[ CHAPTER-1 HUMAN RESOURCE MANAGEMENT : AN OVERVIEW Introduction» Evolution of Human Resource + HRM int + Definitions » Objectives of HRM + Significance of HRM » Concepts of Human Resource Management * Functions of HRM+ Scope of Human Resource Management» Responsibilities of HA Staff» HR Management Process Personnel Management VS HRM * Model of HRM * Models of International HR * Relevance of aligning Strategy with HR. [INTRODUCTION In the last few years there has been a vast change in the field of Human Resource Management (HRM). The HRM concept and practices of today are significantly different from those of the past. Planners and practitioners who understand the significance of these change use to help in providing valuable HRM policies and practices. Human Resource (HR) is the mighty pillars that form the business colonnade in the world of economy. ‘They therefore, deserve all the care and attention. The very art of managing human resource is based on thoughtful policies and a bouquet of helpful practices aimed at creating motivation and commitment in the workforce. While the human resource policies form the framework for effective functioning of HR management, HR practices form the culture in business management. ‘An organization whether formal or informal is composed of people, who come from different walks of life. People are different from each other in their all aspect of life. Human Resource consists of the total skills, creative abilities, talents and aptitude of an organization workforce. In addition to this the values, attitudes and beliefs of the individual involve in it. Thus, human resource is the sum total of inherent abilities, acquired knowledge and skills represented by talents and aptitudes of the employees. The quality and the quantity of human resource are modified by environmental factors such as education, training and development. This helps human being to produce new ideas, develop and improve capital goods and modify the available physical and financial resources in order to achieve greater productivity. Therefore, the handling of financial resource andMUMAN RESOURCE MANAGEMENT physical resources is different from handling ‘Human. Resource management fs Increasingly aware of the human factor wh Important of all factors of production. Human resource with great care and attention by the human resour with human resource is quite dificult, at and different from other innate resources. Lets understand the resource management from its evolution. Modery ich 4s the man. ™ es have to be hana ce managers, ‘Ty a. the same time it 1g challenga ig human, EVOLUTION OF Hi The beginning of human resource management can be {taced from Kautilya’s period. Kautilya provides a systematic treatment of mana human resource as early management of as in the fourth century B.C. in his trez “ARTHASHASTRA\, During that period, there (oot edures ang incentive system and performance evahiation, , developmnent, A formal beginning of human resource management functions in India was made in 1929, when the Royal Commission on Labour was set up by the Government of India. Two years later, th ¢ commission in its report recommended the appointment of labour ot fficer who worked after the employment and dismissal of workers as well as working conditions. After the Second World War, the labour officer got the designation of Welfare Officer (W.O.). With the enactment of Industrial Disputes Act, 1947, the welfare officers were made responsible for handling disputes and adjudication pertaining to the conditions of service including wages, leave, retirement benefits and bonus ; thus, they became Industrial Relations Officers and started performing industrial relation functions such as collective bargaining, conciliation and adjudication. The Factories Act. 1948, laid down the duties and qualifications of labour welfare officers. With the passage of me. Employment Exchanges (Compulsory Notification of Vacancies) Act. 1068, and the Apprentices Act, 1961, were passed to regulate recruitment training of workers. During the decade from 1960s to 1970s, there was growth ia ate competition and increasing size which lead in attracting an employee talented people. Hence, formulation on human resource PE internal Selection, training and development, performance appraise oy mobility and compensation management also became a part oN” the Welfare officer who now becomes the personnel manaHeh TA yeir increasing recognition of the importance of human reso’HUMAN RESOURCE MANAGEMENT : AN OVERVIEW 3 contribution to the survival of the organisations, personnel function has: now been called ‘human resource management function’, Now {ts is known as People’s management as the modern thinker feels that it deals with individual at work place, Kautilya and Staffi S a ent Kautilya’s Viewpoint Chapter/s. book| and Contribution | | Entire book II | Very elaborate job descriptions of superin- eet | tendents are laid down in terms of their responsibilities. For high officials the | qualifications in terms of family background | and personality traits are laid down very ——_—_ |__| precisaet are Qualifications [1X1 For the lower officers, a decreasing degree of | |forjobs__| | qualifications is considered to be sufficient. Selection Pro- | IX, X:1 Reference, on-the-job tests, spy information | cedure and discussions are the various steps en- | | visaged in the selection procedure for high Pe ___| officials. __ — ee Executive | First six ‘An elaborate training programme for the King, development Chapters, I is laid down. For the lower officials also the | | need of training is mentioned. | | Incentive sys- Book 1 and | Monetary incentive and punishments in the tem (stick and | first Chapter, V__ form of penalties are proposed for controlling | carrot ap- | the performance and conduct of employees | proach) and citizens. | Performance | X land IX, | Regular supervision and espionage are the | evaluation two methods of performance and conduct evaluation. ‘Source: Sharma MK, ‘Kautilya and Management, Indian Management, July 1977, p.5 [HUMAN RESOURCE MANAGEMENT IN THE PRESENT CONTEXT) Human resource management function since its evolution has seen many changes. In the present context, human resource management functions can be seen as amalagam of organisational behaviour, personnel management, industrial relations and labour legislations. Organisational = Personnel | Industrial Relations behaviour Management & Labour Legislations HRM FUNCTIONS Organisational Behaviour : Organisational behaviour tells us why members ofan organisation behave the way they do ? It focuses on the behaviour of the employees at the level of an individual group and total organisation.7 Janagement studies policy formulation and implementation, of Birmsa enureaing employce selection, trainingand development appraisal techniques, ete, Industrial relations and Labour Legistations deal with the Collective relationship between management, employees and government in any industrial organisation. Collective bargaining, grievance handling discipline management and implementation of varios labour legislations DEFINITIONS| Personnel Management According to Jucius MJ, ‘Personnel Management can be defined as the field of management which relates to planning, organizing, directing ang controlling the functions of Procurement, development, maintenance and utilization of a labour force with a view to altaining organisational Koals economically and effectively.” Human Resource Management According to uJ, Storey, human resource management is a “Set of interrelated policies with an ideolo; M. Armstro: t Organization are essential to al objectives, This is true, Tegardless of the type of netit, Business, education health, Tecreation or social Flippo, “Management is planning, organizing, rocurement, development, compensation, Separation of human resource to the nd that and social objectives are accomplished.” makes an immense contribution in “3 -of organisation. Human resource management increase: Eetiveness immensely, The objectives of HRM are : ; Skills and abilities required for the functioning o n to achieve its goals. Personnel Management, 3rd edition, PHI, New Delhi th Edition, McGraw-Hill, New York, 1984, p. 5.HUMAN RESOURCE MANAGEMENT ; AN OVERVIEW 5 (c) To provide the organisation with well-trained and well-motivated employee (a) To increase the satisfaction level of employees. (e) To develop, maintain and improve the quality of work life, (0 To facilitate and manage smooth change for mutual advantage of individual, groups and the organisation, (@) To help in maintaining ethical policies and socially responsible behaviour. SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT| Human Resource Management has a crucial role in every organization. The significance of HRM can be studied under three heads, ie., (1) Professional significance, (2) Organisational significance, (3) Social significance. (1) Professional Significance : Professional significance lies in developing people and providing appropriate environment for effective utilization of their capabilities. This can be done by (a) Developing people on continuous basis to meet the challenges of their jobs. z (b) Maintaining the dignity of personnel at workplace. (©) Providing environment and incentives for developing and utilising creativity. (d) Providing proper physical and social environment at the workplace to utilize the capability of the people effectively. Significance of HRM Developed by G. Sunkalp in 2008 S—> Social, O— Organisational, P—> Professional (2) Organisational Significance ; Human Resource Management is of vital importance to the individual organisations as a means for achieving their objectives. It contributes to the achievement of organisational objectives in the following ways : (a) By developing personnel to meet the demand of the work effectively. (b) By effective utilization of human resources through motivating them and changing their attitudes towards the work and their organisation. (c) By ensuring to recruit and retain personnel in the organisation, so that right people are available at right time at right place.HUMANRESOURCEMANAGEMENT crane Human Resource Ma, z ~ Social significance o} 2 nagemen scat Significance : Sere personnel in the organisation. Since these (oh the need satisfaction Peet, their effectiveness contributes te a porsonnel are drawn. [MP1 aid that ‘a happy worker is not only happy iety, Tt welfare of | for at home and in Realy eb sane eee contribution tt workplace but ae {i , ber ty: Social Se oductiVe employment from which social ang = RO gical satisfaction can be derived. Pveaining balance between Jobs and job-seekers in terms of joy (>) Maintal abilities and aptitudes, {ts and job-seekers ab! Sa ian capabilities effectively and matching rewards for @ I ie he contibutions made by peop! d) eo wasteful organisational and individual practices, ‘ S CONCEPTS OF HUMAN RESOURCE MANAGEMENT ‘here are three fundamental concepts of Human Resource Management recognized in contemporary times. First, it is a concept of the development of people to their fullest potentialities. Personnel administration must assist individuals to grow in a business organisation to such an extent where they will have complete opportunities to realise their fullest potentialities. The second concept is to facilitate the working together of groups of people towards definite predetermined ends. When individual employees are brought together it is very essential to promote the will to collaborate with a view of giving off their best as a team or group. The third emerging concept of Human Resource Management is a profit- cum-growth engineering function. As the functions performed by executives, they directly contribute to company’s profitability and growth. FUNCTIONS OF HUMAN RESOURCE MANAGEMENT, ‘The functions of Human Resource Management can be easily understood by knowing the duties performed by welfare officer mentioned in Central Model Rule 7 of section 49 of the Factories Act, 1948. The duties are as follows : (@) Toestablish contacts and hold consultations with a view to maintain harmonious relations between factory management and workers. (0) To bring to the notice of the factory management the grievance of the workers, individual as well as collective with a view to securing their expeditious redr trade unions, ss and to act as a negotiating officer with (©) To deal with wage and employment matters by joint consultations @ Hee the factory management and worker's representative bodies. eee and understand the point of view of labour in order to help interpret the ment © share and formulate labour policies and to © Policies to the workers in language they canHUMAN RESOURCE MANAGEMENT : AN OVERVIEW z (e) To wateh the industrial ret in the event of a disput and (o help them tn beinging about view of using his influence pry Management and workers settlement by persuasive efforts. () To exercive A restraining influence aver workers going on illegal strikes and over management declaring illegal lock-outs and to help in preventing anti-social activities. (@ To promote relations between factory management and workers which will ensure productive effi cy as well as amelioration in (he working conditions and to help workers to adjust and adapt themselves to the working environment (h) To encourage the formation of works and joint production committee, cooperative societies and safety-first and welfare committees and to supervise their work (i) To ensure provision of amenities, such as canteens, shelters for rest, creches, adequate latrine facilities, drinking water, sickness and benevolent scheme, payments, pensions and superannuation funds, gratuity payments, granting of loans and legal advice to workers. (j) To help the factory management in regulating the grant of leave with wages and explain to the workers the provision relating to leave with wages and other leave privileges and to guide the workers in the matter of submission of application of grant to leave for regulating authorised absence. (k) To secure welfare provisions, such as housing facilities, foodstuffs, social and recreational facilities, sanitations, advice on individual personal problems and education of children. () To advice the factory management on questions relating to training of new starters, apprentices, workers on transfer and promotion, inspector and supervisors, supervision and control of notice board and information bulletins to further education of workers, to encourage their attendance at technical institutes. (m) To suggest measures which will serve to raise the standard of living of workers and in general promote their well-being. These functions created some confusions in terminology used. Therefore, Indian Institute of Personnel Management introduced some new functions which are as follows : (a) Improvement of Industrial relations. (b) Promotion of joint consultation. (c) Helping management to formulate a labour policy and improving communication between management and workers. (d) Advising managment on the fulfilment of statutory obligations relating to safety, health and welfare at work. (c) Improving factories amenities and welfare provisions. () Advising management on training and further education of workers. SCOPE OF HUMAN RESOURCE MANAGEMENT! Human Resource Management plays a essential and hold a central part in all general management. All management activity is carried by its people. It’s the people who make policy for organisations, applies it and review it. Scope of human resource management is immense. All management needs« HUMAN RESOURCE MANAGEMENT. are: (Q) Analysing Job (Job Analy: (2) Recruitment, Selection, (3) Training & Development {4) Performance Appraisal {5) Employee Transier, Separation, Promotion {6) Wage and Salary Administration (7) Human Resource Research and Application {8) Health, Safety and Labour Welfare {9) Innovations. changes, re-engineering process. () Analysing Job, HR Planning : In this, the type of job. people requires for the job, qualification they possess all are analysed. HR planning is , Process where right person. at right place at right time and most importa, at right cost. is utilised. (2) Recruitment. Selection, Placement : Recruitment is the process of attracting most suitable person for the job, which is followed by selectio. in which the deviants are removed. Jobs are offer to the selected candidate and are accordingly placed. (8) Training and Development : Training is a process of increasing the skills, aptitude, knowledge of an employee. Development is a continuous and long-term process used to develop managerial skills. (4) Performance Appraisal : Taking feedback of employees work and measuring their performance is called performance appraisal. (5) Employee's Transfer, Separation, Promotion : Sending employee io ‘other place of work from his present position is known as transfer, while keeping employee away from job is separation and upgrading his job, area of work, salary is called promotion. (6) Wages and Salary Administration : Fair remuration to employees 25 per his job is related with wages and salary administration. (] Human Resource Research and Application : Human resource Tesearch helps in finding new methods of HR practices, this helps 1: developing organisation and takes organisation to next level. (8) Health. Safety and Labour Welfare : Relation of management wit labour, management with government and labour with labour are taken i" account while framing new labour legislations. Employee's safety and healt! also plays a vital role. Clean drinking water, safety equipment to employes. Proper ventilation, proper sanitation and lighting are some of vital issue that are taken into account in health and safety measures. {9) Innovations, changes and itand without HRM work in organisation comes to hault. The scope of fizy, s) HR planning lacementAnalysing Job Innovations, Changes andReEngineering Health Safety & Labour Welfare Fluman Resouree Research & Application| Performance Appraisal Wage and Salary| Administration Emp! Separation and demotion Scope of Human Resource Management RESPONSIBILITIES OF HR STAFF Human Resource staff plays a vital role in any organisation. It is a nucleus around which all departments work. Therefore, HR staff must be responsible, the responsibilities of HR staff are many, some of them are as follows : Firstly, the HR staff's responsibility is to assist the top management in the formulation of personnel policies, programmes and procedures after carefull research and considering the impact of social, political, economic and local development. Secondly, his responsibility is to plan and forecast the organisational manpower needs and suggest programmes that help to implement policies and achieve the organisational goals. Planning and programming assistance is provided to all levels of management in an organisation, Thirdly, his responsibility is to counsel and advice the line executives and supervisors on all issues involving the management of men. Fourthly, his responsibility {s to provide all levels of management various technical and professional services such as counselling, testing. contract negotiation and administration, conducting compensation surveys and morale surveys and many others. Lastly, his responsibility is to audit and review all policies, procedures and programmes with a view to constantly improving them. HUMAN RESOURCE MANAGEMENT PROCESS: Human Resource Management is the management of various activities designed to enhance the effectiveness of an organization's workforce in achieving the organization’s goals. In order to achieve organizational goals Human Resource process is used. Human Resource process starts with the Human Resource Planning. here planning is done for short period and long.0 HUMAN RESOURCE MANAGEMENT Period of time. This Is followed by staffing which includes recruitment, connie: Selection process. After this developing process Starts, which poustitutes Induction, orientation and various other types of training Performance review are taken to a s the progress of individuals and Srganization both. Human Resource Process also compensation, which is a major activity in HR process, Compensation, constitutes a segment of total in an organization, Compensation helps the organization to have proper workforce which is the last step of HR process. This is a continuous cycle and again the cycle starts taking the feedback of previous cycle. Human Resource Process can be illustrated with the following diagram. constitutes Human Resource Planning Staffing Developing and Evaluation Maintenance effective workforce L___ | Human Resource Management Process PERSONNEL MANAGEMENT VS HRM Different thinkers view Personnel management & HRM in two ways. Some similar while some view that both are differcey Michael Amrstrong (1987) in his book stated that both are Similar & Suggested common features like : 1 ~ Strategies of both stem from business strategy. 2. Both recognise that line managers are responsible for managing Compensation individual and organisational interests. 4. Both attach importance to the function of matching people to ever business requirements. ‘5. Both use the same range of selection, competence analysis, management, training, management development and reward management techniques. 6. The soft version of human resource management and personnel _ management stresses the Process of communication and Part thin the employee relations analysis.HUMAN RESOURCE MANAGEMENT : AN OVERVIEW "1 Koren legge (1999) has found following difference between personnel management & HRM. a 5 Js concerned with non-managers | Aimed at managerial personnel Attempts (o influence line management | Involves an integrated line management | j activity Keep it self detached from organisation-| Utmost focus on the management of al activity and social & psychologically | corporate culture. oriented ideas oy ODEL OF HUMAN RESOURCE MANAGEMENT| In recent years there has been relative agreement among HRM specialists as to what constitutes the field of HRM. The American Society developed model which focuses on Training and Development in the model was classified into nine areas in human resources. The nine areas are : 1. Training and Development 2. Organization and Development 3. Organization/Job Development 4, Human Resource Planning 5, Selection and Staffing 6, Personnel Research and Information System 7. Compensation/Benefits 8, Employee Assistance 9, Union/Labour Relations. ‘The above nine areas are also known as nine spokes of the wheel. Each area of the model cast an impact on the human resource output, quality of work life, productivity and readiness for change in the organization. MODELS OF INTERNATIONAL HUMAN RESOURCE The Brewster and Bournois Model Brewster and Bournois, while acknowledging the difficulties of producing international model of Human Resource Management, feel that it is possible to present a model for scrutiny, although they modestly call this a ‘perspective’. ‘This emerged out of the Price Waterhouse Cranfield Survey on International strategic HRM. As the work was European based they state that they initially present a model from a European viewpoint. ‘They identify a major weakness of the matching and Harvard models as being imbued with an American view of the employment relationship and question whether they can be applied to Europe with its different employment law and practices. They refer to Guest's view that these notions of HRM are very much bound up with values encapsulated in the ‘American Dream’ (Guest, 1990). They claim that their Tentative’ model is rooted in the views of Kochan et al (1986) who argue that government-market and labour-management relations are interwoven but that the argument would have been all the stronger if they had drawn international comparisons (Brewster & Bournois, 1990 : 11). They then propose ‘an outline .... as a first step towards European model of HRM. This places the process ofHUMAN RESOURCE MANAGEMENT ‘Management firmly at the centre of concentric circles of trains (1991). The model 1s {IIstrated in the figure. HRM process : The organisation (Size, iracton the d national culture (including laws, labour 2 7. Human Resoure influence and cons! Three circles of constrat Structure and Culture) Sector an market, ete.) IR, Labour Market, etc.) National Culture (Laws, + Human Resource Strategy Behaviour Cost effectiveness, of relation * Flexibility, ete. Organization : Size, Structure and Culture | } | Brewster and Bournois Model for Investigating Human Resource Strategies ‘Source: a and Bournois (1991) | Ee ne ile Saute of HR strategy, in terms of cost effective depl 7 Cte cng oatiens Ag ya 3 = 1¢ oul c oe ee strategy trajectories are shaped by the ea of and regional factors. a PO Relevance of Aligning Strategy with Human Resource! age to anew era of information age where all the work is being done by computers and other to flexible and more: clectronte devices, from statié organizational designoe nae 13 HUMAN RESOURCE MANAGEMENT : ANOVERVIEW __> should impart continuous training to thelr empolyees which would ne them in increasing thelr KSAO (Knowledge, Skill, Ability, othe Characterestics) levels. As Strategy helps us to prepare ourselves for the future. IC is very important for the organizations to check through proper appraisals techniques by which objectives are achfeved on time. Human Resource Strategy - A Definition Awide range of definitions have been put forward in an attempt to define Human resource concept. From a strategic point of view human resource strategy is seen as a statement of "intent" in an organization with regards to how the organization is going to manage its resources. These intentions provide the basis for plan, developments and programs change. Authors like Purcell and Ahistrand (1994) defines strategic human resource as "The long term direction of the organization, the scope of the organizations activity to the environment and the matching of the organizations activities to its resource capabilities.” Impact of Environment on Strategy Formulation Every organization before making strategy should do proper SWOT analysis (Strength, Weakness, Opportunity and Threats). Generally Strength and weaknesses are the internal factors while opportunity and threats are external, but this can change also. Environment plays a crucial role in strategy formulation, therefore proper environment scanning is done, keeping in views of stakeholders. market considerations, demographic rule, competitors and industrial rivalry. All these factors are kept in mind while formulating strategy. PEST (Political, Economical, Social and Technological) analysis is a useful device of environment scanning, eacana 50 of Human Resource in the Formulation and Implementing of Demanding needs and changing work culture has tightened the job of the HR managers. So the first thing for strategic Human Resource is, aneees ne should have a proper alignment with the strategic goals ee soe os Devan should involve itself in the process of ee ae ne os ae pa then functional departments, This a 'e for right job and develops them by Human Resource Management to In the recent years there is a to Strategic Human Resource Strategic Human Resource Management shift from Human Resource Management Management. In SHRM we use to eae aligning it with HRM. Itis an objective based acti ee ource Management helps in form : a. ea Ips uulating and implementation of culture. The 5P's i.e. Philosophy,“ HUMAN RESOURCE MANAGEMENT = organizations can take quick and proactive decisions, It also ncrea: productivity of the organization by developing employees and economy . a whole. Inthe last S decades HR had withnessed a lot of changes. Today's Hun, Resource or to be more precise Strategic Human Resource Managem, nt regards people as an intellectual capital, in whom the organization can invest for reaping long term profits. While traditional HR regards Peoples as an employee only, who can work for the organization. Today the mos, common problems faced by the industry is of attrition Le. to retai, employees. Organizations are investing heavily on this. Employee sioc, options plan (ESOP) are used by the compantes to retain their top quali employees. Fair compensation and remuneration also play a part of cataiys, in retaining employees. MODELS OF INTEGATING STRATEGY WITH HR) To understand more about aligning HR with strategy we need to study the models of integrating strategy with HR: There are two most popular models : (1) Models of best practices (2) Models of strategic changes In models of best practices each of HR functions are defined in more refined manner. For this the functions of organizations are divided into three levels. (a) Strategic level—At this level, the HR department must frame policies that support the organizational strategy. (b) Operational level—At this level, the HR check the competencies of employees that were created to give a competitive advantage ic development of sound recruitment policies. {c) Business process level—At this level, the HR department checks that equal weightage has been given to all stakeholders. Models of best practices helps the Human Resource Manager in their optimizing resources. In the models of strategic change more flexible approach is being adopted for integrating strategic change with Human Resource Management, developed at Harvard University. it is also know" as “The Map of HRM Territory”. According to this model, while developiné Human Resource Management strategics, organizations have to realize he legitimate interest of the shareholders and stake holders in ‘he organizations. On the basis of Harvard model four basic propositions = be traced outi.e. strategic intergration, high commitment, high quality s flexibility. Strategic integration refers to organization's ability to intes=\* HRM issue with its strategy. High commitment means individu:es HUMAN RESOURCE MANAGEMENT: AN OVERVIEW, _———— 15 commitment (o achieve goals. High quality denotes late quality production of good and services. This can be ac leva fee and inyests In employees according to qualification ang kbp ee training fo them. Flexibility stands for organization Adjustment se Proper to the changing business environment. wu Becording TEST YOUR KNOWLEDGE Essay Type Questions 1. Define Human Resource Management. What are its objectives 7 2. Explain the functions of Human Resource 8. Describe the Process of Human Resource. 4. Explain the international model of HR. 5. What is the significance of Human Resource Management ? 6. Explain evolution of Human Resource. 7. Explian the relevance of alining strategy with human resource? Short Answer Type Questions 1. Define personnel management. 2. What is Human Resource Management ? 3. Explain various objectives of HRM. 4. Describe the social significance of HRM. 5. What is the organisational significance of HRM ? 6. Explain HR model. 7. Explain the Two models of integrating strategy with HR? Objective Type Questions 1, Evolution of HR can be traced from : (a) Kautilya Period (b) Mugal Period (c) British Period (d) None of these [Ans. (a)) 2. Industrial Dispute Act was first came into existence in: (a) 1948 (b) 1949 (©) 1947 (d) 1946 [Ans. (c)} 3, Haman Resource in the present context is an amalgam of : (a) Personnel + OB (b) Personnel + Labour Legislations (c) Personnel + Marketing Management (d) Personnel Management + Organizational Behaviour + Labour Legislation and Industrial Relations. (Ans. (d)) 4. Significance of Human Resource Management can be studied : (a) Professional (b) Social (©) Organizational (d) All the above (Ans. (d)] 5. Human Resource Management process starts with : (a) Staffing (b) Compensation (OAR planning (d) HR Audit [Ans. (©)] 6. The three circles of constrain act in Brewster and Bournois model : (a) The organizational Sector (b) National culture (©) Both (a) & (b) (d) None of these (Ans. (o))