Mar22-Jun10 HRM Sem 2 1.

Human Resource Management (HRM) A process of planning, organising, directing and controlling of recruitment, man
power selection, training and development, compensation, perfomance
appraisal and seperation, of people or human resources or personal inorder to
achieve, sociatal or social, organisation or individuals goals or objectives
effectively and efficently.

Shortcuts
Blooms Taxonomy of learning R U A AEC ? (Are you a ace?)
Remember, Understand, Apply, Analyse, Evaluate , Create
Glossary
Resiliance Coming back to normal immediately
Knowledge Society Access to everything
Autonomus Worker Highly Independendent - Cannot control others and cannot be
controlled by others.
Pragmatic You learn from your experience and apply better eg) prag. Person
Contemporary Outlook Opposite to traditional outlook, in pace with modern trend
Mental Revolution
Discretionary Contribution Man - Only 'M' with infinite potential for discretionary contribution
Capacity of employee IS willingness to perform
Efficency Doing things rightly
Efficetiveness Doing the right things
Operatives Those who perform non-managerial works
Goals Less structured long term aim
Objectives More structure short term aim
Green HR To expand its responsibilities to support the org in the pursuit of sustainability
The process of determining man power requirements and the means for meeting
Man Power Planning (MPP) those requirements
Bare sustenance of life.
Must be calculated for a member of 4.
Must provide 2700 calarie per adult per day
Minimum Wage 10 yards of cloth , house rent, fuel etc
Living Wage min + Insurace for old age + social needs
Fair Wage b/w min and living aage
Dearness Allowance Main aim is to neutralise the increase in price (Consumer price index)
Training Evaluation System of collecting information and using it to improve training
Business Process of carrying out economic activities, by an (individual, organization,
corporation or partenership from or franchise) in order to generate profit within
the lgal and moral framework
Organisation An org is made of economic and social elements and operates within the general
legal framework
Ethics Is a set of moral principle and values
Business Ethics Moral principles that defines right or wrong behavious in life of world
of business
HRM Ethics The affirmative moral obligations of the employer towards the employees to
maintain equality and equity justice
Hard HRM
Employees are viewed instrumentally as a means to achieve organizational goals
Soft HRM Where employees are views as a subject-in-themselves.
Soft HRM Promotes emplyee rights, empowerment, involvement,
participation etc

Usages "A child cries for recognition, A man dies for recognition"

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Mar22-Jun10 HRM Sem 2 1.2

"we don’t know last factor in the continuum"

"Post Modern sociey would be a consumer craving for human experience "
Congruence b/w stakeholders
Understanding is different as cognitive development goes up
Universal Allignment
"Work Like a worker, Think like an entrepreneur"
"Job is permanent, but employee is not permanent"
"HR has now become business partners"
Informal relations in formal hierarchy
"Authority, Accountability and Responsibility"
HRM can be a facilitator
"Stress is a good servant, but a bad master"
"Viriginity is the most priced possession of an unmarried person.
Loyalty to the husband or wife is the most valuable gift to her or him"

HRM is a strategic activity than a routine

Real Stakeholders are children yet to be born
To discourage people , and to take care of environment
Sustainable Development Aim
eg) Retail rate > Wholesale rate of diesel
Workforce diversity Aim Inclusion for innovation
Empowerment Self Dependency
2 sides of an action Emotional and Logical Aspect
New Age minority Displaced people in the society eg) Transgender, Widows etc
New age distinction factor Keep ourselves relevant, i.e potential of value additon and not to
AGE become a spent force
s Basis of leaderless organisation Implied meaning is more important than face value
Discretionary Contribution Man - Only 'M' with infinite potential for discretionary contribution
Machine, Material and Money has No discretion Contribution
eg) 100 cc bike can max 100cc
H.R Issues Replacement, Firing
Impact on Retaining Employees and Future of company

EVOLUTION OF HR GROWTH
Linear Growth
Exponential Growth
Discriptive Growth The new tech is superior to the existing tech, but it
cannot be replaced immediately.
Eg) Digital Currency, Defence and medical advance
Standardisation Eg) Question paper has standard questions, but customised answers
Critical Thought Degree to which you can substantiate your view points (agreement
or disagreement)
Trusteeship Model Gandhian Model
You are the custodian of the resources.
Discretionary Contribution Contribution above the standards
eg) Working over time
Perfomance Ability x Motivation

14-03-2022
Resiliance Quotient Critical in uncertain environment
Additional contribution to work. Eg) 6hr work completed in 4hr.
Discretionary Contribution Additional contribution to org in 2 hrs
Motivation Real time recognition critical for motivation
Present Life/ Economy Floating Life - Gig Economy

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Mar22-Jun10 HRM Sem 2 1.3

HRM Goals To make workplace home. I.e to give opportunities, which is left out in day to
day life of employees. Eg) Games, yoga etc

Industry 1.0 Hunting

Industry 2.0 Agriculture
Industry 3.0 Industry
Industry 4.0 IT
Industry 5.0 VR and AR

HR A process of planning, organising, directing and controlling of recruitment, man

RM TC PlS power selection, training and development, compensation, perfomance
appraisal and seperation, of people or human resources or personal inorder to
achieve, sociatal or social, organisation or individuals goals or objectives
effectively and efficently.
Managerial Functions of HR planning, organising, directing and controlling
man power selection, training and development, compensation, perfomance
Operational Functions
appraisal and seperation
Stakeholders social, organisation or individuals goals
Effectively and Efficently

21-03-2022
Creator Economy Influenceres marketing
Green HR Green goals - sustainability
Holistic Goal Sustainable growth

Triple Bottom
Planet First
People Second
Profit Third

Religion Types
Semitic Only ours is right
Non-Semitic All are true

Welfare CG

OLD NEW

IT /
P&A IR CSR
DIGITAL

Coporate Governance Now includes the welfare of the employees

Corporate Social Responsibility Include IR now
IT Architect Has digitalised the data of Personnel and Administration

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Mar22-Jun10 HRM Sem 2 1.4

Civilised wealth - " Worried about the society"

Welfare eg) Not money, Generosity, Attitude etc

Managerial Function
Planning
Organising
Directing Now no one likes directing. Eg) Wife and GPS
Coordinating
Now no one likes controlling. Hence we use impersonal means, such as machines
Controlling eg) mother waking you up and alarm waking you up

Operating Managerial Function HR is about Matching Managerial and Operative Functions

Planning Man Power Planning, Recruitement, Selection, T/D, P/A, Compensation

Organising MPP, Recruitement, Selection, Training and development, P/A, Comp
Directing MPP, Recruitement, Selection, T/D, Personnel Appraisal, Compensation
Coordinating MPP, Recruitement, Selection, T/D, Personnel Appraisal, Compensation
Controlling MPP, Recruitement, Selection, T/D, Personnel Appraisal, Compensation

ROUTINE TO STRATEGIC
ROUTINE STRATEGIC
Man Power Selection Man Power Reduction
Life long service VRS and Employee Retention
T/D - Company Benefit Employee Benefit
F.C + V.C . You think like a workder for F.C. You think like an entrepreneurship for
P/A - Common V.C.
Salary Risk with Management V.C Makes employee to be at risk everymonth
Earlier manager supports only management, Now the manager supports the
Employee Advocacy system as well i.e AUTONOMOUS LEADER

29-03-2022
First level of IR Mass Production
Second Level of IR Mass Customisation
Third Level of IR Mass Customised Experience

3 Models of Approach to HR
Man and Machine is same. Max utilisation.
Mechanical Approach Includes Time and Motion Study
Time and motion study Analysis of time spent in going through different motions of a job
1.1 Paternalistic Approach

System Apporach/ Holistic Approach/ 4 elements (Input-System-Output-Feedback)

Integrated Approach / Open approach Change in one variable will impact all other variables
Two types (internal and External)
Input We have control
Output WE have to be dynamic and agile
Feedback Positive connotation - For ideas, innovation, rewarding and appreciation

80 % of results are coming from 20% of factors. Hence encourage those 20%
80/20 Factors most

Opposite of routine approach. Long Term plans, implemented after meeting,

1 Strategic Approach where you discuss plans and policies. Doesn’t happen on routine basis.

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Mar22-Jun10 HRM Sem 2 1.5

One mega work can be split into different sprints with client approval.
Errors will be lesser and client satisfaction will be higher. Will create smaller
teams, instead of a big team for completion of a single task. Fast action in
2 HR Agility problem solving, as team is small
Employees must get natural organic apporach. (Unique Experience)
Based on Employee Feedback. Wrt to feedback, we can now categorise
employees, and work on ways to integrate them. The future employees can be
also categoriesed , and the existing seminars, etc can be conducted
3 Employee Experience Approach eg) How to encourage this person
4 HR-5 Approach
Others point of view. Giving others a new experience everyday
Accepting employees as a emotional, diverse being with productivity on different
5 Humanity Approach scales and empowering them accordingly
Data Analytic Approach / Data Driven Approach
Rational decisions being taken purely based on employee data
eg) appraisal w.r.t to points earned from attending seminars etc
6 HR Analytic Appraoch Errors will be lesser
7 Matrix Approach Highly Quantitiative Approach
8 Analytic Approach Highly Qualitative Approach

11-04-2022
Normative or Standard HR
The Ideal HR.
Indended HR Planning of HR Policies and Philosophy
Actual HR What is being executed in real
A HR GAP Actual - Indended

HR Policies Training Policy

Appraisal Policy
Recruitement Policy
HR Philosophy How you regard other employees
HR Philosophy influences HR Policies

A.1 HR GAP Intended HR - Actual HR

A.2 HR GAP Intended HR - Perceived HR
Actual HR - Perceived HR
A.3 HR GAP You give your best but the perception is you are not doing your best

Why HR GAP?
Devolution HR responsibility is being delegated to line managers
Less orientation and line manager efficency in HR
Line people - Core activity
Staff people - Supporting to line people
eg) Teachers - Line People, Admin Staff - Staff people
Differentitation How your role is different from the others
Integration How your role is joint towards the common goal.

HR Is now business partners

HR Aim To increase productivity
Increase recruitment, Increase skills and enhance productivity
2 strategies
Control culture Explolit Employees (To maximise Profit)
Commitment Culture Voluntarily Submit

Core Activity Line function

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Supportive Staff function

Strategic HR
1 Business Partnership
2 Centre of Excellence Talent and acquisition, Compensation managers
3 Shared Services Line managers, routine workers, flash strikes etc

1 Business Partnership Qualititative analysis, Only impact - Subjective

2 Centre of Excellence Qualititative analysis, Only impact - Subjective
3 Shared Services Quantitative Analysis - Objective
Improvement Policies happened when quanitificaiton is there

HR Matrix Model with key measurements which depict the effect of HR Activities

Types of HR Matrix
HR Function About effectiveness
HR Department About Efficency
Matrix of Effectiveness
Will try to quanitify
Future HR Matrix HR Values,Legal Comploaints
Faireness, Justice

HR matrix system approach Input -> System-> Output

<-Feedback<-
Input Policy, Guidelines
System Recruitment, Training
Employee Satisfaction, Organisation need satisfaction, social need
Output satisfaction
To what extent, the goals are achieved
(Organisaiton needs, Employee satisfaction, Social needs)
Feedback Balance has to be achieved in all 3
HR input or Output Effectiveness - Efficency

eg) Model 1 Recruitment in 4 weeks

eg) Model 2 Recruitment in 4 months

Difference between
MATRIX ANALYTICS
Quantitative Past Qualitative Future
Just a measure Talks about cause and reason
Internal reasons Internal and external reasons
No insight/decision Full of decisions
Making Data Points Relation b/w 2 or more data points

STEPS
Last year employee turnover 12%
This year employee turnover 10%
Matrix 2%
Analytics What is the reason
Insights Why (Reasons / Measures)
Decision Making

notes pending last 2 pages

19-04-2022

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Mar22-Jun10 HRM Sem 2 1.7

Reasons for case study

Finding a range of solutions
To improve critical analytical skills
Critical perspective and critical evaluation
Makes you feel like a manager

Critical Analysis

Critical Thinking

Improve decision making skills

Disadvantages of case study
Dilemma Implicit and Explicit
Not one solution
Based on assumptions
Same scenario need not repeat
Our ability to customise,
for similar problems
Decision based on gut feeling Gutt Feeling : You can handle both results
Right means I can enjoy it
Wrong means I can leave with it

Physical Science Management Science

Theories are formed, and then applied in
New theories are derived from practical applications
practical
The results will be same irrespective of
who applies it. As theory stays intact Different results for different theories
Eg) (a+b)2
Impersonal Dynamic

Case Study Steps

Step 1 Give a suitable Title
Step 2 Critically analyse the casestudy by applying the concepts learned
Step 3 Make relevant assumptions
Step 4 Read twice for familiarity
Step 5 Consolidate facts and figures (names, Occupation, Dilemma)
Step 6 Welcome all ideas
Step 7 Don’t become angry with =unacceptance
Step 8 Don’t become sophisticated, with view points
Step 9 Flexibility of mind and emotional stability
Step 10 Balance between case study and theories

Process of critical case study

Step 1 Read / Study
Step 2 Understand the problems (Major / Minor / Core)

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Mar22-Jun10 HRM Sem 2 1.8

Step 3 Make Assumptions

Step 4 Develop Solutions / Alternatives based on assumptions
Step 5 Evaluate alternative solutions
Step 6 Rational selection of solutions
Step 7 Proposal to implement the solutions
Step 8 How to implement the solutions

Case study
1 Assuming Mr.R did not have any preconceived notion about the discussion
between union bearer and Mr.R. I feel the the reply of Mr.R to the outright-rapid
question to him, upon entering the room, seems to be genuine and real to the
given circumstances and is totally in the defined boundary of the character
2 The best way to sort out issues in my opinion is to speak about them, person to
person, in private. I would try to create such an opportunity to clear the air
between Mr.R and Mrs.A. I will also speak with the Union official, and inform him
how his actions have led to the situation of Mr.R. Having helped the Union official
with his credence, and still maintaining his character integrity by not disclosing
the troubles to the Union bearer, with the given character sketch, I believe it's
safe to assume that the Union bearer will aid by apologizing for his overt behavior
to Mrs A and Mr.R.
3 I would inform Mrs.A, that Mr.R seems to be perturbed at his work, and would
initiate it as a cause of genuine concern.
Despite having closer relations with MD, and knowing that Mr.R and the Chief
know beforehand, Mrs.A continues to complain only to the chief. I would safely
assume that this shows her character integrity, and would encourage Mr.R,
further, to speak to Mrs.A openly about his troubles.

SYLLABUS FOR THE FIRST HRM TEST

1 Defenitions, Objectives and scope of HRM
2 Difference between tradional, Personnnel management and modern
HRD
3 Competencies of modern HR Professionals
4 HRP (MPP), Recruitement and Selection
5 Induction / On boarding of employees
6 Training and Development Including training need analysis (TNA) and evaluation
7 Perfomance appraisal
8 Wage and Salary Administrations
9 Career Advancement

25-04-2022 Case Study 2 : Mrs A and Mr.R

Takeaways
"Don’t give your opinions outright, for outright emotional questions"
"If you have a problem that implies you havent though about alternatives "
"The reasons for not asking permission, can be the inability to convince"
"Expect for unexpected outcomes"
"Be solution oriented and not problem oriented"
"Discretionary power over discrimination power"
"Always ask opinion / permission of your immediate boss, before replying to
higher authorities"

Linear In a defined order of actions

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Heuristic Based on experience

Lateral Thinking Thinking of actions as well as consequence simultaneously

I INTERNAL - 1 NOTES
CHAPTER 1 INTRODUCTION TO MANAGEMENT
CHAPTER 2 HRM
CHAPTER 3 GOALS AND OBJECTIVES OF HRM
CHAPTER 4 EMPLOYEE INDUCTION/ORIENTATION
CHAPTER 5 HRM MODELS
CHAPTER 6 ROLE OF HRM IN STRATEGIC MANAGEMENT
CHAPTER 7 MANPOWER PLANNING
CHAPTER 8 RECRUITEMENT
CHAPTER 9 MANPOWER PLANNING
CHAPTER 11 EMPLOYEE PLACEMENT

WAGE AND SALARY ADMINISTRATION

CHAPTER 1 INTRODUCTION TO MANAGEMENT

A process of planning, organising, staffing, directing, and controlling, of
organisation resources, (MMMM) inorder to achieve the individual,
Management organisational, political, and social goals effectively and sustainably
Management Goals
Individual
Organiational Profit and organisational sustainability
Social Sustainable development and quality or product and services
Political Economic and democratic development

Efficency Doing things rightly

Efficetiveness Doing the right things

4 strategies to increase produ (Visualise the gap)

Input constant Output increase
Reduce input Output Constant
Reduce input Lesser than reducing output
Increase input less than increase in output
F Output/ input * 100

Q What decides organisation ? VaMOSS Argentina

Vision decides mission
Mission decides objectives
Objectives decides strategies
Strategies decides Structure of organisation
U Why management ? "Constraints are the birth of management"

3 ingredients to management
Scarce resource
Complex Objectives
People/ Humans

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Operatives Those who perform non-managerial works

Characterstics of mangement
Goal Directed Activity
Co-ordination
Decision-Making
Management is Economic
Activity
Creative Activity

Management is an art or sci?

Science Assimilation of principles
Art As it involves continuous practice
Bringing in a desired result through the application of skills

SCIENCE (APP DM - IMPRESS) ART

Advances by knowledge Advances by practice
Proves Feels
Predicts Guesses
Defines Describes
Measures Opines
Impress Express

Functions of management
Planning
Organising
Staffing
Directing
Controlling
Co-ordination

Science Management Taylor

Scientific Selection
Scientific Training
Close cooperation b/w management and labour

4 skills
Ability to apply (know, new) A known technique to a known problem
A known technique to a new problem
A new technique to a known problem
A new technique to a new problem

Top Level Management Skills Conceptual Skills, Technial Skills, Human Skills

CHAPTER 2 HRM
HRM A process of planning, organisiong, staffing, directing and controlling, of
recruitment, selection, development, compensation, integration, maintenance
and seperation of manpower to achieve the individual, organisational and social
goals respectively.

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Functional Areas
Personnel and Administration
Welfare
IR

HRM Takes input from SEP PAILI

Social, Ecnomical, Political, Psychology, Anthropology, Industrial, Law, IT
Difference b/w HR and Other
Resources

Human Resource Other Resource

Able to produce output greater than input Cannot produce output greater than input
Can be motivated Cannot be motivated
Not flexible Flexible
others in pdf

TRADITIONAL HRM MODERN HRM

Negative orientation Positive Orientation
Quantitative Orientation Qualitative Orientation
HRM integrates Personnel Dept HRD integrates HRM
Independent dept with sub functions Now dept is a subsytem of a large system
Exclusive responsibility of Personnel Responsibility of Personel dept and Line Managers
Service / Reactive Function Pro-active Function
Emphais on increase people efficency Emphasis on builiding organisational culture
Economic rewards and job content are
motivators Higher order needs are motivators
PM viewed labour as a tool HRD views Labour as an asset
Used people for the benefit of company onlyUse people for the benefit of people, organization and society
Considered as routine activity Considered as part of strategic business management

Personal Functions Emphasis Status Role Chart (REF SIR NOTES)

Initally Clerical
Then Administrative
Then Development Oriented
Now Growth Oriented

HRM-Myths and Realities

Myths Realities
Hr is totally people oriented HR should build system to be competitive and comfortable
Can be done easily by anyone with soft Practices are developed as per business strategies
aspects
HR deals with people, hence not Should impact business results and must be accountable
accountable
HR must control costs HR should create value by increasing intellectual capital and not reduce cots
HR should keep a check on policy It is the responsibility of the line management
compliance and keep employees happy

HRM Nature
Deals with humans
staff function
Focus on equality fair pay
Recognises each indi is unique
Focus on efficency of people
Is developing profession

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Qualities of HRM
Administrative Training
Behavioural Training
Technical Training

HR Manager Personality
Communication skills
Leadership Skills
Organisational Skills
Passion for anonymity
Freedom from bias
Insight in human nature

CHAPTER 3 GOALS AND OBJECTIVES OF HRM

Goals Less structured long term aim
Objectives More structure short term aim

Remember maslow hierarchy of needs

Goals of HRM INDIVIDUAL-ORGANISATION-SOCIETY-ENVIRONMENT
Job satisfaction
Better wage and salary
Better working conditions
Skill development
Personal growth
To realise fullest potential

Organisational Goals of HRM Remember maslow hierarchy of needs

Maximisation of profit QUALITY PRODUCT -> PROFIT -> SURVIVAL -> EXPANSION
Continuous survial
Business Expansion
Quality Products and services

Societal Goals of HRM

Reasonable prices
more Job opportunities for youth
Fair return to SH
Regular supply of Goods and SE
Promotion of social democracy through
d industrial democracy

Environmental Goals of HRM SCARCE RESOURCE -> GREEN HR->SUSTAINABLE->CLIMATE CHANGE

Directing attention to Sustainable Goals
Contribution to Climate Change
Adopting policy of Green HR Practice
Green HR To expand its responsibilities to support the org in the pursuit of sustainability
Efficent use of scarce resources
Strategies to achieve goals
Right person for the right job
People will work with us, than work for us

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Every Employee must be aware about the goals of the organisation,

and what his role will help
monetary and non-monetary benefits
Sound organisational policy to ensure authority, responsibility and accountability

CHAPTER 4 EMPLOYEE INDUCTION/ORIENTATION

Aim History of company
Daily routine
Policies of organisation
Purpose Reduce employee turnover
Reduce Anxiety
Save time
FLOWCHART

CHAPTER 5 HRM MODELS

Aim of models To describe better about the External Environment, Internal Environment,
Immediate Environment, Individual Environment
Model 1 Michigan Business School Model of HRM (MATCHING MODEL, BEST FIT)
Model 2 Harvard Business School Model of HRM
Model 3 The New York Business school model of HRM Michigan Model +
Model 4 Britains Warwick Business School Model Harvard Model +
Model 5 The US HRM Model
Model 6 European Model of HRM
Model 7 HRM Pracitces in india
https://www.contractrecruiter.com/human-resources-models-theories/

Michigan Business School Hard HRM; Exploit people

Harvard Business School Soft HRM;
The New York Business school Michigan Model plus
Britains Warwick Business Harvard Modelplus; Considers External influences, Analytical
The US HRM Model Need to build external constraints are widely accepted; flexible working
European Model of HRM Govt - more controlling (legislation) and Supporting (finance) role in HRM

Implication of above model

Strategic Awareness (HR) HRM linked to CORPORATE STRATEGY
Problem of orientation and flexibility (HR) Innovative approach to HR Issue
Empowerment of line m (HR/E) To solve HR Issues
Representation and Involvement
Introducing New kinds of forums eg) Kaizen
(Employee)
Individualism (Employee) Raise level of individual commitment

Model 1 Michigan Business School Model of HRM

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HARD HRM People should be managed like other resources,

McGregor Theory X obtained cheaply, exploited fully, used sparingly

Model 2 Harvard Business School Model of HRM

SOFT HRM SEMINAL HRM (4 AREAS)
McGregor Theory Y People seen as different resouce, and has to be managed differently
HUMAN RESOURCE->REWARD SYSTEM->EMPLOYEE EMPOWERMENT -> WORK
SYSTEM
NOTE: TRY INTERNET FLOW DIAGRAM
SH+SITUATION FACTOR => HRM POLICY => POLICY OUTPUT =>
LONG TERM OUTPUT
Commitment Harvard Commitment
Congruence Business Con
Competence School Competence
Cost Effectiveness Model Cost

Model 3 The New York Business school model of HRM

Strategic Michigan Model +

Model 4 Britains Warwick Business School Model

Strategic Harvard Model +
Features Considers External influences
More Analytical
Maps interconnection b/w the outer and inner contexts, and explores how HRM
adopts to changes in context

Model 5 The US HRM Model

(Need to build external constraints is widely accepted)
Freedom and flexible working practices

Model 6 European Model of HRM

Compared to US, there is greater regulation of recruitement and dismissal,the
formalisation of educational certificaiton, and legal characterstics of industrial
relations frame work in Europe than US

Govt in Europe tend to have more controlling (thru legislation) and Supporting
(finance) role in HRM
Model assumes that Governmental, Market, and Labour Mangement relations
are interwoven
Features Concept of HR from an European perspective
Linked to the idea of European integration / European Union
Reflects Values such as Pluralism, Tolerance etc

Associated with concept of Balanced Stake Holder Philosophy and Social Partner

CHAPTER 6 ROLE OF HRM IN STRATEGIC MANAGEMENT

Table in Sir note
A initiave to control and focus on key roles and responsibilites of HR
ASPECT ACCOUNTABILITY
TRADITIONAL HR Cost Centre
STRATEGIC HR Investment Centre

ASPECT INITIATIVE
TRADITIONAL HR Slow

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STRATEGIC HR Fast

ASPECT CONTROL
TRADITIONAL HR Bureaucratic Rules
STRATEGIC HR Organic-Flexible

ASPECT FOCUS
TRADITIONAL HR Employee relations
STRATEGIC HR Partner with internal and external customers

ASPECT KEY INVESTMENT

TRADITIONAL HR Capital and Product
STRATEGIC HR People and Knowledge

ASPECT Role of HR
TRADITIONAL HR Transactional
STRATEGIC HR Transformational

ASPECT RESPONISIBILITY OF HR
TRADITIONAL HR Staff Specialist
STRATEGIC HR Line Manager

CHAPTER 7 MANPOWER PLANNING - 0 FAR

The process of determining man power requirements and the means for meeting
Man Power Planning (MPP) those requirements

To reduce overstaff and understaff, and continuously refine its recruitement

Aim strategies based on changing market conditions

Process Decide-Forecast-Audit-Source
Stage - 1 Decide objective - the future business plan
Stage - 2 Forecast MPP
Stage - 3 MP Audit
Stage - 4 Decide Sources of recruitement

Techniques for MPP Forecast

Expert Forecast This includes informal decisions, formal expert surverys, delphi technique
Trend Analysis extrapolation
Work Force Analysis
Work Load Analysis

CHAPTER 8 RECRUITEMENT - PLANNED PCOM

Defention Process concerned with identification of sources, from where the personnel can be
employed and motivating them to offer themselves for employement
Is a market job, and it reflects the impact of products of a company
Recruitement is a :
Planned Activity
Process oriented Activity
Communication oriented Act
Motivating Activity
Organizational goals oriented

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Objectives
Generate maximum no of qualified applicants
To increase the success rate of the selection process
to meet organizational legal and social obligations
Sources of recruitement
Internal (5 NOS)
Promotion
Transfer
Job enrichment Vertical expansion - controlling and doing the task
Re-deployement One job role to another job role
Job enlargement Horizontal Expansion - adding additional activities within same job role

External (2) REF Sir notes

Advertising
Employement Agencies
Referral
Campus Interviews

MAN POWER CONSULTATNT MAN POWER AGENCIES

Integrated man power services
like adv, recruitement, seleciton, training Provides only specialised services i.e recruitement
etc
For employees For both employer and employee
Charges fee from employer Charges fee from both
Service are costly Relatively less costly
Specialise in higher level recu Specialise in lowe level appointments
Continued relationship temporary relationship

Stages of recruitement
Stage -1 Manpower Planning
Stage -2 Requisition from the line department
Stage -3 Review of job description and qualifications
Stage -4 Checking internal / external sources
Stage -5 Receiving the applications

Criteria for evaluation best source Ref notes

what should be the min no of applicants we have to generate for a particular job
Recruiting Yield Ratio vacancy, so that the chance of getting a fair no of qualified people for interviews
No of applicant to invitees
No of invitees to no of interviewees
No of interviewees to no of offer made
No of offer made to no of actual hires

Situational audit in recruiement ref notes

CHAPTER 9 SELECTION
Defenition process of picking individuals who have relevant qualifications

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JOB ANALYSIS = JOB DESCRIPTION + JOB SPECIALISATION

Need for selection

Suplus labour
Individual difference in perfom
Legal Formalities
Cost involvements
Scientific Selections

Difference b/w recruitement and selection (7)

ref notes
Positive function
Starts with MPP
Over with collecting application
No of candidates more
Generates Revenue
Purpose is to attract mores
Not intensive technique

process of selection ssti mrp I (yes, Yes, TI, MRP I) - Unscrewing screen
Scrutinizing applications
Screeening Applications
Tests
Interviews
Medical Checkup
Reference Check
Placement
Introduction

Type of tests (APP Interest ?)

Aptitude or potential ability
Achievement or proficency
Personality Test
Interest Test

Types of interview
Structured
Unstructured
Depth
Group

p stages of interview ref notes

p basic rules of interview ref notes
pseudo science method of
p evaluatoin ref notes
p trends in mpp ref notes
p suggestions to facilitate mpp ref notes

CHAPTER 10 EMPLOYEE INDUCTION / ORIENTATION

Introud

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CHPATER 11 EMPLOYEE PLACEMENT

Employee placement is a process of selecting/employed individuals to certain jobs
that match their skills and abilities
Placement is assigning individuals to jobs

FLOWCHART

Placement Process
Collect Gather employee data
Evaluate
Place Allocate
Control Monitor activity

WAGE AND SALARY ADMINISTRATION

Wage Paid for blue collar workers, daily/weekly basis, quanitifyable
Salary White collar jobs, monthly basis, non quanitifyable
Compensation Includes wage and allowances and benefits

FACTORS INFLUENCING THE WAGES AND SALARY

Wage policy of the company
Prevailing wage in region
Trade union pressure
Govt policies
Economic conditions on nation
Demand and Supply Labour
Realtive worth job done

Theories on wages
Wage Fund Theory Wage fund is available, and the level of wages depends on its equitable
distribution according to the price of the labour
Drawbacks Doesn’t say about from where the wage fund arises
Marginal productivity theory The addition of labours must result in proportional rise in productivity, If the
labours are continuously increased beyond a point, the productivity will come
down
Modern theories States that wthe wages are governed on one hand by demand and supply and on
other hands by external factors and constraints

Time rate wages and piece rate wages

piece rate wages Employer prefer
time rate wages Employees prefer

Taylors differential piece If actual production >= standard output, then employee incentive
wage system If actual production <= standard output, then employee disincentive
Halsay Premium Plan Bonus is paid for the time saved from min base rate

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Bare sustenance of life.

Must be calculated for a member of 4.
Must provide 2700 calarie per adult per day
Minimum Wage 10 yards of cloth , house rent, fuel etc
Living Wage min + Insurace for old age + social needs
Fair Wage b/w min and living aage

Legal Frameworks on salary

Payment of wages act 1936
The min wage act 1948
Companies act 1956
Payment of bouns act 1965
Equal remuneration act 1976

Dearness Allowance Main aim is to neutralise the increase in price (Consumer price index)
DA Disadvantages Not proportional to work output
Price rise leads to increase ind DA, which will increase price again
ANALYSIS PARAMETRS
SKILL Education and Experience
EFFORT Mental and physical
RESPONSIBILITY People and tools
WORKING CONDITION Nature and Hazardound

OTHERS
Training Evaluation System of collecting information and using it to improve training

INTERNAL 2
INDUSTRIAL RELATIONS
GRIEVANCE HANDLING
STRESS MANAGEMENT
ARTIFICAL INTELLIGENCE AND ROBOTIC WORKSPACE
KNOWLEDGE MANAGEMENT
DISCIPLINE AND DISCIPLINARY PROCEDURES
APPROACHES TO INDUSTRIAL RELATIONS

INDUSTRIAL RELATIONS
The collective relationship b/w the emoployer and employee in industrial
Defention organisation
Concept
Differrence b/w

Personnel IR
Concerned about individual relationship Collective relationship
Part of organisational behaviour Part of Personnel Management
Has positive connotation Sometimes, has a negative connotation
Priority for individual needs and Priority for individual needs and development
development
Distinction b/w management and Distinction b/w management and employees very much visible
employees not visible
Deals about all levels of employees in the Meant mainly for workers
organisation
Absolute concept Relative Concept

Needs of Good HR Healthy relationship b/w employees and employers

Faciliate the production and productivity

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To safeguard the rights of the employees,

To establish and maintain industrial democracy
To achieve the socio-economic development
To provide the goods and services at cheaper price to society
To utilize scare resource efficently
To avoid inflation
To avoid law and order problems in society
For better earning and growth of employees
To improve the standard of living of the employees
Legal Framework
Regulative Pattern The management and trade unions simply follow Industrial
Employement Act 1946, to settle their grievances and to regulate
their behaviour in the Industry.

The provisions of Industiral Dispute Act 1947, help to investigate and

Conflictive Pattern settle the industrial disputes.

Preventive Pattern Pro-active measure of managing IR. Setting up of works committee

Functions of IRM Drafting of regulations

Administration, Supervision, and coordination of IR
Suggestions plans and their uses in labour, management, and production
committee

Trends in IRM Growing white collar unions

Inclusion of unorganised sector into organised sectors
Growth of service sectors
Changing profile of employer and employees
Organizational hierarchy and IR Professionals
Changing role of T.U's

GRIEVANCE HANDLING
Meaning of grievance Specific, formal notice of dissatisfaction, expressed through an identified
procedure
Areas of grievances

Differrence b/w
Complaints Grievances
Mostly related to work Related to work and other factors related to job
Formal or informal Formal
Less serious one More serious one
More frequent Less frequent
Redressed at lower level Can go upto top management

Evolution of grievance

Dissatisfaction Complaint Grievance

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Ways to know grievance

Exit Interviews
Gripe Boxes
Opinion Survey
Open door policy
Statistical Trends

Positive sides of grievance Acknowledgement of existence of grievance

It is an opportunity for positive action by the management
Grievance handling is a learning experience for the management

Causes of grievance
Management Practices
Union Practices
Personality Traits
Approaches to Grievance
Legalistic Approach
Human relations approach
Differrence b/w
Personal Manager Line Manager
Designing grievance procedure Operating within the grievance procedure
Monitor grienvance trends in grievance
rates Attempts to resolve grievances where possible
Assist preparation for grievance cases,
for arbitration Document the grievances at own levels for grievance procedure
Have responsibility for settling grievances Have responsibility for grievance prevention

Why grievance is avoided?

Stages of Grevance Handling
Step-1 Acknowledge the Grievance
Step-2 Define the problem
Step-3 Get the facts
Step-4 Analyze and takedown
Step-5 Follow up

5 stage model grevance procedure STUDY FIGURE

"Indian Labour Conference 1958"
St-5 Arbitration President of Labour Union
St-4 Top Management Senior Labour Union
St-3 Grievance Committee Middle Level Union Leader
St-2 Department head Union Office Bearer
St-1 Immediate Supervisor Union Representative
Grievant Employee

Benefits of Formal Grievance

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Brings grievances to open

Time to handle before it becomes a dispute
Means to release emotional feelings
Establishing and maintaining work culture

Features of good grievance procedures

Confirmity with law
Cooperation
Simplicity
Promptness
Training
Follow Up

Important Points while handling grievance

Important Every Grievance is important
Don’t delay
Don’t hurt Don’t hurt the grievance personnel
Should be written
Facts should be gathered fair

Worker to be given free time to pursue the

grievance
Follow up

STRESS MANAGEMENT
Meaning Stress arises when individual perceive that they cannot cope up with the demands
being made on them or with threats to their well-being

Types of stress
Distress Stress
(-ve) (Neutral Stress)
Worry Conflict
Pressure Deadlines
Anxiety Criticism
Tension Ambiguity
Fear Expectations
Nuisance Telephone
Hate Unexpected
Fatigue Change
Overload Issue
Annoying Crisis
Trauma Imbalance

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Eustress
(+ve)
Promotion
Oppor
Progress
Love
Acceptnc
Creativity
Marriage
Children
Success
Achieve
Vacation

Symptoms of stress
Behavioural Nose Bleeds
Inefficency Lack of spontaneity
Oral Need for sleeping pills
Headache Withdrawal of relationships
Degenerative Disorders Difficult in rational thinking
Dizziness

SOURCES OF STRESS
Pressure at work Too little time for too much work
Deadlines
Fatigue
Long working hours
Too many decisions to be taken at a time
Excessive travel
Working Conditions Physical and mental
Role Ambiguity Lack of clarity about the role
No clarity about the job's objective
No clarity about the colleagues role
No clarity about scope are responsibilities of the job
Role conflict Conflicting responsibilities
Unwanted roles
No part of job description
Relationship at work With supervisor
With colleagues
With subordinates
Career development Lack of job security
No promotional opportunities
Demotion
Organsiation Structure and Climate No autonomy
No identity
No participation
No sense of belongings
Lack of communications
Office politics
Restricted behaviour

Family Problems Financial difficulties

Non cooperation of spouse
Broken relationship

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Children
Other dependents

Stress Diagrams 2 NOS IN NOTES

Stressors Perceptions Responses Consequences

Strategies to cop up
Build immunity
Proper diet
Proper sleep

ARTIFICIAL INTELLIGENCE AND ROBOTIC

WORKSPACE
AI AI is designing machines that has the ability to think
Three kinds
Weak AI
Strong AI
Deep Learning

Differrence b/w
AI Robotics
Branch of computer science Are mechanical Systems
Software Mechatronics, software and hardware
High level of AI Limited Level of AI
Brain Body
AI can control robots Robots cannot control AI
Programme with reasons Execution of commands

Economic Use of AI
Deep learning
Robotisation
Dematerialisation
Gig Economy
Autonomous Driving

Works that can be done by AI and Robotics

Assembly line worker
Field Technician
Call Centre worker
Sorter
Data Entry
Translator

Advantages
Product quality improvement
More Precion
Less errors
Constant speed
workplace safety
zero absentism

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zero failures

Disadvantages
High Cost
No human intelligence

KNOWLEDGE MANAGEMENT
Defenition
Assumptions
School of thoughts
Process of knowledge manangement FLOWCHART

Intenal Sources External Sources

Domain experts and Sr. Practioners in org Publications and media
Internal customers and suppliers Advisory Services
Organisational assessment Domain experts
MIS Databases and Expert systems
Process modeling and simulation Conferences and Trainings
Policies, Practices and Procedures Seminars and workshops
Training and education Competitive intelligence
Mission, Vision, Values, Principles Market feedback/Data
Business Strategy Customer feedback/Data
BPR Supplier Feedback/.Data
Documenation process Newly hired employees
Employee Suggestions Consultants
Corporate newsletters Academic Research
Envrironment scanning, Internet

3 STRTEGIES TO COLLECT KNOWLEDGE

Buying Hiring People
Renting Consultant Customers, Suppliers
Developing Outside Training, In-House Training

DISCIPLINE AND DISCIPLINARY PROCEDURES

Meaning state of order in a organisation
Types
Positive
Negative

5 Steps of progressive discipline

Oral Warning
Written Warning
Suspension
Demotion
Dismissal
Aims
Causes
Approach
Judicial Approach
Human Relations Approach
Human Resource Approach

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Group Discipline Approach

Leadership Approach

Types of Misconducts and Punishments

Minor Misconducts
Major Misconducts

McGregor's Hot Stove Rule of Discipline When a person touches hot stove
1 Burn is immediate
2 He/She had a WARNING
3 The effect is consistent
4 The effect is impersonal
5 The effect is commensurate with the
gravity of misconduct

Process of domestic enquity

1 Framing and issuing charge sheet
2 Reply
3 Issue of notice of enquiry
4 Holding of enquiry
5 Decision on punishment
6 Communication of punishment

APPROACHES TO INDUSTRIAL RELATIONS

Systems Approach (DUNOP MODEL) Every IR System comprises of (actors, contexts, ideology) and are held together by
a body of rules which governs the elements.
Approach focuses on (participants, environment and output)
Basic elements in system approach
1) Participants in the system
Workers and organisation
Management and their representatives
Government Agencies

2) Environment Forces
Technological Characterstics
Market or economic constraints
The locus and balance of existing power in
society
3) Output
Labour agreements
labour policy

The oxford approach (DUNOP MODEL IR is the study of systems of job regulations (internal v/s external) and stress is on
PLUS) substantiative or procedural part.
Eg) Management is internal, Labour Union is external

The sociology Approach Core of IR is nature and development of conflict itself

2 Major Conceptual Levels
Intra-Plant Level factors leads to 3 type of conflict
distributive, structural and human relations
Intra-Organizational Level

Takes the collective regulation of industrial labour as focal point.

The Action theory approach Focuses on bargaining as the mechanism for resolution of conflict

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The marxist approach Based on the historical relationship between capital and labour.
Basic assumption is that IR under capitalism are ever lasting and unavoidable
source of conflict
Focus is on the resolution of conflict rather than the generation.
The Pluralist Approach (KERR) The isolated masses of workforce are more strike prone
The HR Approach Looks to improve employee morale, efficency, and job satisfaction
Peaceful coexistance of capital and labour.
Approach is based on the fundamental principle of truth, non-violence and non-
The Gandhian Approach posession

SEXUAL HARRASSMENT IN WORKPLACE SHIWP

Sexual harrassment Unwelcome sexually determined behaviour
The concept of "work role" to men and the "sex role" to wormen
Causes leads to SHIWP
Low ratio of woman in an organisation
Body Hugging and revealing dress
Power game towards juniors
Unemployement
Immobility in work place. Hence females are forced to contiue with SHIWP
CS Rupan Deol Bajaj v/s K.P.S Gill

Employee Responsibility
Talk about it and hold meetings
Set up complaint procedure
Committee to deal with such complaints
Women should head the committee 50% women members
NGO or 3rd party should be part of the committee

Consequences
To the victim Physical Ailments
Psychological ailment
Matrimonial Break up
Getting suicide
Loss of virginity
Threat to a woman's economic livelihood
Reduce the social status of woman

To the harasser Loss of public reputation

Feeling guilty
Loss of job
Has to face legal suit

To co worker Side with victim or harasser

They will also be seen with suspicion
May be encouraged to harass others

To organisation More employee turn over

More sick leaves
Affects the image of the organisation
Reduce the job satisfaction of victims and potential victims
Offensive working environment
Disciplinary Measures
Vengeance between the victim and harasser
Unequal power relationship b/w men and women
Asserts women's sex role over work role

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Remedies
Dress apprpriately
Watch what you say
Asking potential harraser about their spouse
Display photo of your spouse and kids
Know the risks of your romance career and marriage at stake
Supreme court guidelines to be implemented strictly
Impart sex education

Myths about sexual harrassment

Women are the only victim
Only opposite gender is harrassed
Culprits are always the supervisors
Only against known personnel
Only experienced person harass

HR ETHICS
Management Is the process of planning, organizing, directing and controlling of organisational
resources in order to achieve personal, organisational, and social goals effectively
and efficiently
Definition of Human Resource Managem defenition in screenshot
HR Manger functions
1 Managerial Functions Planning, Organizing, Directing and Controlling
2 Operative Functions Procurement, Development, Compensation, Appraisal, Manitenance and
Seperation
Business Process of carrying out economic activities, by an (individual, organization,
corporation or partenership from or franchise) in order to generate profit within
the lgal and moral framework
Organisation An org is made of economic and social elements and operates within the general
legal framework
Ethics Is a set of moral principle and values
Business Ethics Moral principles that defines right or wrong behavious in life of world
of business
HRM Ethics The affirmative moral obligations of the employer towards the employees to
maintain equality and equity justice
Hard HRM
Employees are viewed instrumentally as a means to achieve organizational goals
Soft HRM Where employees are views as a subject-in-themselves.
Soft HRM Promotes emplyee rights, empowerment, involvement,
participation etc

Rhetoric of HRM Reality of HRM

Flexibility Management can do what it want
Delayering Reducing the no of middle level managers
Downsizing/Righsizing Redundancy
New working patterns Part time workers to replace full time workers
Empowerment Making people take risk/responsibility
Training and development Manipulation/ Exploitation
Employability No job/ employement security
Recognising Individual contribution Undermine the trade union a collective bargaining
Team work / Synergy Reducing individual discretion

Employee Rights Employee Duties

To work Loyalty to the firm
For just compensation Respect for current legal and moral norms

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To free association and strike Respect the right of the employer

For privacy Just contriubtion to the organisation
For freedom of speech Maintain secrecy / confidentiality
To due process Co-operation with boss/subordinates
For participation
For healthy and safe working conditions
To job satisfaction

Employer rights Duties

Demand of min productivity No discrimination in rules for recruitmenet and conditions for firing
Loyal cooperation from employees Fair compensation
Requirement of correct behaviour in at
work place Work oriented code conduct
No disruption work Acceptance of criticisms from workers
Peaceful ways of settlement Acceptance of labour court jurisprudence in conflicts
Improving of quality of work-life

Individual and collectivism

America Utilitarian
Pay is based on equity. Based on individual performance. Individual
discretion
Asia Deontological
Pay is based on equality. Less individual incentives, and motivation by
job security
Wages and Salary
Equity
Equality
Follow the industry standard
Should not affect the interest of the other stakeholders
Back wages to be given after financial crisis is over
Must be financially sustainable
Allow negotiation in fixing compensation
Min wage must be ensured

WB
For Against
WB s done within the organisation There are police, courts etc, why employee?
WB is done within the established
procedures Sometime the info goes to public which defames the organisation
WB is for the well-being of organisation Sometimes people (internal and external) know the info even before
WB is one to alert others Sometimes the reporting is legally correct, but morally wrong
WB is done with evidence / authority WB against the concept of secrecy and confidentiality
WB is done for a desired change WB invites trouble for himself. Sometimes s/he may have to face con
WB is done voluntarily
WB is done to appropriate audience
WB is a very serious attempt

Affirmative Actions (AA)

Special Hand to minory and women
Educational assistance to poor students
Opening industry to in backward area
Preference to SC/ST dealership/ suppliership/ employement

SMS CUSAT MBA Abstract by D.R.Adinath