INTRODUCTION

INTRODUCTION

The term "human resource management" has been commonly used for about the last ten to
fifteen years. Prior to that, the field was generally known as "personnel administration." The
name change is not merely cosmetics.

Human Resource Management involves management functions like planning, organizing,

directing and controlling

 It involves procurement, development, maintenance of human resource

 It helps to achieve individual, organizational and social objectives
 Human Resource Management is a multidisciplinary subject. It includes the study of
management, psychology, communication, economics and sociology.
 It involves team spirit and team work.
 It is a continuous process.

Human resource management is evolved form the Personnel management which was erstwhile
management system which used to manage employees. To know evolution of personnel management
one needs to see the history of centuries of research by great psychologists on human human behaviour
and their response at particular situations. One among them was Elton Mayo who was a psychologists
from the Australia, did many experiments on human behaviour at different situations in 1924.
He strongly believed in work life balance for improving productivity of workers and did emphasis on
human relations influence the productivity of workers and finally he has been regarded as father of
Human resources management.
The scope of Human Resource Management refers to all the activities that come under the
banner of Human Resource Management. These activities are as follows.

 Human resources planning :- Human resource planning or Human Resource Planning

refers to a process by which the company to identify the number of jobs vacant, whether
the company has excess staff or shortage of staff and to deal with this excess or
shortage.

 Job analysis design :- Another important area of Human Resource Management is job
analysis. Job analysis gives a detailed explanation about each and every job in the
company.

 Recruitment and selection :- Based on information collected from job analysis the
company prepares advertisements and publishes them in the newspapers. This
is recruitment. A number of applications are received after the advertisement is
published, interviews are conducted and the right employee is selected thus recruitment
and selection are yet another important area of Human Resource Management.

 Orientation and induction :- Once the employees have been selected

an induction or orientation program is conducted. This is
 another important area of Human Resource Management. The employees are informed
about the background of the company, explain about the organizational culture and
values and work ethics and introduce to the other employees.

 Training and development :- Every employee goes under training program which helps
him to put up a better performance on the job. Training program is also conducted for
existing staff that have a lot of experience. This is called refresher training. Training and
development is one area where the company spends a huge amount.

 Performance appraisal :- Once the employee has put in around 1 year of

service, performance appraisal is conducted that is the Human Resource department
checks the performance of the employee. Based on these appraisal future promotions,
incentives, increments in salary are decided.

 Compensation planning and remuneration :- There are various rules

regarding compensation and other benefits. It is the job of the Human Resource
department to look into remuneration and compensation planning.

 Motivation, welfare, health and safety :- Motivation becomes important to sustain the
number of employees in the company. It is the job of the Human Resource department
to look into the different methods of motivation. Apart from this certain health and
safety regulations have to be followed for the benefits of the employees. This is also
handled by the HR department.

 Industrial relations :- Another important area of Human Resource Management is

maintaining co-ordinal relations with the union members. This will help the organization
to prevent strikes lockouts and ensure smooth working in the company.

The Human Resource Officer is responsible for providing support in the various human
resource functions, which include recruitment, staffing, training and development, performance
monitoring and employee counseling.
Human Resource Management: Nature
Human ResourceManagement is a process of bringing people and organizations together so that the
goals of each are met. The various features of HRM include:

 It is pervasive in nature as it is present in all enterprises.

 Its focus is on results rather than on rules.

 It tries to help employees develop their potential fully.

 It encourages employees to give their best to the organization.

 It is all about people at work, both as individuals and groups.

 It tries to put people on assigned jobs in order to produce good results.

 It helps an organization meet its goals in the future by providing for competent and well-motivated
employees.

 It tries to build and maintain cordial relations between people working at various levels in the
organization.

 It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology,

economics, etc.
Lakkoju, S. (2014)1 An empirical analysis of managerial and non-managerial HRD
climate perceptions in SBI and KVB through internal and external comparison: a
case study conducted in Andhra Pradesh. Decision
Ghosh, Rai, Singh and Ragini (2016) 2 examined the impact of work support
measures on employee engagement among employees in the Indian banking
sector. Data was collected through administration of a structured questionnaire
from employees of 25 branches of public sector banks in Northern India.

Joshi (2016) 3 Analysed the influence of HRM practices on the job satisfaction
levels of employees in selected branches of State Bank of India (SBI) in Gujarat
state in India. The sample size considered for the study was 100 using convenient
sampling method. The results of the research indicated that HRM practices
influence the job satisfaction level of the employees. The study concluded that SBI
needs to make efforts to improve co-worker relations, work environment and
compensation issues to achieve job satisfaction among the employees.

Mathew (2015) 4 examined how talent management practices were being

followed by some leading Indian organisations in India. A sample of 30
organisations (including multinational firms) firms operating in India was chosen
for the study on the basis of their international presence, brand identity and long-
term presence. A final sample of 159 human resource professionals was
approached for their responses using a web-based

Lakkoju (2014) 5 explored the nature and extent of HRM practices prevailing in
Indian commercial banking sector through a comparative analysis of State Bank of
India (SBI) and KarurVysya Bank (KVB) in Andhra Pradesh state in India. Analysis
was undertaken to assess the perceptions regarding HRM practices by managerial
and non-managerial personnel in the banks considered for the research. The
number of managerial respondents from SBI was 132 and KVB was 84. Similarly,
the number of clerical respondents from SBI was 108 and KVB was 76 resulting in
a final sample of 400 respondents.
 Dr. B. Mathivanan (2013) 6 studied that the past research studies and literature
have clearly revealed that prime challenge for top management and HRM
functionaries in banks today is to mould the beliefs and values of their employees
in favour of HRM Policy and systems. The unions in banks need to modify the
traditional role at the work place and start focusing on development roles like a)
Initiation of HRM b) Communication c) Education and Training d) Welfare of bank
employees) Role in family vocational guidance and f) research. Computerization
may reduce employment possibilities although the aments’ experiment of
computerization has kept the employment in a particular operation.

In Shilpi Singh (2013) 7studied that Organizations all over are rushing to
implement the latest ideas on management, sometimes to the point of overuse.
The major challenge now for banks as well as any other organisation is therefore
how to develop their social architecture that generates intellectual capital as the
quintessential driver of change. Developing the individual or human capacity is an
integral element of building capacity and, in fact, capacity building initiatives are
now increasingly becoming almost an index of institutional quality.

Surya Prakash Rathi Neha Sharma (2014) 8 studied that banking sector is a pillar
on which the Indian economy has been based and being a service industry this
sector is based on its human resource. To keep the economy growing at a good
pace, banking industry plays the most important role and to keep the banking
system going, human resource has to be properly managed and developed in such
a fast changing and competitive environment. The attrition rate has to be lowered
and skilled human resource has to be created and retained

Study of Jadhav (2013)9 also concludes abouteffectiveness of training and

development programmes undertaken bybanks for their employees. The main
objectives of the present study were to analyze effectiveness of training
anddevelopment programmes for employees and to investigate how customer
satisfaction can be achieved by applyingtraining & development programmes. For
conducting research, questionnaire is used to collect primary data. Asample of 40
employees is selected by the use of random sampling from different banks like
ICICI, HDFC, BOM,Vijaya bank,Bank of Baroda, and Dena Bank located in suburban
area of Mumbai

sthapit (2012) 10 pointed out that the SHRD (Strategic Human Resource
Development) factors affects the evaluationof induction training effectiveness in
Nepali banks. The study was based on the survey which was conducted
duringFeb-March 2012 on 104 lower and middle level of managers of Nepali
development banks established from June2001 to June 2010. The whole study
concluded induction training as most important & efficient in terms of
learningand least effective on the behavior change criterion

Purohit (2012)11

studied the existing policies practiced in co-operative banks to appraise the

various stages of HRDpractices so that assessment can be made about satisfaction
level of employees about HRD practices particularlyTraining and development &
Reward and recognition of employees. In the present study questionnaire along
withpersonal interviews is used to collect primary data. Among many number of
banks in Pune, 16 are selected for thestudy. 30 employees from all levels are
taken for information.

srimannarayana M. (2011) 12 in his study found that Training and Development is

very important component in today’s Human Resource Management concept and
the choice of training and development changes from oneorganization to another.
The study is centered on primary data. Data is collected from 105 HR/Training and
development professional working in manufacturing

According to (Smothers, 2008), 13 organizational commitment can be

conceptualized as the feeling and behaviour employee’s display by the way they
exhibit behavioural activities. In a simple word, it is the binding of individuals to
behavioural acts (Meysam & Mohammadi, 2013; Javad & Davood, 2012) opined
organizational www.ccsenet.org/ass Asian Social Science Vol. 11, No. 24; 2015
166 commitment to accordance between an individuals goal and the organization
where an individual identifies the relative strength and extend to attempt to
represent the goals of an organization

Ivancevich (2010),14

he bring out the concept that training is a process that stabs to provide
employeeswith information, skills and understanding of the organization and its
goals. Additionally training and developmentaids an employee to continue to
make the necessary p ositive contribution to the success of employing
organizationin terms of his / her good performance on the job.

15
Nagar (2009)

Revealed the effectiveness of training programmes by studying the survey of

commercial banks in public as well as in the private sector. The scope of study is
restricted to the training centers of State Bank of Bikaner & Jaipur and The Bank
of Rajasthan Ltd. The data is collected through a structured questionnaire.

Shrivastava and Purang (2009) 16 Investigated the levels of job satisfaction among
public and private sector banks in India. A sample consisting of 340 bank
employees participated in the research that used a structured questionnaire for
data collection. The results indicated that bank employees in the private sector
perceive greater job satisfaction with regards to pay, social & growth aspects of
job in comparison to the public sector employees.

Singh and Kaur (2009)17 investigated the determinants of job satisfaction among
select Indian universal banks. Data was collected from 200 employees from
Punjab National Bank and HDFC Bank in the state of Punjab in India. Factor
analysis, regression analysis and correlation analysis were employed for data
analysis. The research concluded that work place environment, supervision, job
security, co-operation from peers, pay facilities, employee acceptance, delegation
of authority, job contentment, work place discrimination, opportunities for
growth and transparent salary structure were the major determinants of job
satisfaction.

Budhwar (2000) 19 presented an analysis of the determinants of HRM practices in

Indian organisation. The study was conducted among six manufacturing industries
(food processing; plastics; steel, textiles, pharmaceuticals and footwear) in India.
A total of 137 top HRM professionals (one from each firm) have participated in
the study which used a structured questionnaire for data collection.

Budhwar and Boyne (2004) 20 highlighted the results from an empirical

comparison of HRM practices in Indian public and private sector firms. The study
included responses from a questionnaire survey of 137 large Indian
manufacturing firms (81 public sector firms & 56 private sector firms). The results
of the study conclude that there exist a large number of similarities and
differences in the HRM practices among Indian public and private sector firms.
Interestingly, the results reveal that the gap between the HRM practices of public
and private sector firms is not very significant
 INTRODUCTION

This chapter review literature related to human resources management

the objective of this chapter is to the review the literature use for the purpose of
present research work. The chapter deals with various books ,magazines
newpapers,report and journals and which are viewed to gain background
knowledge of the research topic.

Review of literature helps to identify the concept relating to the research

topic and pontential relationship between them.
 REFERENCES

Joshi, D. (2016) 1. A study of organisational climate and its impact on job

satisfaction of selected branches of State Bank of India, Vadodara
District.International Research Journal of Multidisciplinary Studies, 2(8), 1–8.

Mathew, a. (2015).2 Talent Management Practices in Select Organizations in India.

Global Business Review, 16(1), 137–150.
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1 Dr.B.Mathivanan (2013) 3Prof. & Head, Department of Commerce, MGR

College, Dr.MGR Nagar, Hosur – 635 109. IOSR Journal of Dental and Medical
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