Introduction to Human Resource Management

NME (COMMERCE)
Human Resource Management
Lesson: Introduction to Human Resource Management
Lesson Developer: Dr. R K Singh1, Geetanjali Batra2
College/ Department:1Deputy Dean Academic Activities
and Projects, 2A R S D College, University of Delhi

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Introduction to Human Resource Management

Lesson: Introduction to Human Resources Management

Table of Contents:
1.
2.
3.

4.
5.

6.

7.

Learning Outcomes
Introduction
Human Resource Management:
3.1
Meaning and Concept
3.2
Relevance and Spectrum
3.3
Role of HR Manager
3.4
skills and Competencies of HR Manager
Human Resources Development: Definition, Goals and Challenges
The Changing Environment of HRM
5.1
Globalisation,
5.2
Cultural Environment,
5.3
Technological Advances
Challenges of HR Manager
6.1
Workforce Diversity,
6.2
Employee Empowerment,
6.3
Trade Unionism
6.4
Technological Changes,
6.5
Corporate Downsizing,
6.6
Voluntary Retirement Scheme,
6.7
Work life Balance
6.8
Improvement Programs
HR Role in Strategy Formulation and Gaining Competitive Advantage
Case study
Summary
Exercises
Glossary
References

1. Learning Outcomes:
After reading this lesson you should be able to:

2.

understand meaning of human resource management;

appreciate the role of hr manager in an organization;
list the skills and competencies required by hr manager;
challenges faced by hr manager due to environmental dynamics;
differentiate between HRM and HRD.

Introduction:

In the information age, technology has acted as great equalizer for organizations. In
order to be different and create competitive edge organizations rely on most important
resource that is human resources (HR). In order words the key competitive element for
an organization is human resource. This renewable resource has capacity to leverage
knowledge, skills and ability to learn new trends and work collaboratively towards
organizational goals. Recognizing the importance of HR function, organizations keep a
separate HR department. This undertakes all HR related managerial functions about
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which you will come to know in detail in ensuing paragraphs. Generally speaking it helps
procuring and maintaining employees with right skills sets matching organizational
needs.

3.

Human Resource Management:

3.1. Meaning and Concept:

Let us start with the very notion of HR. What makes HR? The people in the organization
who form the workforce are called HR. As mentioned above this resource has capability
to get renewed or recharged that is why acknowledged as most valuable assets of the
organization. This precious asset needs special managerial attention in the organization.
This attention is given by Human Resources Management (HRM) which is one of the
functional areas of management. HRM may be defined as a discipline that studies various
aspects of workforce in an organisation or as a function of business that manages the
people in an organization.
For the sake of convenience study of HRM is clubbed under two broad headings i.e. Hard
and Soft. The 'Hard' HRM emphasizes the costs of human resources and places the
control in the hands of management. Managements role is to administer the workforce
effectively and keep them closely coordinated with organisational requirements in terms
of both numbers and conduct. On the other hand, 'Soft' HRM highlights the 'human'
aspects of HRM. It involves leading rather than managing the people with the help of
communication and motivation.
In order to take the discussion forward let us look at two popular approaches of HRM,
the Harvard and Michigan.
Harward and Michigan Model of HRM:
The Harvard model views employees as resources who are fundamentally different from
other resources and cannot be managed in the same way. The stress is on the human
element. Employees are the important stakeholders in an organization and have their
own needs and concerns along with other stakeholder groups such as shareholders and
customers.
The soft Harvard model outlines four decision areas of HRM:
1. Human Resource Flows: It involves recruitment, selection, orientation, placement,
appraisal, promotion, and termination.
2. Reward systems: It is concerned with remuneration systems, bonus, and incentives
to keep them motivated.
3. Employee influence: The way authority is delegated, distribution of power,
responsibility and accountability.
4. Work Systems It refers to definition and design of work and arrangement of
people.
This model proposes that effective HR decisions would bring FOUR Cs to the
organization like:

Commitment: Psychological bonding between people and work achieving resultants

as reduced absenteeism, less grievances, loyalty towards the organisation, better
performance, enhanced self-worth.

Congruence: alignment of objectives across the organization with appropriate

sharing between employees and management building high level of trust.

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Competence: HR policies to attract employees retain them and develop their skills
benefiting organisation benefits with improved self-worth and economic well-being of
employees.
Cost Effectiveness: effectiveness in economic operations in the organization with
appropriate wages, salaries and other incentives to employees with minimization or
avoidance of loss of revenue due to strikes and lockouts, etc.
The Michigan model has a harder, less humanistic approach to HRM. It holds that
employees are resources like any other business resource and have to be managed
similar to equipment and raw materials. They must be obtained at lowest possible cost
and developed and exploited to the maximum. It is also known as the 'matching model'
or 'best-fit' approach to HRM as it requires that human resource strategies should be
closely synchronized to the overall strategies of the business.

3.2: Relevance and Spectrum of HRM:

By now it is established that Human Resource Management is very important function of
the organization that enables the organization not only to get work done rather to have
an edge over others.
It involves managing all aspects of the work force in an
organisation. It aims to provide an optimal work environment to the employees so that
their skills are fully utilized to achieve organizational goals. It entails recruitment,
selection, performance appraisal, compensation and development of employees, etc.

3.3: Role of HRM

For sake of convenience HRM roles are categorized as follows:

Advice Related to Policy Development:

HRM provides details regarding incentive plans used by competitors, opinion of
employees, information about complaints of customers, pending legislation etc. Unique
capabilities of HR personnel act as a driving force in strategy formulation.
Role in Strategy Implementation:
HRM provide competent workforce to execute strategies of the organization.
improves overall organisational competitiveness.

This

Employment and Staff Services:

HRM contributes to the strategic organizational issues like selection, recruitment,
promotion, training and development, improvement in quality of work life, payment of
salaries, leave, conditions of service and job classification superannuation etc.

General Employee Administration and Monitoring:

The HRM ensures healthy, safe and productive work environment. It helps in
management of change, team development, introduction of new technology and shares
responsibility with management for the day to day running of the business etc. It
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manages conflict between personal and organizational goals to have a conducive and
collaborative work environment.
Compensation and Benefits Analysis:
The HRM ensures fair wage for employees in accordance with services rendered by them.
In other words HRM deals with issues pertaining to remuneration of employees in
relation to their job and performance.
Training and Development:
HRM identifies areas for improvement in HR to have better organizational performance
and growth and development of the employee.
Feedback and Reporting:
HRM provides information to decision-makers on matters relating to the needs and
performance of employees.

Figure 1: Role of HR

Advice related
to policy
development

Feedback and
reporting

Strategy
Implementation

Role
of HR

Training and
Development

Compensation
and benefits
Analysis

Employment
and staff
services

General
Employee
Administration
and monitoring

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Role of HR Manager
Activity 1: An Interview with HR Manager
Interview HR specialists of 5 organisations and understand their roles, scope of
duties, targets and timelines they are required to achieve and their experience
with the Delhi University students if they have visited any of the colleges for
placement.

3.4: Skills and Competencies of HR Manager:

Often when we read something interesting like HRM we start playing the
character. We take guess that you are thinking how to become a good HR
manger. HR managership is an instinct, a way of thinking. However, scholars
have identified the following as necessary competencies a HR manager to
possess:
Communication Skills
An HR manager needs excellent communication skills to interact effectively with
recruitment agencies, trade union leaders, officials and employees working in the
organisation, prospective employees and colleagues. He should to know when and how
to adapt to the audience and the situation.
Analytical and Critical Thinking
An HR manager has to take decisions that have impact on a number of people and
relating policies. They should have the ability to analyze situations and view the
implications of a decision from a critical perspective.
Relationship-Building
HR managers need to create a cohesive work environment so that all the employees
work collaboratively to achieve the goals of the organization. They should have effective
relationship-building and interpersonal skills to be successful.
Leadership
HR manager is responsible for creating strategic plans for the organisation. They need
leadership skills for taking critical decisions, planning and implementation of plans and
conflict management.
Technical Expert:
HR Manager should have good knowledge of technical and legal aspects as well as rules
governing HR. He should continuously update himself with latest technology, software,
laws and regulations.

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Continuous Learner:
HR manager should be updated with latest developments in the business world. Keeping
abreast with the developments help manager in taking futuristic steps and he equips
himself to handle exigencies.
Effective Presentation and Appearance:
HR managers should be aware of the culture and way of life of the business world. These
days attire is playing an important role, so manger should pay some attention to it. In
addition to this he should have birds eye view of the organization to be apt while
communicating or presenting organizational facts and figures.
Employee Mentor:
HR Manager should have good interpersonal skills and be flexible while dealing with
employees. He should be able to guide and mentor employees through entering into
their shoes.
Initiative for Change Specialist:
HR manager should bring positive changes in the policies of the organisation through his
creative thinking, teamwork, positive reasoning influencing and negotiating skills and
integrity.

Skills and Competencies Required By HR Manager

Activity 2: Advertisement for the Post of HR Manager
List the main areas of activity of HR Manager and draft a job advertisement
specifying some of the requirements.

4.

Human Resources Development:

Human Resources Development (HRD) is a part of HRM. HRM covers all Human
resources functions like recruitment, selection, appraisal, rewards and recognition, while
HRD deals only with training and development, organization development, and career
development. HRD helps socializing the employees in the organization. It helps
employees to be effective in present context and develops them to take up future
challenges.
HRD focuses on nurturing the skills of employees to enhance their productivity and
loyalty to the organisation. The focus is on identifying the skills that needs attention for
further development. In order to achieve this HRD devises suitable strategies. HRD helps
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in developing future managers from within the organisation. It creates a managership
conduit.
Changing Environment of HRM
5.1.

Globalisation:

Globalization is not new a phenomenon to you. But impact of globalization on HR

practices certainly needs attention. Globalization facilitates organizations extend their
operations to different countries in order to reap advantages of cheap labour, raw
material or favourable government policies etc. Globalisation undoubtedly has propelled
the competition crossing the national boundaries. For example, Sony, Honda, Suzuki,
and Toyota like Japanese companies have made India as one of the manufacturing base.
This globalization not only impacts organizational practices it affects human practices
too. Globalization escalates organizational and employees expectation. So HR practices
are to be handled accordingly.

In globalized environment HR practices go globalized.

You find Japanese, Korean, American and other HR practices travelling to India. One of
the demand of these practices is management of time which is being strictly practiced by
the organizations.
5.2.

Cultural Environment:

Culture is known as way of life. It is an antecedent as well as consequence. In

organization context the way people behave and work is influenced by their culture.
Cultural environment in an organisation is formed by the attitude and practices of
employees and management, government regulations, education and qualifications of
employees, ratio of men and women etc. Often we hear that cultural environment in
Multi National Companies (MNCs) is different from Indian companies. This is because
their practices are different. MNCs offer more flexibility in terms of working hours and
offer better remuneration that attracts employees. Some organisations have the culture
of addressing their boss by his/her first name instead of sir/madam to give the feeling of
equality of status. There is increase in the number of women in the workforce which
influences the cultural environment of the organisation. These organizational practices
give liberty and freedom to their employees to make them feel comfortable in the
organization and own it.
5.3

Technological Advances:

Technological advancements result in changes in the way jobs are being done and
require learning of new skills. It also leads to increase in productivity. For e.g. with the
automation of offices, the employees were expected to be computer savvy and have
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functional knowledge of MS Office. A trend towards open software like Ubunto requires
further skill enhancement by training or mentoring.

6.

Challenges Faced by HRM:

Challenges give opportunity to hone new skills sets and sharpen the existing
ones.

HRM

also

gets

opportunity

in

the

organization.

Some

of

the

challenges/opportunities faced by the HRM are listed as follows:

6.1 Diversity in Workforce:

Diversity is a natural phenomenon. Two trees are not exactly same. Two fruits of the
same tree are not having same taste. So there exists diversity among workers in relation
to their age, ethnicity, inherited qualities, gender, life experiences, different background,
caste, religion, geographical location, education, marital status, etc. The HRM has to
leverage these diversities to organizational advantage.

Figure 2: Workforce Diversity

6.2

Empowerment of Employees:

The policies of the organisation should motivate the employees to make them
contribute to their best. A Facilitative policy of the organization involving
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employees in policy making and important decision making of the organization

empowers the employee. An empowered employee owns the organization. This
not only minimizes employees turnover reducing organizational loss, it creates a
self-sustaining and self-development mechanism which otherwise cannot be
achieved. Empowerment avoided as sometimes HR manager fears loss of power.
Figure 3: Employee Empowerment

6.3. Trade Unionism:

If you remember couple of years back there was unrest in Maruti Suzuki, Manesar plant.
A group of employees killed a very senior manager of the organization. This unrest was
due to trade unionism in the organization. The example apparently assigns a negative
meaning to trade unionism. However, it is viewed as an interface between labour and
management. Trade Union which is an associate of employees, in order to protect the
interest of employees bargains with the management for the rights of workers, wages,
working hours, number and nature of leaves, working conditions etc. There may be one
or many associations in the organization.

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6.4. Technological Changes and Need for Changing Skills

Technological changes result in obsolescence of skills, reduction in number of unskilled
labour and increase in requirement for skilled employees. On one hand there is
unemployment and on the other hand there is shortage of skilled employees. Change in
technology demands additional training for employees. On part of HR manager it is
imperative to ensure all employees undergo right training to keep pace with changing
times. He has to decide the timing of training of existing employees was well as
recruitment of newer manpower.

6.5. Downsizing (Corporate Downsizing):

These days with fall in revenue a softer option is taken by the organization to reduce
manpower this is known as downsizing. This downsizing is also done when one
organization merges with another. Corporate restructuring, giving up a product/service
and economic slowdown are some other reasons of downsizing.
There are some related concepts worth attending like layoff, rightsizing, and dumb
sizing. For example layoff is different from downsizing. Downsizing is permanent,
whereas, layoff is intended to be temporary, wherein, employees may later be rehired.
Rightsizing is reducing the employees with the objective of operating with less people.
Dumb sizing is downsizing that could not achieve the desired effect. HR managers face
the challenge of determining the appropriate size of the workforce and deciding which of
the employees will stay and who should leave.

Figure 4: Corporate Downsizing

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6.6. Voluntary Retirement Scheme:

Voluntary Retirement Scheme (VRS) is offered to employees to retire earlier than
scheduled age of retirement. It is used to reshape and/or downsize the workforce. It is
offered when the employer foresees layoffs and wants to lessen the number of
employees affected by offering some additional incentives to those who are willing to
retire earlier than their scheduled time. Voluntary retirement is governed by complex
rules so; careful examination of regulatory requirements should be done by both the
employers and employees. Usually, elaborate policies are laid down to be eligible for
voluntary retirement and a period of time is specified within which the option may be
used. The challenge before HR managers is to decide when and to whom VRS policy
should be offered.

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6.7. Work Life Balance:

Work life balance refers to creating a sense of balance between career and ambitions
(work) and personal life including health, leisure, family and spiritual development etc.
HRM faces the challenge of creating supportive work environment so that the employees
can strike a balance between work and personal responsibilities. This helps fortifying
employee loyalty and efficiency, decrease absenteeism and reduced operating and
production cost. Work life conflict affects the physical and mental health of employees.
Balance could be maintained by introducing programmes like wellness, fitness and yoga
training, gyming, healthy diet, paid vacations, flexible working hours, etc.

Figure 5: Work life Balance

Challenges Faced by HR Manager

Activity 3: Communication Skills of HR Manager
As a HR Manager how would you communicate a change in remuneration policy
to the companys executives and to daily wage employees?

6.8. HRM Support for Improvement Programs:

HRM designs Performance Improvement Plans (PIP) to help employees improve their
performance and conduct. The PIP identifies issues that need corrective action and
creates a written plan of action. PIP is a communication tool designed to assist
productive dialogue between the employees and the managers.

An effective PIP

identifies the improvement areas, provides clear expectations from the work, identifies

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the resources available enabling employee in making the required improvements, set up
a plan for reviewing the employee's progress and providing feedback to the employee.
PIP creates cordiality in the organization, minimizing impasse between employees and
managers in case of undesired performance on the part of employee.

HRM now has taken a strategic role in the organization and forehand is acting as
business partners and change agent. People have been recognized as important
in the organization so HRM. The earlier played role of HRM which was confined to
administering the performance of employees has been very well entered into
strategic domain.

Value Addition 1
Role of Social Media in HR Management
Organisations use social media to gain engagement and commitment of various
stakeholders including employees, customers, suppliers and business partners in an
effort to achieve brand loyalty to their products and services. Social media platforms are
used to accelerate and enhance employee innovation, engagement, and performance.
Using social media provides innovative ways to improve the performance of business,
create long-term capability, and ultimately sustain their success. It would be a great
help at work as it can be incorporated into a companys corporate culture, is cost
effective and engages employees in sharing knowledge and expertise. Social media
offers a great platform for both organizations and individuals to listen and have
conversations with people they want to influence and talk to. It provides an online
platform for HR managers to highlight the working behaviour guidance and HR policies.
The relationship between social media and human resource management has changed
the dynamic environment. HR managers and leaders need to be aware of the importance
and impact of social media at work and think about how to take the advantage of using
social media effectively to develop the organization and promote business performance.

CASELET
Role of HR Manager
Aricent is a Telecom Software company, based in USA, and major staff located in
Gurgaon, India.

The company faces diverse challenges in manpower management

ranging from employee turnover to internal disputes, disciplinary issues etc.

Ms. Sangeeta, the HR manager is burdened with request from project team to fulfil
staffing needs.

She spends good time of her day scanning profiles of people from

various job portals and identifying prospects with right skill and experience to fulfil the
roles.

Also she handles internal job posting program, where she looks for employees

within the company seeking job rotation and tries to place them to different department
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as per their skills and experience. When she is required to urgently fill a position, she
advertises the position in local newspaper and job portals and also hobnobs with job
consultant/placement agencies.

She conducts the interviews, once a candidate is

shortlisted after technical discussions, she negotiates salary, compensations etc for each
new hire as per company policy and ensures the new hire is given appropriate
remuneration and position in the company.
Another key aspect of Sangeetas job is to organize campus hiring events. For this she
visits various colleges across the country for pre-placement talks, interactions with
placement heads, etc.
In addition to hiring, she also takes care of employee queries related to benefits,
compensations, and leaves and provides them sufficient information on company
policies, benefits and procedures.

When employees have to travel abroad for official

purposes, Sangeeta co-ordinates with visa consulates/consultants and provides needed

official letter that shows employment status, purpose of visit, duration etc., and details
for applying visas.
Sangeeta and her colleagues, Deepa, Harmeet and Priyanka are always on toes towards
end of February each year, as it is end of appraisal cycle and coincides with the
compensation cycle, and employee performance assessments reports are filled by
respective managers and submitted. She gathers data and analyses that ratings given
by managers are as per company policy. This is important as hikes in salary are based
on employees ratings and plays big role in their promotions too.

She handles

grievances related to hike differences, promotion delays, complaints against colleagues,

managers and other disciplinary issues.

Questions:
1. What are the key roles for a HR Manager in Aricent? Please enumerate.
2. What is role of a HR manager in hiring talent?
3. How HR manager contributes in ensuring fair appraisal and compensation cycle
within an organization.
Teaching Notes:

Aricent is a telecom software company, with about 10,000 employees located at 15

countries around world with about 70% of these in Gurgaon, Haryana.

There is a need for HR department to handle various areas of Recruitment, Selection,

Training, Appraisal, Compensation etc.
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HR department helps in acquiring and retaining talent and ensures continuity in

running the business operations efficiently.

Summary:

HR managers have to deal with multiple problems like attraction of capable

employees, retaining them, training them according to the needs of the organisation,
dealing with cultural diversity, managing technological and informational changes
etc.

Environmental dynamics like diversity in the workforce, corporate downsizing, desire

for a balance in personal and professional life etc have posed new challenges for the
HR manager. He requires multiple competencies to perform his job effectively.

To decrease mobility of employees, HR managers have to motivate them using a

combination of financial and non financial techniques.

Appropriate performance appraisal

systems

and

suitable

career

development

opportunities should be used in the organization to manage the workforce effectively.

Glossary:

Absenteeism: The frequency of absences of employee from the workplace due to

legitimate reasons like illness or family issues or because of other factors like poor
working environment, bad management, poor motivation or lack of commitment
among the employees.

Performance Appraisal: Performance appraisal is the process of reviewing

employee performance, to give feedback on performance to the employee, set new
performance standards and rationalize decisions with respect to compensations and
benefits.

Attrition: Attrition is the reduction in staff and number of employees in a company

by means of retirement or resignation.

Collective Bargaining: The process by which an employer negotiates terms of

employment and working conditions with trade union representatives for all
employees.

Exercises:
I. Objective Type Questions:
A. Choose the Correct Answer:
1. Labour standards are used for:

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a.
b.
c.
d.
2. Which
a.
b.
c.
d.

Determining labour requirements

Calculate wages to be paid
Determine fair days work
All of above
of the following will provide team effectiveness?
Management Support
Training
Clarity in goals and objectives
All of the above

3. Despite fluctuations in demand of the product, the organisation maintains the same
level of production and employment. This will lead to savings in which of the cost
a. Cost of Hiring
b. Cost of Storage
c. Advertising Cost
d. Production Cost
4. In SWOT Analysis, T stands for analysis of
a.
b.
c.
d.

Traits
Threats
Turnover
None of the above

5. Incentives may be given in the form of

a.
b.
c.
d.

Job Title
Car and Chauffer
Payment of telephone and medical bills
All of the above

6. Specialisation reduces labour cost by

a.
b.
c.
d.
7.

Workers becoming more skilled over a period

Less loss of time in changing tools
Improves Dexterity
All of above

A compensation system that rewards employees for developing a new knowledge

/skill is
a.
b.
c.
d.

Piece Rate
Profit Sharing System
Knowledge Based System
Job Enrichment

8. You hire unskilled workers and train them. But when they become trained, they leave
your organisation and join your competitors for higher wages. How should you
respond to such a situation?
a. Increase wages after training period
b. Redesign jobs and training so as to make it more specific to your organisation
c. Make working environment employee friendly
d. All of the above
9. Demand for labour rises when

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a.
b.
c.
d.

Wages Increase
Wages Decrease
Demand for goods and services increases
Demand for goods and services decreases

10. Which of the following is a challenge faced by employees due to change in

environment?
a.
b.
c.
d.

Threat to power
Scarcity of Resources
Technological Obsolescence
All of above

11. Downsizing
a.
b.
c.
d.

Can increase stress related health problems in existing employees

Leads to reduction in work force
Leads to increase in efficiency and effectiveness in short run
All of the above

12. Major HR challenges faced by the industry are:

a.
b.
c.
d.

Globalisation
Workforce Diversity
Competition and Deregulation
All of the above

13. Role of HR manager is

a.
b.
c.
d.

Human Welfare
Technical and Legal
Informative and Administrative
All of above

14. Accidents occur due to

a.
b.
c.
d.

Unsafe conditions
Negligence
Chance occurrences
All of above

15. Workforce diversity is increasing due to:

a.
b.
c.
d.

More women and Senior citizens entering the workforce

Illogical Hiring
Unskilled Jobs
Highly Skilled Jobs

16. EEO stands for

a. Equal Employment Opportunity
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b. Employee Equal Opportunity

c. Equal Employee Opportunity
d. Employment Equal Opportunity
17. Foundation for best HR practices is
a.
b.
c.
d.

People as a source of competitive advantage

Highly selective hiring
Extensive training to all those hired
Good remuneration

18. HR managers are generally

a.
b.
c.
d.

Line Managers
Staff Managers
Line and Staff Managers
Functional Managers

19. HRD includes

a.
b.
c.
d.

Succession Planning
Training and Development
Personnel Functions
All of the above

20. ESOP stands for

a.
b.
c.
d.

Employee Stock Ownership Plan

Employee Service Organisation Planning
Employee Stock Optional Planning
None of the above

21. A Performance Improvement Plan is used to

a.
b.
c.
d.

Improve performance, productivity or relationships on the job

As a consequence of an unsatisfactory annual review
In place of a disciplinary action
All of the above

22. Employee Empowerment can be achieved by

a.
b.
c.
d.

Recognition and Rewards

Sharing Information and Vision
Trust
All of the above

B. State True or False:

1. The usual response of HRM of an oversized organisation that requires restructuring
would be downsizing.
2. Poor management of people is the primary cause of high turnover in any
organisation.
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3. Labour union represents the interests of workers and seeks to protect them.
4. Job description gives details of the job and Job specification gives details of the
person who will be doing that job.
5. Job rotation is a kind of lateral transfer where employees work at different positions
in the same organisation for specific days.
Answers to Objective Type Questions:
A.
1. D;
2. 7. C;
13.D;
19. D;

2. D;
8. D;
14. D;
20.D;

3.A;
9. C;
15. A;
21. A;

4. B;
10.D;
16. A
22. D.

5.D;
11. D;
17. A;

B.
1. True;

2. True;

3. True;

4. True;

5. True.

6. D;
12. D;
18. B;

II. Short Answer Type Questions:

1.
2.
3.
4.
5.

Discuss how HR is a pervasive function?

How diversity in work force impacts the role of HR manager?
How Human Resources differ from other resources?
Discuss the role of HRM in gaining competitive advantage.
Write short notes on:
i. VRS
ii. Corporate Downsizing

III.

Long Answer Type Questions:

1. How HRD balances the needs of society, organisation and individuals?

2. How HR function adds value to the organisation.
3. Discuss some basic competencies required by an HR manager to perform his duties
effectively.
4. List a few challenges faced by HR managers in light of the environmental dynamics.

References:
1. Work Cited and Suggested Readings:
a. Jackson, S. E., & Schuler, R. S. (1995). Understanding Human Resource
Management in the Context of Organizations and their Environments. Strategic
Human Resource Management, 46, 237-264.
b. McGuire, D. (2011). Foundations of Human Resource Development. Human resource
development: Theory and practice, 1-11.
c. Ulrich, D., Brockbank, W., Johnson, D., & Younger, J. (2007). Human Resource
Competencies: Responding yo Increased Expectations. Employment Relations Today,
34(3), 1-12.
2. Video Links:
a. https://www.youtube.com/watch?v=c8_avX9miag
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Introduction to Human Resource Management

b.
c.
d.
e.

https://www.youtube.com/watch?v=eZAUMfJQcEE
https://www.youtube.com/watch?v=-mfF52XR57c
https://www.youtube.com/watch?v=WzQgZMoEtIQ
https://www.youtube.com/watch?v=WzQgZMoEtIQ

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