Unit - 2: Human Resource Planning Structure of Unit: 2.1 Objectives 2.2 Introduction 2.3 Human Resource Planning (HRP) 2.4 Defimitionof Human Resource Planning 2.5 Nature of HRP 2.6 Objectives of Human Resource Planning 2.7 Need for HRP in Organizations 2.8 Importance of HRP 2.9 Factors Affecting HRP 2.10 HRPProcess 2.11 Requisites for Suecessfill HRP 2.12 Barriers to Human HRP 2.13. Summary 2.14 Self Assessment Questions 2.15 Reference Books 2.1 Objectives After studying this unit, you willbe able to: ‘© Understand the nature and need of HRP ‘© Able to gain information about different factors that affect HRP ‘© Realize the importance of human resource planning in current organizational se ‘+ Understand the HRP process and the pre requisites for successful HRP proce 2.2 Introduction As told in the last chapter Human resource management has started to play a significant role in the overall strategic development of the organization, At present HR strategies are designed in tune withthe overall business strategy of the organization. HR strategy should sub serve the interest ofthe organization translating firm's goals and objectives into a consistent, integrated and complimentary set of programmes and policies, for managing people. First part of Human resource strategy is HIRP —Iuman Resource Planning. All other HR activities like ‘employee hiring, training and development, remuneration, appraisal and labour relations are derived from HIRPHR planning s important in a wide variety of industries and firms, HR planning affects what employers do when recruiting, selecting, and retaining people, and of course these actions affect organizational results, and success. The challenges caused by changing economic conditions during recent year’s show wity HR ‘workforce planning should occur. Staffing an organization is an HR activity that is both strategic and operational in nature. As the HR, ‘Headline indicates, HIR planning is important in a wide variety of industries and firms. HR planningaffects, ‘what employers do when recruiting, selecting, and retaining people, and, of course these actions affect, organizational results and success. Human Resources planning mean different means to different ‘organizations. To some companies, human resources planning mean management development. It involve helping executives to make better decisions, communicate more effectively, and know more about the firm. The purpose of HRP is to make the manager a better equipped for facing the present and future. 72.3 Human Resource Planning (HRP) Human resource planning is important for helping both organizations and employees to prepare for the future. The basic goal ofhuman resource planning is to predict the future and based on these predictions, implement programmes to avoid anticipated problems. Very briefly humans resource planning's the process ‘of examining an organization’s or individual's future human resource needs for instance, what types of skills will be needed for jobs ofthe future compared to future human resource capabilites (such as the types of skilled employees you already have) and developing human resource policies and practices to address potential problems for example, implementing training programmes to avoid skill deficiencies, 2.4 Defi ion of Human Resource Planning According to Vetter, “HRPis the process by which management determines how the organization should ‘move from ts current man power position to desired manpower position. Through planning, management strives to have the right time, doing things which result in both the organization and individual receiving ‘maximum long run benefits” According to Gordon Mc Beath, “HRP is concerned with two things: Planning of manpower requirements and Planning of Manpower supplies”. According to Beach, “HRP isa process of determining and assuming that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which meet the needs of ‘the enterprise and which provides satisfaction for the individuals involved” Simply HRP can be understood as the process of forecasting an organization's future demands for and supply of the right type of people in the right number. In other words HRP is the process of determining ‘manpower needs and formulating plans to meet these needs, HRPis a Four-Phased Process. * The first phase involves the gathering and analysis of data through manpower inventories and forecasts, + Thesecond phase consists of establishing manpower objectives and policies and gaining top management approvalof these. + The third phase involves designing and implementing plans and promotions to enable the organization to achieve its manpower objectives. + The fourth phase is concemed with control and evaluation of manpower plans to facilitate progress, in order to benefit both the organization and the individual. The long run view means that gains may be sacrificed in the short run for the future grounds. The planning process enables the organization to identify what its manpower needs is and what potential manpower problems required current action, This leads to more effective and efficient performance. 2.5 Nature of HRP ‘Human resource planning isthe process of analyzing and identifying the availability and the need for human, resources so that the organization can meet its objectives. The focus of HR planning isto ensure that the organization has the right number of human resources, with the right capabilities, atthe right times, and in the right places. In HR planning, an organization must consider the availability and allocation of people to jobs over long periods of time, not just for the next month or the next year. HEP isasub system inthe total organizational planning. Actions may include shifting employees to other jobs inthe organization, laying offemployees or otherwise cutting back the number ofemployees, developing 18present employees, and/or increasing the number of employees in certain areas. Factors to consider include the current employees’ knowledge, skills, and abilities and the expected vacancies resulting from retirements, promotions, transfers, and discharges. To do this, HR planning requires efforts by HR professionals working with executives and managers. 2.6 Objectives of Human Resource Planning 1, Toensure optimum utilization of human resources currently available in the organization, 2, Toassess or forecast the fiture skill requirement of the organization. 3. Toprovide control measures to ensure that necessary resources are available as and when required. 4, A series of specified reasons are there that attaches importance to manpower planning and forecasting exercises. They are elaborated below * To link manpower planning with the organizational planning * Todetermine recruitment levels * Toanticipate redundancies. * Todetermine optimum training levels. * To providea basis for management development programs. + Tocost the manpower, * Toassist productivity bargaining * Toassess future accommodation requirement, + To study the cost of overheads and value of service functions, * To decide whether certain activity needs to be subcontracted, etc. HRP exists as a part of planning process of business. This is the activity that aims to coordinate the requirements for the availability of the different types of employers. The major activities are the forecasting, (Zuture requirements), inventorying (present strength), anticipating (comparison of present and future requirements) and planning (necessary program to meet the requirements). ‘The HR forecasts are responsible for estimating the number of people and the jobs needed by an organization to achieve its objectives and realize its plans in the most efficient and effective manner, HR needs are computed by subtracting HR supplies or number of the employees available from expected HR demands or number of people required to produce a desired level of outcome. The objective of HR isto provide tight personnel for the right work and optinmm utilization ofthe existing human resources. ‘The objectives of human resource planning may be summarized as below: + Forecasting Human Resources Requirements: HRP is essential to determine the future needs of HR in an organization, In the absence ofthis plan it is very difficult to provide the right kind of people atthe right time. + Effective Management of Change: Proper planning is required to cope with changes in the different aspects which affect the organization, These changes need continuation of allocation/ reallocation and effective utilization of MR in organization, 19Realizing the Organizational Goals: In order to meet the expansion and other organizational activities the organizational HR planning is essential Promoting Employees: lIRP gives the feedback in the form of employee data which can be used in decision-making in promotional opportunities to be made available for the organization. Effective Utitization of HR: The data base will provide the useful information in identifying surplus and deficiency in human resources. The objective of HRP is to maintain and improve the organizational capacity to reach its goals by developing appropriate strategies that will result inthe ‘maximum contribution of HR. 27 Need for HRP in Organizations Major reasons for the emphasis on HRP at the Macro level: ) 2 3 4) 3) 6) D 8) Employment-Unemployment Situation: Though in general the number of educated unemployment is on the rise, there is acute shortage for a variety of skills. This emphasizes on the need for more effective recruitment and employee retention. Technological Change: The changes in production technologies, marketing methods and ‘management techniques have been extensive and rapid. Their effect has been profound on the job contents and job contexts. These changes have caused problems relating to redundancies, retention and redeployment. Allthese suggest the need to plan manpower needs intensively and systematically. Demographic Change: The changing profile of the work force in terms of age, sex, literacy, technical inputs and social background has implications for HIRP. Skill Shortage: Unemployment does not mean that the labour market is a buyer’s market. Organizations generally become more complex and require a wide range of specialist skills that are rare and scare. A problem arises in an organization when emplo. skills leave. with such specialized Governmental Influences: Government control and changes in legislation with regard to affirmative action for disadvantages groups, working conditions and hours of work, restrictions ‘onwomen and child employment, causal and contract labour, ete. have stimulated the organizations ‘to be become involved in systematic HRP. slative Control: The policies of “hire and fire” have gone, Now the legislation makes it ult to reduce the size of an organization quickly and cheaply. Itis easy o increase but dificult to shed the fat in terms of the numbers employed because of recent changes in labour law relating to lay-off and closures. Those responsible for managing manpower must look far ahead and thus attempt to foresee manpower problems. Impact of the Pressure Group: Pressure groups such as unions, politicians and persons displaced from land by location of giant enterprises have been raising contradictory pressure on enterprise ‘management suchas intemal recruitment and promotion, preference to employees’ children, displace person, sons of soil et. Systems Approach: The spread of system thinking and advent ofthe macro computer as the part ofthe on-going revolution in information technology which emphasis planning and newer ‘ways of handling voluminous personnel records. 20» Lead Time: The log lead time is necessary in the selection process and training and deployment of the employee to handle new knowledge and skills successfully. 2.8 Importance of HRP HRP is the subsystem in the total organizational planning. Organizational planning inckudes managerial activities that set the company’s objective forthe future and determines the appropriate means forachieving, those objectives. The importance of HRP is elaborated on the basis of the key roles that itis playing in the organization 6. Future Personnel Needs: Human resource planning is significant because it helps to determine the future personnel needs of the organization. [fan organization is facing the problem of either surplus or deficiency in staff strength, then tis the result of the absence of effecting HR planning, All public sector enterprises find themselves overstaffed now as they never had any planning for personnel requirement and went ofrecruitment spree tll late 1980°s, The problem of excess staff has become such a prominent problem that many private sector units are resorting to VRS ‘voluntary retirement scheme’, The excess of labor problem would have been there if the organization had good HRP system, Effective HRP system willalso enable the organization to have good succession planning. Part of Strategic Planning: HRP has become an integral part of strategic planning of strategic planning. HRP provides inputs in strategy formulation process in terms of deciding whether the organization has got the right kind ofhuman resources to carry out the given strategy. HRP is also necessary during the implementation stage inthe form of deciding to make resource allocation decisions related to organization structure, process and human resources. In some organizations HRP play as significant role as strategic planning and HR issues are perceived as inherent in business management, Creating Highly Talented Personnel: Even though India has a great pool of educated unemployed, itis the diseretion of HR manager that will enable the company to recruit the right person with right skill to the organization. Even the existing staff hope the job so frequently that organization face frequent shortage of manpower. Manpower planning in the form of skill development is required to help the organization in dealing with this problemof skilled manpower shortage International Strategies: An international expansion strategy of an organization is facilitated to a great extent by HR planning. The HR department's ability to fill ey jobs with foreign nationals and reassignment of employees fiom within or across national borders is a major challenge that is being faced by international business. With the growing trend towards global operation, the need for HRP willas well willbe the need to integrate HRP more closely with the organizations strategic plans. Without effective HRP and subsequent attention to employee recruitment, selection, placement, development, and career planning, the growing competition for foreign executives ‘may lead to expensive and strategically descriptive tumover among key decision makers, Foundation for Personnel Functions: HRP provides essential information for designing and implementing personnel functions, such as recruitment, selection, training and development, personnel movement like transfers, promotions and layoff Increasing Investments in Human Resources: Organizations are making inereasing investments inhuman resource development compelling the increased need for HRP. Organizations are realizing 2that human assets can increase in value more than the physical assets. An employee who gradually develops his! her skills and abilities become a valuable asset for the organization. Organizations can make investments in its personnel either through direct training or job assignment and the rupee value of such a trained, flexible, motivated productive workforce is difficult to determine, Top officials have started acknowledging that quality of work force is responsible for both short termand long term performance ofthe organization. 7. Resistance to Change: Employees are always reluctant whenever they hear about change and even about jobrotation. Organizations cannot shift one employee from one department to another without any specific planning, Even for carrying out job rotation (shifting one employee fromone department to another) there is a need to plan well ahead and match the skills required and existing skills ofthe employees. 8. Uniting the Viewpoint of Line and Staff Managers: HRP helps to unite the viewpoints of line and staff managers. Though HRP is initiated and executed by the corporate staff, it requires the input and cooperation of all managers within an organization, Each department manager knows about the issues faced by his department more than anyone else, So communication between HR staff and line managers is essential for the success of HR Planning and development. 9. Succession Planning: Human Resource Planning prepares people for future challenges. The ‘stars’ are picked up, trained, assessed and assisted contimuously so that when the time comes such trained employees can quickly take the responsibilities and position of their boss or seniors a and when situation arrives. 10. Other Benefits: (a) HRP helps in judging the effectiveness of manpower policies and programmes of management. (b) It develops awareness on effective utilization of human resources for the overall development of organization, (c) It facilitates sclection and training of employees with adequate knowledge, experience and aptitudes so asto carry on and achieve the organizational objectives (4) HRP encourages the company to review and modify its human resource policies and practices and to examine the way of utilizing the human resources for better utilization. 2.9 Factors Affecting HRP HRP is influenced by several factors. The most important of the factors that affect HRP are (1) typeand strategy of organization (2) organizational growth cycles and planning (3) environmental uncertainties (4) time horizons (5) type and quality of forecasting information (4) nature of jobs being filled and (5) off loading the work 1. Type and Strategy of the Organization: Type of the onganization determines the production processes, involve, number and type of staff needed and the supervisory and managerial personnel required. HR need is also defined by the strategic plan of organization, Ifthe organization has a plan for organic growth then organization need to hire additional employees. On the other hand Ifthe organization is going for ‘mergers and acquisition, then organization need to plan for layofis, as mergers can create, duplicate or overlap positions that can be handled more efficiently with fewer employees. Organization first decides whether to be reactive or proactive in HRP. Organizations either carefully anticipate the needs and systematically plan to fillthe need in advance (proactive) or can simply react to the needs as they arise (reactive). Likewise, the organization must determine the width of the HR plan ‘Organization can choose a narrow focus by planning in only one or two HR areas like recruitment and selection or en have abrond perspective by planning inallaresincuding training and rermneratin.‘The nature of HR plan isalso decides upon the formality of the plan. It can decides to have an informal plan that lies mostly in the minds of the managers and personnel staff or can have a formal plan which is properly documented in waiting ‘The nature of HR plan is also depended upon the flexibility that is practiced in the organization. HR plan should have the ability to anticipate and deal with contingencies. Organizations frame HRP in suchaway different scenarios thereby assuring that theplan is that itcan contain many contingencies, which refle flexible and adaptable. cree coe erica -0-@ Figure 2.1 : Factors Affecting HRP. Figure 2.1 summarizes the five factors that influence an organization while framing its strategic HRP. 2, Organizational Growth Cycles and Planning: All organizations pass through different stages of growth from the day ofits inception, The stage of growth in which an organization is determines thenature and extends of HRP. Small organizations in the earlier stages of growth may not have well defined personnel planning, But as the organization enters the growth stage they feel the need to plan its human resource, At this stage organization gives emphasis upon employee development. But as the organization reaches the ‘mature stage it experience less flexibility and variability resulting in low growth rate. HR planning becomes ‘more formalized and less flexible and less innovative and problem like retirement and possible retrenchment dominate planning During the declining stage of the organization HRP takes a different focus like planning to do the kyo, retrenchment and retirement. In declining situation planning always becomes reactive in nature towards the financial and sales distress faced by the company. 3, Environmental Uncertainties: Political, social and economic changes affect all organizations and the fluctuations that are happening in these environments affect organizations drastically. Personnel planners deal with such environmental uncertainties by eaefly formulating reeruimen, selection, rainingand«development policies and programmes. The balance in the organization is achieved through careful succession. planning, promotion channels, layofi, flexi time, job sharing, retirement, VRS and other personnelrelated arrangements, 4. Time Horizons: HR plans can be short term or long term. Short term plans spans from six months to ‘one year, while long term plans spread over three to twenty years. The extent of time period depends upon the degree of uncertainty that is prevailing in an organizations environment. Greater the uncertainty, shorter the plan time horizon and vice versa, Table 2.1 : Degree of Uncertainty and Length of Planning Period Short Planning period- uncertainty/] _ Long planning period- certainty/ stability instability Many new competitors Sirong competitive position Rapid changes in social and economic | Evolutionary, rather than rapid social, conditions political and technological change Unstable product/service demand pattems | Stable demand pattems ‘Small organizational size, poor management | Stwong management practices practices (crisis Management) Source: Elmer H. Burack and Nicholas J. Mathis, Human Resource Planning- A Pragmatic approach to manpower Staffing and development, Winosis, Brace- Park Press, 1987, p. 129. 5. Type and Quality of information: The information used to forecast personnel needs originates from amultitude of sources. The forecast depends to a large extent upon the type of information and thequality ‘of data that is available to personnel planners. The quality and accuracy of information depend upon the clarity with which the organizational decision makers have defined their strategy, structure, budgets, production schedule and so on. ‘Table 2.2 : Levels of HRP Information Strategie Information ‘General Organizational | Specific Information Information Necessary for HRP. Product mix ‘Organizational structure Job analysis Customer mix Information flows Skills inventories ‘Competitive emphasis ‘Operating — and — capital | — Management inventories budgets Functional area objectives “Geographic Timits of | Production schedules ‘Available waning and market Distribution channels, development programmes Sales territories Recruitment sources: Production processes Level of technology Tabour market analysis Planning horizons Compensation programmes Constitutional — provisions and labour laws Retirement plans ‘Tumover data Source: Leap& Crino, Personnel/ Human Resource Management, p. 161. 6. Nature of Jobs Being Filled: Personnel planners need to be really careful with respect to the nature ‘ofthe jobs being filled in the organization. Employees belonging to lower level who need very limited skills can be recruited hastily but, while hiring employees for higher posts, selection and recruitment need to be carried out with high discretion, Organization need to anticipate vacancies far in advance as possible, to provide sufficient time to recruit suitable candidate. 247, Outsourcing: Several organizations outsource part of their work to outside parties in the form of subcontract. Outsourcing is a regular feature both in the public sector as well as in the private sector ‘companies. Many of the organizations have surplus labour and hence instead of hiring more people they 220 for outsourcing, Outsourcing is usually done for non critical activities. Outsourcing of non-critical activities through subcontracting determines HRP. 2.10 HRP et supply factors through personnel related programmes. The HR planning process is influenced by overall organizational objectives and environment of business. HRP Process ectively involves forecasting personne! needs, assessing personnel supply and matching demand— Fares ey] ——c a Fores] =e alton 4 Figure 2.2 : The HRP Process Environmental Seanning: It refers to the systematic monitoring of the extemal forces influencing the organization. The following forces are essential for pertinent HRP. * Economic factors, including general and regional conditions. + Technological changes + Demographic changes including age, composition and literacy, * Political and legislative issues, including laws and administrative rulings * Social concems, including child care, educational facilities and priorities. sming the environment for changes that will affect an organization, managers can anticipate their impact and make adjustments early. Organizational Objectives and Policies: HR planis usually derived ftom the organizational objectives. Specific requirements in terms of number and characteristics of employees should be derived from organizational objectives Once the organizational objectives are specified, communicated and understood by all concerned, the HR, department must specify its objective with regard to HR utilization in the organization, 28HR Demand Forecast: Demand forecastingis the process of estimating the fsture quantity and quality of people required to meet the future needs ofthe organization. Annual budget and long-term corporate plan when translated into activity into activity form the basis for HR forecast. Foreg: inthe ‘giving the number and type of products to be produced in each period. This will form the basis uponwhich the organization will decide the number ofhours to be worked by each skilled category of workers. Once ‘the number hours required is available organization can determine the quality and quantity of persomel required for the task sse of a manufacturing company, the sales budget will form the basis for production plan ‘Demand forecasting is influenced by both intemal factors and external factors: external factors include- ‘competition, economic climate, laws and regulatory bodies, changes in technology and social factors ‘whereas intemal factors are budget constraints, production level, new products and services, organizational structure and employee separations. ‘Demand forecasting is essential because ithelps the organization to 1. Quantify the jobs, necessary for producing a given number of goods, 2. To determine the nature of staff mix required in the future, 3. To assess appropriate levels in different parts of organization so aso avoid unnecessary costs to theorganization, 4, To prevent shortages of personnel where and when, they are needed by the organization. 5.1 ‘compliances with legal requirements with regard to reservation offjobs. ‘moritor ‘Techniques like managerial judgment, ratio- trend analysis, regression analysis, work study techniques, Delphi techniques are some of the major methods used by the organization for demand fore sting, HR Supply Forecast: Supply forecast determines whether the HR department will be able to procure the requited number of ‘workers, Supply forecast measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, intemal movements and promotions, wastage and ‘changes in hours, and other conditions of work, Supply forecast is required because it is needed as it 1. Helps to quantify the number of people and positions expected to be available in future to help the organization realize its plans and meet its objectives 2, Helps to clarify the staffimixes that will arise in future 3. assesses existing staffing in different parts of the organization. 4, It will enable the organization to prevent shortage of people where and when they are ‘most needed. 5. It also helps to monitor future compliance with legal requirements of job reservations. Supply analysis covers the existing human resources, internal sources of supply and external sources of supply. HR Programmi Once an organization's personnel demand and supply are forecasted the demand and supply need to be balanced in order that the vacancies can be filled by the right employees at the right time. ‘HR Plan Implementation: HR implementation requires converting an HR plan into action. A: ton are initiated as apart of HR plan implementation, Programmes such as recruitment, selection and placement, training and development, retraining and redeployment, retention plan, succession plan etc when clubbed together form the implementation part of the HR plan. ries off 26Control and Evaluation: Control and evaluation represent the final phase of the HRP process. Al HR plan include budgets, targets and standards. The achievement of the organization will be evaluated and monitored against the plan. During this final phase organization will be evaluating on the number of people employed against the established (both those who are in the post and those who are in pipe line) and on the number recruited against the recruitment targets. Evaluation is also done with respect to employment cost against the ‘budget and wastage accrued so that corrective action can be taken in future. 2.11 Requisites for Successful HRP 1. 2, 3 HP must be recognized as an integral part of corporate planning Support of top management is essential ‘There should be some centralization with respect to HRP respor inorder to have co-ordination between different levels of management. Organization records must be complete, up to date and readily available. ‘Techniques used for HR planning should be those best suited to the data available and degree ofaccuracy required. Data collection, analysis, techniques of planning and the plan themselves need to be constantly revised and improved in the light of experience. 2.12 Barriers to HRP ‘Human Resource Planners face significant barriers while formulating an HRP. The major barriers are elaborated below: » 2 4) 5) 6) HER practitioners are perceived as experts in handling personnel matters, but are not experts in ‘managing business. The personnel plan conceived and formulated by the HR practitioners when. enmeshed with organizational plan, might make the overall strategic plan of the organization incfivtive HR information often is incompatible with other information used in strategy formulation, Strategic planning efforts have long been oriented towards finaneial forecasting, often to the exclusion of other types of information. Financial forecasting takes precedence over HRP. Conflict may exist between short term and long term HR needs. For example, there can be @ conflict between the pressure to get the work done on time and long term needs, such as preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can, ‘be met immediately because skills are available on the market as long as wages and salaries are competitive, Therefore, long times plans are not required, short planning are only needed, There is conflict between quantitative and qualitative approaches to HRP. Some people view HRP asa number game designed to track the flow of people across the department, Others take ‘a qualitative approach and focus on individual employee concems such as promotion and career development. Best result can be achieved ifthere is a balance between the quantitative and qualitative approaches. Non-involvement of operating managers renders HRP ineffective, HRP is not strictly an HR department function, Successful planning needs a co-ordinated effort on the part of operating ‘managers and HR personnel 272.13 Summary ‘Today, human resource planning is viewed as the way management comes to grasp the illkdefined and tough-to-solve human resource problems facing an organization. Human resource planning isthe process ‘of determining the human resources required by the organization to achieve its goals. Human resource planning also looks at broader issues relating to the ways in which people are employed and developed, inorderto improve organizational effectiveness. HRP is decision making process that combines activities, such as identifying and acquiring the right number of people with the proper skills, motivating themto achieve high performance and creating interactive links between business objectives are resource planning, activities. HRP sets out requirements in both quantitative and qualitative terms. Accurate manpowerplan isadream. A common error of many managers isto focus on the organization’s short term replacement needs, Any human resource plan, ifit is to be effective, must be derived from the long term plans and strategies of the organization. The various approaches to human resource planning under which a mumber ‘of major issues and trends in today’s work plan that willaffect organization and employees are (1) Examine ‘external and internal issues, (2) Determining future organizations capabilities, (3) Determining future “organizational needs, and (4) Implementing human resources programmes to address anticipated problems. Although change is occurring very rapidly in the work world it is important for both organizations and employees to monitor issues and events continuously and consider their potential effects. 2.14 Self Assessment Questions 1. Explain the role of HR professional in human resource planning process in organizations. 2 Describe the various forecasting techniques and how these techniques are being used in ‘human resource planning 3 Explain the barriers to HRP. Bring out the requisites for effective planning, 2.15 Reference Books - Lloyd L. Byars and Leslie W. Rue (1997), Human Resource Management (Sth edition), The McGraw-Hill Companies, USA. = Michael Armstrong (1999), 4 Handbook of Human Resource Management Practice (7th. edition), Kogan Page Limited, 120 Pentonvelle Road, London, = Biswaject Pattanayak (2001), Human Resource Management, Prentice Hall of India Pvt. Ltd., New Delhi, - K. Aswathappa (1999), Human Resource and Personnel Management (2nd edition), Tata ‘McGraw-Hill Publishing Company Ltd,, New Delhi =P. Subba Rao (2004), Management and Organisational Behaviour (First edition), Himalaya Publishing House. 28