discussion centre are (1) in-basket (2) the leaderless group discussion (3) Business games (4) Individual Presentations (5) (3) Business games (4) Individual Presentations (5) Structured Interview.Structured Interview.The In-basketThe In-basket – There is an accumulation of reports, – There is an accumulation of reports, letters and other materials in the basket of simulated job he letters and other materials in the basket of simulated job he is supposed to take over. The candidate is asked to take is supposed to take over. The candidate is asked to take action within a limited amount of time by writing letters, action within a limited amount of time by writing letters, notes, agenda for meeting etc. The results are then notes, agenda for meeting etc. The results are then reviewed by the evaluators.reviewed by the evaluators.

Selection - InterviewSelection - InterviewThe Leaderless Group DiscussionThe Leaderless Group Discussion – This exercise – This exercise involves groups of managerial candidates working together involves groups of managerial candidates working together on a job-related problem. The problem should be realistic, on a job-related problem. The problem should be realistic, usually in groups of five or six candidates. A leader is not usually in groups of five or six candidates. A leader is not designated. Two or more assessors typically observe the designated. Two or more assessors typically observe the interactions within the group. This assesses the skills of interactions within the group. This assesses the skills of oral communication, tolerance for stress, adaptability, self-oral communication, tolerance for stress, adaptability, self-confidence, persuasive ability. confidence, persuasive ability. Individual PresentationIndividual Presentation – Participants are given a limited – Participants are given a limited amount of time to plan, organise and prepare presentation amount of time to plan, organise and prepare presentation on an assigned topic. It tests the skills of oral on an assigned topic. It tests the skills of oral communication, self-confidence, persuasive abilities etc.communication, self-confidence, persuasive abilities etc.Business GamesBusiness Games – Here participants solve a problem, – Here participants solve a problem, usually as members of two or more simulated companies usually as members of two or more simulated companies that are competing in the market. Decisions might include that are competing in the market. Decisions might include how to advertise, how to penetrate the market etc. how to advertise, how to penetrate the market etc. Participants exhibit interpersonal skills, planning, leadership Participants exhibit interpersonal skills, planning, leadership

Selection - InterviewSelection - InterviewGraphology testsGraphology tests – Graphology involves using a trained – Graphology involves using a trained evaluator to examine the lines, loops, curves in a person’s evaluator to examine the lines, loops, curves in a person’s handwriting to assess the person’s personality and handwriting to assess the person’s personality and emotional make-up. This method is criticized.emotional make-up. This method is criticized.Polygraph (lie-detector test)Polygraph (lie-detector test) – The lie detector consists – The lie detector consists of a rubber tube around the chest and sensors attached to of a rubber tube around the chest and sensors attached to the fingers to record the physiological changes in the the fingers to record the physiological changes in the examinee, as the examiner puts questions. It records the examinee, as the examiner puts questions. It records the fluctuations in respiration, blood pressure and perspiration fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. Critics, however, question on a moving roll of graph paper. Critics, however, question the appropriateness f this test.the appropriateness f this test.Integrity testIntegrity test – It is designed to measure the employee – It is designed to measure the employee honesty. The applicant is required to answer several ‘yes’ honesty. The applicant is required to answer several ‘yes’ or ‘No’. The test contain questions that repeat themselves or ‘No’. The test contain questions that repeat themselves in some way and the evaluator then examines the in some way and the evaluator then examines the consistency in responses. consistency in responses.

Selection Placement & InductionSelection Placement & InductionPlacement is the actual posting of an employee to a specific Placement is the actual posting of an employee to a specific job.job.It involves assigning specific rank and responsibility to an It involves assigning specific rank and responsibility to an employee.employee.Placement is an important human resource activity.Placement is an important human resource activity.Orientation or induction is the task of introducing the new Orientation or induction is the task of introducing the new employee to the organisation and its policies.employee to the organisation and its policies.A typical formal orientation may last for a day. During this A typical formal orientation may last for a day. During this time, the new employee is provided with information about time, the new employee is provided with information about the company, its history, its current position, leave rules, the company, its history, its current position, leave rules, rest period etc. rest period etc. Handbook is given to the employees during induction.Handbook is given to the employees during induction.Induction removes fears. The new comer steps into the Induction removes fears. The new comer steps into the organisation as a stranger. He is new to people and work organisation as a stranger. He is new to people and work environment. It assists him in knowing the job, its content environment. It assists him in knowing the job, its content

Selection – Induction Selection – Induction Induction informs about the people with whom the new Induction informs about the people with whom the new recruit is supposed to interact.recruit is supposed to interact.It is also intended to enable the new recruit to get along It is also intended to enable the new recruit to get along with the people.with the people.The induction program has some steps like Welcome to the The induction program has some steps like Welcome to the organisation, explain about the company, show the organisation, explain about the company, show the department or location where the new recruit will work.department or location where the new recruit will work.Give company manual to the newcomers.Give company manual to the newcomers.Give details of the perks like medical form to be filled in, Give details of the perks like medical form to be filled in, details of the medical policy etc, give details about the details of the medical policy etc, give details about the leave, holidays, importance of attendance and punctuality .leave, holidays, importance of attendance and punctuality .Take the new employees on a guided tour of buildings, Take the new employees on a guided tour of buildings, facilities and hand him over to his supervisor.facilities and hand him over to his supervisor.

Selection Induction /Transfer Selection Induction /Transfer Content of inductionContent of induction Job duties, relationship with other jobs, insurance, medical Job duties, relationship with other jobs, insurance, medical facilities inside the company, recreation, retirement facilities inside the company, recreation, retirement benefits, rest time, training avenues, , probationary period, benefits, rest time, training avenues, , probationary period, disciplinary procedure, company polices, grievance redress disciplinary procedure, company polices, grievance redress system.system.SocialisationSocialisation is a process through which a new recruit is a process through which a new recruit begins to understand and accept the values, norms and begins to understand and accept the values, norms and beliefs held by other in an organisation. Orientation helps beliefs held by other in an organisation. Orientation helps the new employees to interact freely with employees the new employees to interact freely with employees working at various levels and learn behaviours that are working at various levels and learn behaviours that are acceptable. acceptable. TransferTransfer is a change in job assignment. is a change in job assignment. Purpose of transferPurpose of transfer : to meet organisational : to meet organisational requirement, to satisfy employee needs, to utilise emloyees requirement, to satisfy employee needs, to utilise emloyees better, to punish employees.better, to punish employees.

Transfer / Promotion Transfer / Promotion Benefits of TransferBenefits of Transfer To improve employee skills, reduce boredom, remedy faulty To improve employee skills, reduce boredom, remedy faulty placement decisions, prepare the employee for challenging placement decisions, prepare the employee for challenging assignments in future, assignments in future, Problems of transferProblems of transfer – inconvenient to employees who – inconvenient to employees who otherwise do not want to move, discriminatory transfers otherwise do not want to move, discriminatory transfers may affect employee morale, shifting of efficient hands may affect employee morale, shifting of efficient hands may affect productivity.may affect productivity.PromotionPromotion refers to upward movement of an employee refers to upward movement of an employee from current job, that is higher in pay, responsibility. from current job, that is higher in pay, responsibility. Promotion brings in status. Promotion is different from Promotion brings in status. Promotion is different from upgradation, which means elevating the place of the job upgradation, which means elevating the place of the job with minor enhancement in pay.with minor enhancement in pay.Transfer implies horizontal movement of an employee to Transfer implies horizontal movement of an employee to another job at the same level. There is no increase in pay, another job at the same level. There is no increase in pay, authority or status. Hence it cannot act as motivation.authority or status. Hence it cannot act as motivation.

TransferTransferPromotion enables employee self-development. It Promotion enables employee self-development. It enhances the employee morale.enhances the employee morale.Bases of PromotionBases of Promotion Merit based promotion It motivates employees to Merit based promotion It motivates employees to work hard, it helps employer to retain talented work hard, it helps employer to retain talented people in the organsiation. It inspires employees people in the organsiation. It inspires employees to improve standards of performance.to improve standards of performance.Merit based promotion is criticised. Personal Merit based promotion is criticised. Personal prejudices, biases and union pressures make prejudices, biases and union pressures make come in the way of promoting the best performer.come in the way of promoting the best performer.Also, past performance may not guarantee future Also, past performance may not guarantee future success of an employee.success of an employee.

Transfer PromotionTransfer PromotionSeniority based PromotionSeniority based PromotionSeniority refers to relative strength Seniority refers to relative strength of service in the same organisation.of service in the same organisation.It is welcomed by Union. There is no It is welcomed by Union. There is no scope for favouritism, discrimination scope for favouritism, discrimination and subjective judgment. Everyone is and subjective judgment. Everyone is sure of getting the same one day.sure of getting the same one day.It de-motivates the young employee, It de-motivates the young employee, also the more capable employees.also the more capable employees.

PromotionPromotion Promotion PolicyPromotion Policy

Seniority and Merit based promotion suffer from Seniority and Merit based promotion suffer from certain limitations.certain limitations.To be fair, a firm should institute a promotion To be fair, a firm should institute a promotion policy that gives consideration to seniority and policy that gives consideration to seniority and merit.merit.The norms for judging the merit, length of The norms for judging the merit, length of service etc should be established beforehand.service etc should be established beforehand.Detailed records of service, performance should Detailed records of service, performance should be maintained for all employees.be maintained for all employees.The rules of promotion should be applied equally The rules of promotion should be applied equally among all employees.among all employees.

PromotionPromotionPromotion Policy should be Promotion Policy should be communicated to all employees.communicated to all employees.The Promotion Policy should be The Promotion Policy should be reviewed periodically.reviewed periodically.Promotion if cannot be granted Promotion if cannot be granted should have alternative - like should have alternative - like Upgradation of post. In upgradation Upgradation of post. In upgradation employee gets monetary benefits employee gets monetary benefits though not promotion.though not promotion.

DemotionDemotionDemotion is downward movement of an Demotion is downward movement of an employee in the organsiational hierarchy.employee in the organsiational hierarchy.It implies lower status, pay and powers.It implies lower status, pay and powers.The employee suffers emotional and financial The employee suffers emotional and financial loss.loss.Causes for Demotion Causes for Demotion A Promotee is unable to meet the challenges of A Promotee is unable to meet the challenges of the new job.the new job.Demotion may be used as ‘disciplinary measure’ Demotion may be used as ‘disciplinary measure’ against errant employees.against errant employees.There should be enough room for review against There should be enough room for review against petitions of demotion of employee.petitions of demotion of employee.The procedure should be fair.The procedure should be fair.

Employee SeparationEmployee SeparationEmployee separation occur when employees Employee separation occur when employees ceases to be members of an organisation.ceases to be members of an organisation.The relationship of Master and Servant comes to The relationship of Master and Servant comes to an end.an end.There are several types of separationsThere are several types of separationsResignation It is a voluntary separation.Resignation It is a voluntary separation.Sometimes resignation may be forced on the Sometimes resignation may be forced on the employee, on disciplinary measure.employee, on disciplinary measure.Resignation brings disruption in the normal flow Resignation brings disruption in the normal flow of work. The parting of ways should be pleasant.of work. The parting of ways should be pleasant.An exit interview is conducted by HR Department.An exit interview is conducted by HR Department.

Retirement Retirement Retirement comes at the end of an emloyee’s Retirement comes at the end of an emloyee’s career in an organisation.career in an organisation.Retirement usually results in retiree receiving Retirement usually results in retiree receiving gratuity amount, encashment of earned leave, gratuity amount, encashment of earned leave, pension etc.pension etc.Compulsory RetirementCompulsory Retirement – Government retires – Government retires employees compulsorily after attaining 50 years employees compulsorily after attaining 50 years or above. or above. Voluntary RetirementVoluntary Retirement – In case of voluntary – In case of voluntary retirement the employer gives certain financial retirement the employer gives certain financial benefits which is attractive.benefits which is attractive.Some companies give medical benefits for Some companies give medical benefits for employees retiring on voluntary retirement employees retiring on voluntary retirement scheme. Tax benefit is also available to retirees.scheme. Tax benefit is also available to retirees.

RetirementRetirementDeath Death … Some employees may die while in service. On … Some employees may die while in service. On compassionate grounds, some employers give job to the compassionate grounds, some employers give job to the next kith and kin.next kith and kin.The normal separation of people from an organisation due The normal separation of people from an organisation due to resignation, retirement or death is known as ‘attrition’.to resignation, retirement or death is known as ‘attrition’.RetrenchmentRetrenchment – is the permanent separation of an – is the permanent separation of an employee’s services due to economic reasons (surplus employee’s services due to economic reasons (surplus staff, poor demand for products, general economic slow staff, poor demand for products, general economic slow down, accumulation of stock. The rules (amount payable) down, accumulation of stock. The rules (amount payable) towards retrenchment of employees is governed by towards retrenchment of employees is governed by Industrial Disputes Act, 1947.Industrial Disputes Act, 1947.DischargeDischarge means termination of the services of an means termination of the services of an employee, but not necessarily as a punishment.employee, but not necessarily as a punishment.DismissalDismissal is the termination of an employee as a punitive is the termination of an employee as a punitive measure (discipline) for some misconduct.measure (discipline) for some misconduct.Discharge//DismissalDischarge//Dismissal is a drastic measure. is a drastic measure.

SuspensionSuspensionSuspensionSuspension - means prohibiting an - means prohibiting an employee from attending work and employee from attending work and performing normal duties assigned to him. performing normal duties assigned to him. It is a sort of punishment for specified It is a sort of punishment for specified period and resorted to only as a period and resorted to only as a punishment.punishment.During suspension an employee is eligible During suspension an employee is eligible to get subsistence allowance under to get subsistence allowance under Industrial Employment Standing Orders Industrial Employment Standing Orders Act.Act.If the charges are serious and proved, If the charges are serious and proved, suspension may lead to termination also.suspension may lead to termination also.

DISCHARGE / DISMISSALDISCHARGE / DISMISSALDismissal is the termination of the services of an employee Dismissal is the termination of the services of an employee as a punitive (punishment) measureas a punitive (punishment) measureDischarge also means termination of the services of an Discharge also means termination of the services of an employee, but not necessarily as a punishment. employee, but not necessarily as a punishment. Discharge / dismissal is a drastic measure seriously Discharge / dismissal is a drastic measure seriously impairing the potential and image of an employee. It should impairing the potential and image of an employee. It should be used sparingly for continued inefficiency after several be used sparingly for continued inefficiency after several warnings. The employee should be given an opportunity to warnings. The employee should be given an opportunity to defend himself.defend himself.There should be a provision for reviewing the case of There should be a provision for reviewing the case of employee who is discharged/dismissal.employee who is discharged/dismissal.In any case, the punishment should be proportionate to the In any case, the punishment should be proportionate to the misconduct committed by the employee. misconduct committed by the employee.

Documents

HRM-INTRODUCTION1