Human Resource Management III Semester BBM

CHAPTER - 1

Human Resource Management

Meaning of HRM
HRM means employing people developing their resources, utilizing,

maintaining & emphasizing their services in tune with the job & any requirements with a view to contribute to the goals of the organization, individual & the society
Managing

(P,O,D,C)

the

function

of

employing,

developing

&

emphasizing human resources resulting in the creation & development of human relation with a view to contribute proportionately (due to then) to the organization, individual & social goals. Importance of HRM 1) Human Resources in the Nation Well being 2) Man vis-a-rise machine 3) Personal Management & General management 4) Human Resources System is a Central sub-system (i) Social Significance (ii) Professional Significance (iii) Significance of Individual Enterprises Objectives of HRM
(i)

To create & utilize on able & motivated work force. To establish & maintain sound organization structure & desirable working relationship among all the members of the organization. To secure the integration of individual & group within the organization. To create facilities & opportunities for individual group

(ii) (iii) (iv)

development.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM (v) To attain on effective utilization of HR in the achievement of organization goals. (vi) To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security & measures for challenging work prestige, recognition, security, status, etc Functions of HRM Managerial Functions 1. Planning 2. Organizing 3. Directing 4. Controlling Operative Functions 1) Employment (i) Job Analysis (ii) HRP (iii) Recruitment (iv) Selection (v) Placement (vi) Induction & Orientation. 2) HRD (i) PA (ii) Training (iii) Management Development (iv) Career Planning & Development (v) Internal Mobility (vi) Transfer (vii) Promotional (viii) Promotion

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM (ix) Change & Management Development. 3). Compensation (i) Job Evolution (ii) Wager & Salary Administrator (iii) Incentives (iv) Bonus (v) Fringe Benefits 4) Human Relation (i) Motivation & Job satisfaction (ii) Morale (iii) Communication (iv) Leadership (v) Work Environment, Industrial Accidents, Safety & Health Industrial Relations (i) Indian Labour Market (ii) Industrial Relations (iii) Trade Unionism (iv) Collective Bargaining (v) Industrial Conflicts (vi) Workers Participation in Management & Quality circles Recent Traders in HRM (i) Quality of work life & Employment. (ii) Total Quality HRM (iii) HR According Audit & Research (iv) Recent Technique in HRM. Process of HRM

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM (i) Objectives & Organization of HRM (ii) Strategic HRM (iii) Employment, HRD, Compensation, Human Relations & Recent Trade in HRM System & Techniques to study HRM (Sub Systems of HR) (i) Recruitment (ii) Development (iii) Compensation (iv) Social Security Measures (v) Strategic Issues (vi) Industrial Relations Techniques of HRM (i) Job Design Engineering Approach, Human Approach, Job Characteristics Approach, Job Rotation, Job Enlargement & Job Enrichment (ii) Recruitment Promotions, Transfers, Present Employment, Scouting, Advertisement, Walk-in, Consult in, Head Hunting, Body Shopping, Business Alliances, Tele Recruitments. (iii). Selections Application works, Test, Interviews, (iv) HRD PA, Training, Management Development, Career Development. (v). PA Graphic Rating, Seals, Ranking, Paired Comparisons, Forced Distribution, Check List, assessments Interest. (vi). T & D Vestibule Training, Role Play, Objective, Programmed Instruction, Job Rotation, Coaching, Job Instruction. (vii). Compensation Job evaluation, Salaries in Comparable Organization. Ability to Pay, Productivity, Cost of Living. Role of a HR Manager (i). The Conscience Role (Reminds the Management of Moral & Obligation)

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM (ii). The Counselor (Married, Health, Child Education, Marriage, Rental) (iii). The Mediation (Peace Maker) (iv). The Spokesman (v). The Problem Solver (vi). The Change Agent (Introducer Change) As a Specialist (i) As a Source of Help (ii) As a Change Agent (iii) As a Controller Duties & Responsibilities of HR Manager (i). Preparing, Modifying & Up Dating Job Analysis (ii). Advising the Line Manager Regarding the Latest Developments. (iii). Helping the Line Manager in Planning for HR (iv). Advising the Line Manager regarding the impact of multi skilling, down rising & de-layering of HRP (v). Searching for prospective employer at various sources. (vi). Identifying employment agencies and entrusting recruitment function to them, if it is economical and desirable (vii). Conducting various selections tests & Interviews. (viii). Conducting Induction Programs (ix). Helping the LM in identifying the Training needs. (x). Organizing the Training & Management Development benefits. (xi). Fixing & Advertising the salaries of employee benefits. (xii). Introducing various techniques of motivation. (xiii). Preparing the employees in quality improvement programmer (xiv). Maintaining close Relationship with Individual employee. (xv). Conducting Collective & Individual bargaining (xvi). Administering employee benefit programmers (xvii). Encouraging the employee to form into teams & develop (xviii). Assisting the LM in promotion, transfer, demotion

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM (xix). Conducting surveys & research studies. (xx). Advising, Assisting, Contributing in all level of strategic. (xxi). Maintaining & Enhancing sound Human relations.

Typical Organizational set-up of HR Department Managing Director

Chief Manager Maketing

Chief Manager HR

Chief Manager Production

Chief Manager Finance

Manager Employment

Manager HRD

Manager Production

Manager IR

Assistant Manager PA

Assistant Manager Training

Assistant Manager Management Development

Assistant Manager Career Planning & Development

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM

CHAPTER - 2 Human Resource Planning, Recruitment, Selection & Placement

Meaning and Objective of HRD Deciding the number and type of HR required for each job, unit and the total company for a particular future date in order to carry out organization activities. Objectives 1. To recruit and retain the HR 2. To foresee the employee turnover and make arrangements for minimum turnover. 3. To meet the needs of the expansion and diversification. 4. To improve the standards, skills, knowledge, ability, discipline, etc 5. To foresee the impact of technology on work, existing employer and further HR requirement. 6. To assess the surplus on shortage of HR and take necessary action. 7. To maintain congenial IR by maintaining optimum level and structure of HR. 8. To minimize imbalance caused due to non-availability of HR. 9. To make the best use of its HR. 10. To eliminate the cost of HR.

Importance 1. HRD evaluates and even modifies the organization strategic plan.

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 2. It provides a clear picture of HR supply for various sources. 3. It enables the organization to recruit the prospective employees from the most evitable source. 4. It helps the organization to implement its strategies effectively without risk and uncertainties. 5. Due to globalization and IT demand ever changing skills on the part of HR. 6. HR plays an important role in projecting these events and preventing uncertainties in having right size of HR. 7. HR predicts these changes and makes necessary adjustments in meeting HR requirement of an organization.

Benefits of HRD 1. It checks the corporate plans of the organization. 2. It offsets uncertainty and change. 3. It provides scope for advancement and development of employees through T and D. 4. It helps to anticipate the cost of salary enhancement, better benefits, etc 5. It helps to anticipate the cost of salary, benefits and all the cost of HR. 6. To foresee the changes in values, aptitude and attitude of HR. 7. To foresee the need for redundancy and plan to check it. 8. To plan for physical facilities, working conditions and the volume of bring benefits. 9. It gives an idea of the type of test to be used and interview in selection. 10. It focuses the development of various sources HR to meet the organization needs.

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 11. It helps to take steps to improve HR contributions in the form of increased productivity, sales, turnovers, etc 12. It facilitates the control contribution and cost of HR. of all the function, operations,

Meaning of Recruitment A process to discover the sources of man power to meet the requirements of the staffing schedule and to employ effective measures for attracting that man power in adequate numbers to facilitate effective selection of an efficient workforce.

Meaning of Selection It is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specification and requirement or not.

Meaning of Placement The determining of the job to which an accepted candidate is to be assigned and his assignment to that job. It is a matching of what the supervisor has reason to think he can do with the job demand (job requirements), it is a matching of what he imposed and what he offered in the form of pay-roll, companionship with others, promotional possibilities, etc

Methods of Recruitment I - Traditional methods of Recruitment 1. Internal Methods i) Present permanent employees ii) Present temporary on casual employees

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM iii) On retired employees iv) Dependents of diseases, disabled, retired and present employees

2. External Methods i) Campus recruitment ii) Private employment agencies\consultants iii) Public employment exchange (government setup) iv) Professional organization (Maintain database) v) Data bank (Employment exchange) vi) Casual applicants (General) vii) Similar organization viii) Trade unions (Common to the T.V leaders)

II - Modern methods of Recruitments 1. Employee referrals 2. Walk-Ins 3. Consult-Ins 4. Head identity (top people) 5. Body Shopping (Professional organization develops a pool of HR) 6. Mergers and acquisitions 7. E-Recruitment

Selection Methods The selection is a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM

Job analysis 1. Development bases of Selection HR Plan 2. Application\Resume\CV\Biodata 3. Written examination 4. Preliminary Interview Recruitment 5. Business Games 6. Test 7. Final interview 8. Medical examination 9. Reference check Assess the fit between the job and the candidate 10. Hire manager decision 11. Job offer 12. Employment

Uses of tests in selection

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM Tests help the managers in evaluating the candidates suitability to the job. Tests measure the nature psychological potential. and degree of candidates

Tests help in judging the ability of a candidate in a given job situation. Tests helps in ranking the candidates applied for a job. Tests are valuable in determining subsequent success on the job. Tests results are more valuable in determining candidates awareness. Tests are helpful in picking a most likely successful group from a large group. Tests are useful when other selection devices fail in providing valuable information. Tests examine the candidates intelligence, mechanical aptitude, clerical aptitude, job knowledge, interest in the job, individual and group decision-making and personality.

Troubles involved in Placements Employee expectation Job expectation/description Change in technology Change in organization structure Social and psychological factors

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM

CHAPTER - 3 Training & Induction

Meaning of Training Training is the organized procedure by which people learn knowledge & skill for a definite purpose Meaning of Induction Induction is the process of welcoming on employee when he first joins a company & giving him the basic info he needs to settle down quickly & happily & start work Objective & Purpose of Introduction 1 2 3 4 5 6 7 Putting the new employee at the ease Creating interest in his job & the company Providing basic info about working arrangements Indicating the STD of performance Informing him about training facilities Creating the feeling of social security Minimizing the reality stock

Benefits of Training How Training Benefits the Organization

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 1) leads to improved profitability and/or more positive attitudes towards profits 2) Improves the job knowledge and skills at all levels of the organization 3) Improves the morale of the work force 4) Helps people identify with organizational goals 5) Helps create a better corporate image 6) Fosters authenticity, openness and trust 7) Improves the relationship between boss and subordinate 8) Aids in organizational development 9) Learns from the trainee 10) 11) 12) 13) 14) 15) Helps prepare guidelines for work Aids in understanding and carrying out organizational policies Provides information for needs in all areas of the organization Organization gets more effective in decision-making and problem Aids in development for promotion form within Aids in developing leadership skill, motivation, loyalty, better,

solving

attitudes, and other aspects that successful workers and managers usually display 16) 17) 18) 19) 20) 21) 22) 23) 24) Aids in increasing productivity and/or quality of work Helps keep costs down in many areas, e.g. production, personnel, Develops a sense of responsibility to the organization for being Improves labor management relations Reduces outside consulting costs by utilizing competent internal Stimulates preventive management as opposed to putting out fires Eliminates sub-optimal behavior (such as hiding tools) Creates an appropriate climate for growth and communication Aids in improving organizational communication

administration etc. competent and knowledge

consulting

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 25) Helps employees adjust to change 26) Aids in handling conflict, thereby helping to prevent stress and tension

Benefits to the Individual which in turn ultimately should benefit the organization 1) Helps the individual in making better decisions and effective problem solving 2) Through training and development, motivational, variables, of recognition , achievement, growth, responsibility, and advancement are internalized and operationalised 3) Aids in encouraging and achieving self-development and self confidence 4) Helps a person handle stress, tension, frustration and conflict 5) Provides information leadership knowledge , communication skills and attitudes 6) Increase job satisfaction and recognition 7) Moves a person towards personal goals while improving interactive skills 8) Satisfies personal needs of the trainer (and trainee) 9) Provides the trainee an avenue for growth and say in his/her own future 10) 11) 12) Develop a sense of growth in learning Helps a person develop speaking and listening skills; also writing skills Helps eliminate fear in attempting new tasks

when exercise are required Benefits in personnel and human relation, Intra and Inter-group Relation and policy Implementation 1) Improves communication between groups and individuals 2) Aids in orientation for new employees and those taking new jobs through transfer or promotion 3) Provides information on equal opportunity and affirmative policies 4) Provides information other governmental laws and administrative polices 5) Improve morale

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 6) Makes organization polices , rules and regulations viable 7) Improves inter-personal skills 8) Builds cohesiveness in groups 9) Provides polices a good climate for learning, growth and co-ordination 10) Makes the organization a better pace to work and live Need for training No organization can get a candidate who exactly matches with the job & the organization requests. Hence , sharing is important to develop the employee &make him suitable for the job Training towards value addition of the company through HRD Job &organization requirements are not static , they are changed for time to time in view of technology advancement &change in the awareness of total quality & productivity Mgt (TQPM) The Objective of TQPM can be achieved only through training which develops human skills & efficiency Organizational efficiency, productivity , progress & development to a greater depend on training If the required training is not provided, it leads to performance failure of the employees Organizational Objective like viability stability & growth can also be achieved through training Training is important as it constitutes a significant part of Mgt control Training enhances 4Cs, competence, commitment, creativity &constitutes for the organization Identification of training needs Training need one identified on the basis of organization analysis &job analysis manpower analysis. Training programme, training methods & some content are to be planned on the basis of training needs. Training needs are

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM those aspects necessary to perform the job in an organization in which employee in lacking attitude on aptitude, knowledge &skills Training needs= IOB& ORG request employee specification Assessment Method 1) Organizational Requirements/weaker 2) Department Requirements/weaker 3) Job specification &employee specification 4) Identifying specific problem 5) Anticipating future problem 6) Management requests 7) Observation 8) Intension 9) Group Conferences 10) 11) 12) 13) Questionnaire surveys Test or Examination Check lists Performance Appraisal

Methods of training On the job 1) Job rotation(rotated from job to job) 2) Coaching(placed under a supervision) 3) Job instruction(training through step by step) 4) Committee assignment(GP of trainee to solve the problem) Off the job 1) Vestibule training(actual work condition) 2) Role playing(action doing &Practice) 3) Lecture method

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 4) Conference on discussion 5) Progressed instruction (info presented in a sequence)

Chapter - 4 Performance Appraisal &compensation

Meaning of PA PA is a method of indicating the behavior of employees in the work spot normally including both the quantitative &qualitative aspect of job performance.

Objectives of PA (i) To create & maintain a satisfactory level of performance.

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM (ii) To contribute to the employee growth & development through training, self & mgt development programmes. (iii) To help the superiors to have a proper understanding about their subordinates. (iv) To guide the job changes with the help to continuous ranking. (v) To facilitate fair & equitable compensation based on performance. (vi) To facilitate for testing & validating selection tests, interview techniques through comparing their scores with PA ranks. (vii) To provide information of making decisions regarding lay-off, retrenchment. (viii) To ensure organizations effectiveness through correcting the employee for standard &improved performance &suggesting the change in employee behaviour.

Methods of PA I. Traditional Methods 1) Graphic rating scales. 2) Ranking method. 3) Paired comparison method. 4) Forced distribution method. 5) Checklist method Simple checklist

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM Weighted checklist Critical incident method 6) Essay or Free Form Appraisal. 7) Group Appraisal. 8) Confidential Reports.

II. Modern Methods 1) Behaviourally Anchored Rating Scales. 2) Assessment Centre. 3) Human Resources Accounting. 4) Management by Objectives. 5) Psychological Appraisals. (Employee potential)

Limitations of PA 1) Rating Biases Halo effect The error of the central tendency(rating around mid point) The Leniency & Strictness Personal Prejudice The Recency Effect (based on recent action)

ii) Failure of the superiors in conducting PA. iii) Most part of the appraisal is based on subjectivity. iv) Less reliability & validity of the PA techniques. v) Negative ratings affect interpersonal relationship. vi) Influence of external & uncontrollable factors.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM vii) Feedback & post appraisal interview. viii) Mgt emphasizes on punishment rather than development. ix) Some ratings based on given work. x) Relationship b/w appraisal rates & performance after promotion not significant. xi) Some superiors complete appraisal rate in few minutes. xii) Absence of inter-rater reliability. xiii) The situation was unpleasant in the feedback interview. xiv) Superiors lack that tact of offering suggestions. xv) Superiors were after confused due to many objectives of PA.

Principles and techniques of fixation 1) Remuneration in comparable industries.(prevailing rates) 2) Firms ability to pay. 3) Cost of living. 4) Productivity. 5) Union Pressure & strategies. 6) Govt. Legislation. 7) Job evaluation.

Job Evaluation Types Non- Quantitative 1) Ranking method a) Simple rating

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM b) Rating the key jobs c) Oaried comparison d) Single factor ranking method 2) Job classification & grading method

Quantitative 1) Point rating method 2) Factor comparison method

Compensation Meaning of Compensation Compensation is the remuneration paid by the mgt to an employee for his contribution to the organization. Compensation includes wages/salaries, incentive payment, bonus & social security or welfare benefits or fringe benefits.

Objectives of compensation 1) To acquire qualified competent personnel 2) To retain the present employees 3) To secure internal & external equity 4) To ensure desired behavior 5) To keep labour & administrative costs 6) To protect in public as progressive employers(wage legislation) 7) To pay according to the content &difficulty 8) To facilitate pay roll(budgeting & salary control) 9) To simplify collective bargaining procedures & negotiations

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 10) To promote organization feasibility

Chapter - 5 Promotion & Transfer

Meaning Promotion is advancement of an employee to a better job-better in term of greater responsibility more prestige or status, greater skills & promotion increased rate to pay or salary.

Bases of Promotion

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Human Resource Management III Semester BBM Org adopt different bases of promotion upon their nature, size, mgt, etc. generally they may combine two or more basis of promotion. The well established bases of promotion are shortly & merit.
The other basis of promotion which is well practiced in all type of org

under different shades in favoritism. Org should have the idea of effectiveness of each basis in promoting the right man to the job.

Types of Promotion As discussed earlier, promotion is of three types viz. Vertical promotion, upgradation and Dry promotion.
i.

Vertical Promotion: Under this type of promotion, employee is moved to the next higher level, in the organization hierarchy with greater responsibility, authority, pay and status.

ii.

Upgradation: Under this type of promotion, the job is upgraded in the organizational hierarchy. Consequently, the employee gets more salary, higher authority and responsibility. For example, the job of medical officer in railway which was in Group C is upgraded as Group B position.

iii.

Dry Promotion: Under the promotion, the employee is moved to the next higher level in the organizational hierarchy with greater responsibility, authority and status without any increase in salary.

Purpose of Promotion Organizations promote the employees with a view to achieve the following purpose:

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM i. To utilize the employees skill, knowledge at the appropriate level in the ii. organizational hierarchy resulting in organizational effectiveness and employee satisfaction. To develop competitive spirit and inculcate the zeal in the employees to acquire the skill, knowledge etc. required by higher level jobs. iii. iv. v. vi. vii. viii. ix. To develop competent internal source of employees ready to take up jobs at higher level in the changing environment. To promote employees self development and make them await their turn of promotions. It reduces labour turnover. To promote a feeling of content with existing conditions of the company and a sense of belongingness. To promote interest in training, development programmes and in team development areas. To build loyalty and to boost morale. To reward committed and loyal employees, To get rid of the problem created by the leaders of workers union by promoting them to the officers levels where they are less effective in creating problems. Having discussed the purpose of promotion, now we study the bases of promotion.

Bases of Promotion Organization adopts different bases of promotion depending upon their nature, size, management etc. Generally, they may combine two or more basis of promotion. The well-established bases of promotion are seniority and merit. The other basis of promotion which is well practiced in all types of

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM organizations under different shades of promotion which is well practiced in all types of organization under different shades is favoritism. Organizations should have the idea of effectiveness of each basis in promoting the right man to job.

Meaning of Transfer A lateral shift causing moment of individuals from one position to another usually without involving any market change in duties, responsibilities, skills needed or compensation.

Reason of Transfer 1. To meet the organization requirement. 2. To satisfy the employees need. 3. To utilize employees skills, knowledge-etc. 4. To improve employees background by placing him in different jobs of various department. 5. To correct inter-personal conflict 6. To adjust the workforce of one section / plant in other section / plant during day off. 7. To give relief to the employees who are overburdened or doing complicated or risky work for a long period. 8. To punish the employees who isolate the disciplinary rules. 9. To help the employees whose working home or place of work is inconvenient to them. 10. To minimize fraud, links, etc.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM Types of Transfer 1. Production Transfer 2. Replaced Transfer 3. Rotation Transfer 4. Shift Transfer 5. Remedial Transfer 6. Penal Transfer

Right Sizing of Workforce Right size of the workforce refer to employing & maintaining exact number of employer with required skill, abilities & knowledge to perform the existing number of jobs in a organization. Clear & systematic job analyses job specification & job description provide the basis for arriving at an exact number of employees required.

Right Sizing of Workforce Right size of work force refers to employing and maintaining exact number of employees with required skills, abilities and knowledge to perform the existing number of jobs in an organization. Clear and systematic job analysis, job specification and job description provide the basis for arriving at an exact number of employees required. In addition, the level of technology, phase of information technology general levels of ability, skills, intelligence and knowledge of the people and financial ability of the company in employing multi-skilled people determine the number of people required to perform existing jobs. Multi-skilled and efficient people help in reducing the number of jobs. For example, a candidate with Chartered Accountancy and company secretary qualifications can perform the jobs of an accountant and company secretary.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM Most of the public sector companies employed the people more than the exactly required number due to political pressures, nepotism and favoritism. Consequently they suffer from the problem of overstaffing. Overstaffing results in high labor cost, high cost of production in addition to organizational politics. Employees without optimum work load resort to organizational politics and/dysfunctional activities. This ultimately affected the profitability of the public sector companies. As such the public sector companies retrenched the employers by downsizing the human resources. Thus experience influences the companies to plan for and practice the tight size of employees.

Need for Right Sizing Right sizing is needed for the companies as it helps in many ways. The need for right sizing includes: To have exact number of employees as per the job analysis, job description and job specification exercise of the company. To minimize the cost of human resources and thereby to contain the cost of production by eliminating unnecessary costs. To minimize organizational politics. To reduce the dysfunctional activities of the employees. To maximize productivity by enhancing employee performance. To develop the employees in latest skills and abilities. To avoid industrial relations issues and problems. To avoid formation of trade unions and its consequence. To reduce maintenance activities of various employees facilities and benefits like housing, canteen, transportation, medical and recreational.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM To maintain sound human relation s with the exactly required number of employees.
To create a sense of belongingness with the employees by maintaining

close and personal relations.

To improve employee collaborations & involvement in management.

Chapter 6 Work Environment

Meaning The organization has to create conducive environment at the work place to make him committed to the company. Work environment includes various internal and external factors which exist at the work place. These factors influence the employee mind and body. Fatigue The term fatigue is defined as decrease in the capacity or efficiency or ability of a person to carry out the work because of previous work. Fatigue is also defined as the general state of an employee resulting from continuous work both physical and mental. Implications of fatigue 1. It is generally psychological in nature. When the employee works continuously without rest human energy is consumed. Consequently, lactic acid is accumulated in the blood resulting into break-down of tissues. 2. Fatigue has psychological, emotional and behavioral aspects. 3. Fatigue reduces the capacity of a person to carry out the work leading to fall in efficiency and production. Causes of Fatigue

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 1. Long hours of work without adequate rest. 2. Inconvenient lay-out of plant, equipment, machines and other ancillary facilities. 3. Inconvenient lay-out of furniture and computers. 4. Lack of adequate space between one worker and another worker. 5. Poor lighting, ventilation and heavy noise. 6. Allotment of the work to the employee in which he is disinterested. 7. Absence of strong physique of the employee. 8. Absence of the studies of ergonomics in lay-out. 9. Heavy demands of work on employee by his superiors. 10. 11. 12. 13. 14. 15. Placing the work in isolation without taking the social needs of Autocratic leadership style of the leaders. Either under motivation or excessive motivation. Poor or less quality of raw materials. Traditional technology, poor machinery and tools. Bureaucratic organizational structure and excessive controls. the employee into consideration.

Symptoms of fatigue Fatigue is tiredness. It reduces efficiency and output for a given level of input. Fatigue results in psychological changes. They are: 1. Fatigue reduces glycogen or sugar in the blood and consequently lactic acid is accumulated in the blood. 2. Nerve and muscle cells functions are changed. 3. Changes in the nerve fibre to conduct itself normally. 4. Changes in the brain. 5. Normal fatigue is simple tiredness. It can be overcome by rest. 6. Cumulative fatigue is caused due to overwork and overstrains. Monotony

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Human Resource Management III Semester BBM Monotony is a state of mind caused by performing repetitive tasks. It implies no emotional dislike. Job enlargement mostly causes monotony. Job enlargement overloads the job horizontally. It is a state of mind or an attitude of a worker towards his job.

Boredom
Boredom is tinged with emotional distaste and is accompanied by a

corresponding attitudinal outlook. Thus, boredom is heavily affected by factor like personality, attitude, aptitude or interest patterns rather than doing repetitive task. Factors contributing to Monotony and Boredom 1. Long working hours exhaust the employees physical and psychological strength and resources and thus result in monotony and boredom. 2. Continuous working hours without rest pauses exhaust the employees stamina and contribute to monotony and boredom. 3. Unnecessary and routine motions kill the employees initiatives and creativity and thus contribute to monotony and boredom. 4. Employee physical weakness and lack of strong will power cause monotony and boredom. 5. Absence of conducive work environment like poor lighting, inadequate ventilation, heavy noise and absence of ergonomics based furniture and space. 6. Improper factory layout and office layout also contribute to monotony and boredom. 7. Individual based supervision and control make the employee to experience alienation and lead to monotony and boredom.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM 8. Narrow job description, absence of freedom and too much division of labour contribute to monotony and boredom. 9. Allocation of job to the employee ignoring employees aptitude, interest and strengths lead to monotony and boredom. 10. Forcing the employee to do the same work continuously without making use of his/her skills and talents contribute to it.

Industrial accidents An occurrence which interrupts or interferes with the orderly According to Factories Act of 1948, it is an occurrence in an program of work in an industrial establishment. industrial establishment causing bodily injury to a person which makes him unfit to resume duties in the next 48 hours. Causes for industrial accidents 1. Unsafe conditions. (Work-related causes) a) The job itself. b) Work schedules. c) Psychological climate of the work place. 2. Unsafe acts. 3. Other causes. a) Slippery floor. b) Night shift. c) Heat and humidity d) Dust and fume. Employee safety

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM The procedure to be adopted naturally depends upon the size of a company, the number of plant it operates, the nature of the industry, the production technology and the attitude of the top management. Safety committee 1. Appraisal of Employee attitude to safety programs (Knowledge of the attitude) 2. Safety engineering (Procedure to reduce hazards) 3. Safety education and Training.

Morale A mental condition or attitude of individual and group, which determines their willingness to cooperate. Importance of Morale 1. High level morale contributes to sound superior-subordinate relations. 2. High morale leads to employee satisfaction. 3. High level morale and employee satisfaction reduce grievances.
4. High morale leads to employee commitment to industrial peace by

avoiding the occurrence of industrial disputes.

5. Morale helps employee to build teams easily to maximize their

contribution. 6. Implementation of enterprise resource planning and business process reengineering can be possible with the employees of high morale. Grievance and Grievance handling

Any dissatisfaction or feeling of injustice in connection with ones

employment situation that is brought to the notice of management. The causes of grievances

Brindavan College Department of Commerce & Management

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Human Resource Management III Semester BBM 1. Demands for individual image adjustment. 2. Complaints about the incentive system. 3. Complaints about the job classification.
4. Complaints against a particular foreman. 5. Complaints concerning disciplinary measure and procedure.

6. Objection to the general method of supervision.

7. Loose calculations and interpretations of seniority rules.

8. Promotions.
9. Disciplinary discharge or lay-off.

10. 11. 12. 14. 15. 16. 17.

Transfer for another department or another shift. Inadequacy of safety and health services. Non-availability of materials in time. Improper job assignment. Undesirable or unsatisfactory conditions of work. Victimization. Fines.

13. Violation of contracts relating to collective bargaining.

Prerequisites of a grievance procedure 1. Conformity with prevailing legislation. 2. Clarity. 3. Simplicity. 4. Promptness. 5. Training. 6. Follow-up. Personnel records

Records refer to the information documents utilized by an organization to carry out its functions.

A record is a piece of writing or a chart which provides ready

information and which preserves evidence for future reference or use.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM Personnel records and reports record and provide the info relating to various aspects of human resource of an organization.

Voluntary arbitration N.S. Committee of union & mgmt representatives N.S. N.S . Manag er Grievance committee N.S. Head of the department N.S. Supervisor N.S. Foreman

VI stage within 7 days

V stage Appeal to Mgmt for revision

IV stage Communicate the Decision within 7 days

Department al representati ve Department representativ e

II stage Decision within 3 days

I stage Answer to be given within 48 hours

Conveys verbally

Note: N.S.- not satisfied

Grievant employee

Model: Grievance procedure Importance of records To supply info required by the management for developing and modifying personnel policies. To identify training needs and design training programs. To use them for successions planning by having a record of manpower skill inventory. To know the validity of employment tests and interviews.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM To take personnel decisions such as transfer, promotion, layoff, suspension, dismissal etc. To compensate the employee for their services to the organization. 7. etc. Essentials of a good record 1. The objectives for which it is maintained should be clearly and adequately stated. 2. It should be consistent with the requirements for which it is maintained and should be easily available. 3. Its upkeep and maintenance should not be costly. It should be kept under lock and key to ensure that it is not mislaid or pilfered, or tampered with. 4. It should be periodically reviewed and brought up-to-date. 5. It should be maintained in such a manner that the information it contains is easily accessible. 6. It should be easily identified and differentiated from another record. 7. The records of different kinds of information should be kept and maintained in separate files and dockets for ready reference. 8. Duplication of entries in different records should be avoided. 9. Some particular person should be entrusted with the responsibility of maintaining records. 10. A procedural manual should be maintained, detailing the procedure to be followed for maintaining and dealing with records. Personnel audit not. An audit is an examination and verification of accounts and records. An audit is a review and verifications of completed transactions to see whether they represent a true state of affair of the business or To maintain on up-to-date on leaves, training, promotions, transfers, lay-off, dismissals, retirements, strikes, lockouts

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM PA refers to an examination of HRM.

and

evaluation

of

policies,

procedures and practices to determine the effectiveness and efficiency

Objectives 1. To review the whole system of management program in which a management organization.
2. To seek explanations and info, that is target consumer to question like,

develops,

allocates

and

supervises

HR

in

the

why did it happen? What happened?

3. To evaluate the extent to which line manager have implemented the

policies which have already been initiated. 4. To evaluate the personnel staff and employee. Need for personnel audit Though there is no legal obligation to audit the personnel programs and activities, organizations audit the personnel programs due to the following needs: 1. The number of Employees: Very small units, because of the very small number of persons they employ, require comparatively little in the way of a formal audit. 2. Organizational structure: Continuing feedback is facilitated if an organization ha a HR department. 3. Communication and feedback: An effective two-way communications system often reduces the need for a formal audit.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM 4. Location and dispension: The need for a formal audit is directly related to the number of isolated plants. 5. Status of an industrial relations manager: If they participate in top management plans, reports, discussions and decisions, the need for a formal audit may be less frequently felt. 6. Administrative style: The greater the delegation of authority and decentralization of power, the greater the value of a regular and formal audit.

Areas of personnel audit 1. Mission statement relating to human resource management. 2. Objectives, goals and strategies of human resource management. 3. Accomplishments of human resource management. 4. Programs of personnel management including the detailed practices and procedures. 5. Personnel management policies. 6. Role of personnel management in TQM.

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM

Chapter -7 Human Resource Development

Meaning of HRD Those learning experience which are organized for a specific time and designed to bring about the possibility of the behavior change. Role of training if HRD o Training helps the organization to impart basic technical skills and knowledge to employees. o It upgrades the technical skills and knowledge when there is change if technology. o Training imparts and develops the basic skills contributes to the basic skillful to the job. o The objective of TQM can be achieved by training the employee continuously. of HRM. and this

o Training is important to develop the employees and make them

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM o Training is an art and it constitutes a significant part of HRD and management control. o Training plays an important in HRD and in achieving organizational strategies, goals and objectives. Knowledge management A systematic , ,deliberate building, and application of knowledge to maximize an enterprise knowledge related to opportunities and awareness from its knowledge assets.

Hierarchy of knowledge a) Wisdom b) Knowledge c) Information d) Data Knowledge resources

Employee

Educational affairs also enhance the knowledge The

human resource which collects and process data into knowledge is called knowledge resource.
Computer process data into information, but not into knowledge.

There HR with high capabilities to convert data into knowledge or refer to a knowledge resource. HR with this creative and innovative skills and intelligence the data into empowerment educational programs. and productive knowledge. Freedom and the employees to the organization

knowledge resources along with training, development and

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM Individual resources Knowledge resources help the organization in the following 1. Enhance organization performance 2. Train and develop other employees 3. Spread and share their knowledge 4. Develop team spirit 5. Develop intellectual capital 6. Enhance cultural change and innovation; 7. The organization process and

Impact of globalization on HRM Liberalization of control, freeing industry, and trade from the clusters more economy of the country and its economic of industries and removal

institutions and changing the structural Liberalization of industrial policy includes of restrictions on foreign investments of foreign . Regulation act (FERA) and Monopolies and Restrictive the govt change the direction of the Trade Proactive(MRTP). The economic reform announced country from socialistic pattern to market economy. The trend of market economy results in intense and Competition, entry of multinational and consolidation of sixty multinationals increase the stake of multinationals in their Indian partnerships. The major result of economic reforms is competition and all around competition. Problems in relation to transnational and multinationals

Brindavan College Department of Commerce & Management

Mr. Syed Kazim

Human Resource Management III Semester BBM Paying discriminatory salaries; Higher salary rules; 1. The competent employee 2. Implicit HR 3. Kill trade and TV 4. Weaken collective 5. Organizational management 6. Hire and fire policy 7. Downsizing and 8. Multi-skills

Brindavan College Department of Commerce & Management

Mr. Syed Kazim