Subject Code: IMT-12

Subject Name : Human

Resource Management

Objective: To provide the basic knowledge of Human Resource Management and develop insight into the managerial skills required to effectively manage people in an organization, in order to achieve corporate goals successfully. The course also develops understanding of job design, recruitment & selection, employee welfare etc. for better management of a firms human resources. Contents : INTRODUCTION TO HUMAN RESOURCE MANAGEMENT What is HRM ?, Definitions of HRM, Objectives of HRM, Scope of HRM, Importance of HRM, The Changing Role of HRM, Functions of Personnel Management, Personnel Management Policies, Role of a Personnel Manager, Organizing the HR Department, The Structure, Staff Role of HR Department, Origin and Growth of HR Function in India, Slow Growth of HRM in India, Factors Facilitating Acceleration of HRM in India, Evolving Role of HR Professional in India, HRM Model, Environmental Influence on HRM, Challenges Faced by HRM Today, The Changing Environment, Changing Role of the HR Manager, Human Resource Development (HRD), Definition of HRD, Need for HRD, HRD Intervention and Industrial Relations, Participative Devices in HRD, Quality of Work Life and Employee Welfare, Outcomes of HRD, HR Audit - Objectives, Need, Indicators, Significance, Benefits, Scope and Process, Audit of HR Results, Audit Report HR PLANNING, RECRUITMENT, SELECTION, PLACEMENT AND INDUCTION HR Planning, Definitions of HR Planning, Objectives of HR Planning, Importance of HR Planning, Process of HR Planning, Strategies for HR Planning, Advantages of HR Planning Programmes, Limitations of HR Planning, Guidelines for Making HR Planning Effective, Responsibility for HR Planning, Techniques of HR Demand Forecasting, Techniques of HR Supply Forecasting, Job Analysis, Job Description and Specification, Job Analysis, Job Description, Job Specification, Recruitment, Sources of Recruitment, Recruitment Policy, Selection, Definition of Selection, Steps in Selection Procedure, Placement, Problems of Placement, Induction Programme, Types of Induction Programme. PERSONNEL DEVELOPMENT PROGRAMME Training, Meaning and Purpose of Training, Importance of Training, Benefits of Training, Types of Training Programmes, Systems Approaches to Training, Comparison of On-the-Job and Off-the-Job Training Programme, Selection of a Training Method, Evaluation of Training, Executive or Management Development, Need and Importance of Executive Development, Objectives of Executive Development, Methods of Executive Development, Career Planning, Aims and Objectives of Career Planning, Needs for Career Planning, Benefits of Career Planning, Process of Career Planning, Performance Appraisal, Objectives of Performance Appraisal, Process of Performance Appraisal, Essentials of a Good Appraisal System, Methods or Techniques of Performance Appraisal, Post-appraisal Analysis, Ways for Improving Performance Appraisals. JOB COMPENSATION Job Evaluation, Definition of Job Evaluation, Objectives of Job Evaluation, Principles of Job Evaluation Programmes, Advantages of Job Evaluation, Disadvantages of Job Evaluation, Methods of Job Evaluation, Essentials for Success of Job Evaluation Programmes, Wage and Salary Administration, Wage Structure, Determining a Wage Structure, Equity in Compensation, Methods of Wage Payment, Incentive Wage Plans, Broad Categories of Wage Incentive Schemes, Requisites for the Success of an Incentive Plan, Fringe Benefits, Concept of Variable Compensation, National Wage Policy, Objectives of National Wage Policy, Regulations Adopted, Wage Policy in a Developing Economy, Principal Constituents of a National Wage Policy, Failure of The National Wage Policy. PROMOTIONS, DEMOTIONS, TRANSFERS, SEPARATION ABSENTEEISM AND TURNOVER Human Resource Management. ............................... Page 1 of 4 ............................................................................... IMT-12

Promotion, Definition of Promotion, Types of Promotion, Basis of Promotion, Promotion Policy, Demotion, Causes of Demotion, Conditions for Demotion, Transfer, Types of Transfers, Transfer Policy, Transfer Procedure, Separation, Absenteeism, Rate of Absenteeism, Causes of Absenteeism, Measures to Control Absenteeism, Labour Turnover, Measurement of Labour Turnover, Causes of Labour Turnover, Measures to Reduce Labour Turnover. QUALITY OF WORK LIFE Quality of Work, Scope of Quality of Work, Apporaches to Improve Quality of Work, Impact of Quality of Work in Organizational Climate, Requirements of Quality of Work, Quality Circles, Historical Background, Advantages of Quality Circles, Phases in the Life of a QC Programme, Conditions Necessary for Making Quality Circles Effective, Morale, Definition of Morale, Factors Affecting Morale, Effects of Low Morale, Measures to Build up High Employee Morale, Job Satisfaction, Determinants of Job Satisfaction, Consequences of Job Satisfaction, Social Security, Social Security in India, Drawbacks of Social Security Schemes in India, Laws and Acts, Morale, Definition of Morale, Factors Affecting Morale, Effects of Low Morale, Measures to Build up High Employee Morale, Job Satisfaction, Determinants of Job Satisfaction, Consequences of Job Satisfaction, Social Security, Social Security in India, Drawbacks of Social Security Schemes in India, Laws and Acts, Health and Safety, Concept of Industrial Health, Industrial Accident, Accident Prevention, Occupational Diseases, Provisions Under the Factories Act 1948, Labour Welfare, Need for Labour Welfare, Principles of Labour Welfare, Provisions of Factories Act Regarding Labour Welfare. COUNSELLING FOR EFFECTIVE HR DEVELOPMENT Basics of Counselling , Definition of Counselling, Need for Counselling, Types of Counselling, Drawbacks of Counselling, Functions of Counselling, Counselling Process. HUMAN RELATIONS Meaning of Human Relations, Human Relations Defined, Characteristics of Human Relations, Scope of Human Relations, HR Movement, Meaning of Employee Grievance, Features of a Grievance, Understanding Employee Grievance, Nature and Causes of Grievances, Need for a Grievance Handling Procedure, Essentials of Sound Grievance Handling, Basic Elements in Grievance Redressal, Steps in Grievance Handling, Benefits of Systematising Grievance Handling, Grievance Management in Indian Industry, Discipline, Causes of Indiscipline, Aspects of Discipline, Objectives of Discipline, Essentials of a Good Disciplinary System, Code of Discipline, Kinds of Punishment/Penalties, Procedure for Taking Disciplinary Action, Role of the HR Manager in Maintaining Discipline, Principles of Natural Justice and Domestic Enquiry, Principles of Effective Discipline, Concept of Participative Management, Methods of Participation, Pre-requisites of Successful Participation, Importance of Participation, Limitations of Participation, Case Study Example, Employee Empowerment, Empowerment Vs Disempowerment, Conditions Necessary for the Success of Empowerment, Stages in the Empowering Process, Collective Bargaining, Characteristics of Collective Bargaining, Objectives of Collective Bargaining, Advantages of Collective Bargaining, Types of Bargaining, Process of Collective Bargaining, Steps to Ensure the Effectiveness of Collective Bargaining, Bargainable Issues, Collective Bargaining in India, Factors Inhibiting Collective Bargaining in India, Conditions Essential for Successful Collective Bargaining.

Notes:
a. b. c. d. Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A), IInd Set (Part-B), IIIrd Set (Part C) and Set-IV (Case Study) must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. Confine your answers to 150 to 200 Words. Two Case Studies : 5 Marks. Each case study carries 2.5 marks.

A. First Set of Assignments: B. Second Set of Assignments: C. Third Set of Assignments: D. Forth Set of Assignments:

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ASSIGNMENTS
FIRST SET OF ASSIGNMENTS Marks Assignment-I = 5

PART A
1. 2. 3. 4. WhatguidelineswouldyousuggesttheHRmanagertomanageethicsintheorganization. WhatdoyoumeanbythestatementHRMisalinemanagersresponsibilitybutastafffunction. DiscussthebenefitsofHRaudit. Writeshortnoteon: a.) Successionplanning b.) Listthetypesofinductionprograms 5. Explainhumanresourceaccountingmethod
Assignment-II = 5 Marks

SECOND SET OF ASSIGNMENTS

PART B
1. 2. 3. 4. 5. Statetheobjectivesofjobevaluation ExplaintheprocessofHumanResourcePlanning. Whatarethefactorsthatleademployerstolayoff? WhataretheproblemsinQualityCircles? Discussthedeterminantsofjobsatisfactionusingadiagram.

THIRD SET OF ASSIGNMENTS

Assignment-III = 5 Marks

PART C
1. 2. 3. 4. 5. Explaintheneedforcounseling. Definehumanrelations. Whatarethefiveethicalprinciplesidentifiedbyparticipativemanagement. Whatarethestagesintheempoweringprocess. Discussthefactorsthataretobeconsideredwhileselectingatrainingmethod.
Assignment-IV = 2.5 Each Case Study

FOURTH SET OF ASSIGNMENTS

CASE STUDY - I
FredsSituation Fredwasnothandlingthechangeinhisdepartmentwell.Thecompanyhadrecentlychangedhands,andeven though no jobs had been lost, people had been changing jobs and were being asked to move to different locations.Thenewleadershiphadacompletelydifferentoutlookthanthosepeoplehehadworkedunderfor thepast21years.Fredfoundthathewasunabletoconcentrateatworkandgenerallyfeltlikehedidnotlike his job anymore. At home, he was getting headaches and having trouble sleeping, which only enhanced his feelingthatthingswerenotgoingtoworkoutwellforhim.Whenhethoughtaboutit,hehadalwayshated change. He worked in the job he did partially because it was considered stable (boring to some) and predictable. Freds new boss kept trying to convince him that he was a valuable employee and that new Human Resource Management. ............................... Page 3 of 4 ............................................................................... IMT-12

opportunity,alongwithsalaryincreases,wereinhisfuture.Unfortunately,Fredfeltlikeheneverknewwhatto expectthenextdayandwhatFredreallywantedwastohavethingsthewaytheyusedtobe. 1. WhywasFredgettingheadaches? 2. WhyFredsnewbossdidnotsucceedinconvincinghim?

CASE STUDY-II
SriRamPharmacy: K.U.NayakistheManagingDirectorofSriRamPharmacy,amediumsizedpharmaceuticalfirminMangalore. HeholdsanMSdegreeinPharmacy.Hehasbeenmanagingthecompanysinceitsinceptionin1980.Formore thantwodecadesthecompanyhasbeendoingreasonablewell. Recently,Mr.Nayaknoticedthattheworkerswerenotworkingtotheirfullpotential.Theywouldfilltheirdays withunnecessaryandunproductiveactivitiesandworkonlyforthesakeofwages.Sincethelastoneyear,the situationhasbecomequitealarmingastheorganizationhadbeguntocrumbleundertheweightof uneconomicaleffort.Thesituationdemandedpromptremedialmeasurestocheckthedetrimentaltrend.Mr. Nayakunderstandsthattheonlywaytoprogressandprosperityistomotivateworkerstopeakperformance throughvariousincentiveplans. Mr.NayakaskedtheHRManagerwhattheproblemwiththeworkerswas.Wepaythehighestintheindustry. Ourworkingconditionsareexcellent.Ourfringebenefitsarethebestintheindustry.Stilltheworkersarenot motivated.Findoutwhattheworkersreallywant.Unlessproductivityincreaseswearedoomed. TheHRManagermadeadetailedinvestigationandconcludedthatthewages,fringebenefitsandworking conditionswerenotenough.Besidesthistherewereotherimportantfactors.Ihavefoundoutfromthe workersthatworkandefficiencygounnoticedandunrewardedinthecompany.Thepromotionsandbenefit plansaretiedtothelengthofservice.Evenunproductiveworkersenjoyallthebenefitsintheorganization, whichinfact,accordingtotheworkers,shouldgoonlytothosewhoworkhard.Asaresultmoreandmore workersarejoiningthebandwagonofnonperformers.Thishasbecomequitealarmingasworkersrefuseto perform. Questions: 1. ExplainthemotivationalprobleminthiscasebyrelatingittoHerzbergstheory. 2. Analyzetheproblemindepthandfindthesolution.

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