m







Unit -I

Dr.S.Prabakar
Unit ʹI - INTRODUCTION
’ m
an reso rce
anage
ent (m is the strategic and coherent
approach to the
anage
ent of an organization's
ost val ed assets -
the people working there who individ ally and collectively contrib te
to the achieve
ent of the objectives of the b siness.
’ The ter
s "h
an reso rce
anage
ent" and "h
an reso rces"
(m have largely replaced the ter
"personnel
anage
ent" as a
description of the processes involved in
anaging people in
organizations.
’ In si
ple words, m
eans e
ploying people, developing their
capacities, tilizing,
aintaining and co
pensating their services in
t ne with the job and organizational req ire
ent.
’ In other words, m is concerned with getting better res lts with the
collaboration of people. It is an integral b t distinctive part of

anage
ent, concerned with people at work and their relationships
within the enterprise.
’ m helps in attaining
axi

individ al develop
ent, desirable
working relationship between e
ployees and e
ployers, e
ployees
and e
ployees, and effective
odeling of h
an reso rces as
contrasted with physical reso rces.
’ It is the recr it
ent, selection, develop
ent, tilization,
co
pensation and
otivation of h
an reso rces by the organization.
Definition
’ m
’ m can be tho ght of
anaging the total knowledge,
skills, creative abilities, talents, and attit des of an
organizational work force as well as their val es, attit des
and believes of the individ als involved.
’ Personnel
anage
ent
’ It is a responsibility of all those who
anage people as
well as being the description of the work and its concerned
with the e
ployees both as individ als and as gro ps in
attaining the goals concerned with behavioral, e
otional
and social aspects of the personnale.
ñiff r c b tw H M a d PM:
ñ
    
ontracts aref l delineation of Ai
ed to go beyond the
written contracts contract
 les lear  les I
patient with the r les
G ide to
anage
ent Proced res B siness Need
action
anagerial Task onitoring N rt ring
Behavioral eferent Nor
s/ Val es /
issions
 sto
s/Practices
Key elations Labor
anage
ent  sto
er
Speed of decision Slow Fast
anagerial ole Transaction Leadership Transfor
ational Leader
ship
Key
anagers Personnel/I Specialist General/B siness Line

anagers
o

nication Indirect Direct
Selection Separate anagerial task Integrated key task
ñ
    

Pay Job eval ation Perfor
ance related

Labor
anage
ent ollective bargaining Towards individ al

ontract contract

Job categories & grades any Few

Job design Division of labo r Tea
work

Treat
ent of people by People are to be sed for People are to be sed as

anage
ent the benefit of organization
t ally beneficial for
and treated as a tool which organization and
is expandable and the
selves and for the
replaceable society as a whole

Ai
of Top anage
ent Interest to organization  t ality of interest

Import nce of hum n f ctor

The overwhel
ing i
portance of h
an factor a
ong

all the other factors of prod ction is d e to its niq e
characteristics.
1It is the only reso rce which can prod ce thro gh

otivated creativity and o tp t greater then the s

of its inp t.
2This reso rce is active and living and the h
an being
alone with their ability to think, feel, and conceive and
growth shows satisfaction or dissatisfaction,
resent
ent or pleas re, resistance or acceptance for all
types of
anagerial actions
m A
anager can b y an e
ployeeǯs ti
e, its physical
presence at a given place b t cannot b y his enth sias
,
initiative, loyalty and devotion and there is no cook book
for
la to g ide a
anager how to
otivate his worker.
4 ach individ al have their own distinct backgro nd and
therefore all individ als in an organization cannot be
treated alike and the
anager
st follow Tailor
ade
approach in
otivating e
ployee based on his
nderstanding of the actions and attit des and the needs
of the workers concerned.
5 This is the only reso rce which appreciate the val e with
passage of ti
e beca se people beco
e
ore experienced
and skilled while the other reso rce generally depreciate as
ti
e goes on.
6 Labor enact
ents
7 aise of labor organizations
- olution of R
  
 
     

 
   
  
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5 In India there are m
ain areas of professional disciplines in
m na
ely
’ Labor welfare
’ Ind strial relations
’ Personal ad
inistration
6 Fro
the description d ties of a welfare officer given in r le 7 of
the
odel central welfare officer r le, 1951, he not only of
ind strial relations and personnel
anage
ent at the factory
level.
7 In the recent years, owning to a n
ber of welfare
eas res
being stat tory i
posed, his d ties in ind strial relations and
per ad
inistration has decreased.
8 As a res lt welfare officer is fast fielding a place to the personnel
officer in
any establish
ents and to develop h
an reso rces
m and mD
anagers have started evolving
9 In so
e organization were there are
ore than 1 officer the
trend is towards reg lating the welfare f nction to a j nior
officer with a senior stat s of personnel officer
-
l ti

f H M i Idia
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  1 
/
!
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1920 -19m0 Beginning Stat tory Welfare lerical
and Paternalis

1940 Ȃ 1960 Str ggling to Introd ction of Ad
inistration
recognition Technology
1970 Ȃ 1980 Achieving eg latory and anagerial
Sophistication i
position of
standardization of
other f nctions
1990 -2000 Pro
ising m
an Val es and xec tive
Prod ctivity
thro gh people
After 2000 hallenging One to One People Leader
anage
ent Facilitations
mum n Resource n gement: N ture
m
an eso rce anage
ent is a process of bringing
people and organizations together so that the goals of each are

et. The vario s feat res of m incl de:
Ȉ Its foc s is on res lts rather than on r les.
Ȉ It tries to help e
ployees develop their potential f lly.
Ȉ It enco rages e
ployees to give their best to the organization.
Ȉ It is all abo t people at work, both as individ als and gro ps.
Ȉ It tries to p t people on assigned jobs in order to prod ce good
res lts.
Ȉ It helps an organization
eet its goals in the f t re by
providing for co
petent and well-
otivated e
ployees.
Ȉ It tries to b ild and
aintain cordial relations between people
working at vario s levels in the organization.
Ȉ It is a
ltidisciplinary activity, tilizing knowledge and inp ts
drawn fro
psychology, econo
ics, etc.
mum n Resource n gement: Scope
The scope of m is very wide:
1. Personnel aspect-This is concerned with
anpower
planning, recr it
ent, selection, place
ent, transfer,
pro
otion, training and develop
ent, layoff and
retrench
ent, re
neration, incentives, prod ctivity etc.
2. Welfare aspect-It deals with working conditions and
a
enities s ch as canteens, creches, rest and l nch roo
s,
ho sing, transport,
edical assistance, ed cation, health
and safety, recreation facilities, etc.
m. Ind strial relations aspect-This covers nion-
anage
ent
relations, joint cons ltation, collective bargaining,
grievance and disciplinary proced res, settle
ent of
disp tes, etc.
m
an eso rce anage
ent: Beliefs
The m
an eso rce anage
ent philosophy is based on the
following beliefs:
Ȉ m
an reso rce is the
ost i
portant asset in the organization
and can be developed and increased to an nli
ited extent.
Ȉ A healthy cli
ate with val es of openness, enth sias
, tr st,

t ality and collaboration is essential for developing h
an
reso rce.
Ȉ m can be planned and
onitored in ways that are beneficial
both to the individ als and the organization.
Ȉ 
ployees feel co

itted to their work and the organization, if
the organization perpet ates a feeling of belongingness.
Ȉ 
ployees feel highly
otivated if the organization provides for
satisfaction of their basic and higher level needs.
Ȉ 
ployee co

it
ent is increased with the opport nity to
dis¬cover and se one's capabilities and potential in one's work.
Ȉ It is every
anager's responsibility to ens re the develop
ent and
tilisation of the capabilities of s bordinates.
O jecti es of mR in Gener l:
Ȉ To help the organization reach its goals.
Ȉ To ens re effective tilization and
axi

develop
ent of h
an
reso rces.
Ȉ To ens re respect for h
an beings. To identify and satisfy the needs of
individ als.
Ȉ To ens re reconciliation of individ al goals with those of the
organization.
Ȉ To achieve and
aintain high
orale a
ong e
ployees.
Ȉ To provide the organization with well-trained and well-
otivated
e
ployees.
Ȉ To increase to the f llest the e
ployee's job satisfaction and self-
act alization.
Ȉ To develop and
aintain a q ality of work life.
Ȉ To be ethically and socially responsive to the needs of society.
Ȉ To develop overall personality of each e
ployee in its
ltidi
ensional
aspect.
Ȉ To enhance e
ployee's capabilities to perfor
the present job.
Ȉ To eq ip the e
ployees with precision and clarity in trans¬action of
b siness.
Ȉ To inc lcate the sense of tea
spirit, tea
work and inter-tea

collaboration.
!
 1, 2
’ reation of e
ploy
ent opport nities
’ axi

prod ctivity
’ Affording
aterial and
ental satisfaction to the workforce
’ Avoidance of wastage of effort
’ Pro
otion of healthy h
an relations and social welfare

 1, 2
’ Provision for adeq ate re
neration
’ Job sec rity
’ Training and develop
ent
’ Job satisfaction
’ Opport nities for develop
ent
’ Proper work environ
ent
0  1, 2
’ ecr it
ent
’ Integration and
aintenance of co
petent and loyal e
ployee
’ Forecasting and balancing de
and and s pply of labor
’ Place
ent
 /1, 2
’ ecognition of nions
’ For
lation of m policies in cons ltation with the nions
’ Inc lcating the spirit of self discipline and co-operation
 / 2
1Acq isition F nction:
1.sti
ating the de
and and s pply
2.ecr it
ent
m.Selection
4.Socialization of e
ployees
2Develop
ent F nction:
1.
ployee Training:
’ Skill develop
ents
’ hange of attit des a
ong e
ployees
2.anagerial Develop
ent:
’ Knowledge acq isition
’ nhance
ent of an exec tives concept al skills
motivational F nctions:
’ Allienation
’ Perfor
ance Appraisal
’ Behavio ral and Str ct ral Techniq es for sti
lating
e
ployee perfor
ance
’ Linking rewards to perfor
ance
’ o
pensation and benefit ad
inistration
4aintenance F nctions:
’ Working conditions and working environ
ent
’ aintenance of co

it
ent a
ong e
ployees towards
the organization
mR Functions:
Ñ // /


2
0 0
0 #0(/Ñ '#1 !2
a.Planning
’ m
an reso rce
’ eq ire
ent/ecr it
ent
’ Selection
’ Training
b.Forecasting:
’ m needs
’ hanging Val es
’ Attit des
’ Behavio r of e
ployees
c.Organizing:
Str ct re and a process by which cooperative gro p
of h
an beings with their task a
ong its
e
bers
identifying the relation and integrate its relationship towards
the co

on objective
d.Directing:
’ otivating
’ o

nicating
’ Leading
’ Activating People
e.ontrolling:
’ hecking
’ Verifying
’ o
pare the act al with the plans
’ Identification of deviation
onnecting the identified deviations
"10 0#30/Ñ '#1 !2
a.
ploy
ent:
1.Job Analysis:
’ ollection of data, infor
ation and facts
’ Preparation of
’ Job Description
’ Job Specification
’ Job eq ire
ents
’ 
ployee Specification
’ Providing the g idance plans and basis for job design
2.m Planning:
’ sti
ation of the present and f t re req ire
ents of m
’ alc lation of net m req ire
ents
’ Taking steps to change,
o ld and develop the strength of the
existing e
ployees
’ Preparation of action progra
s to get the rest of the m fro

o tside so rces
m.ecr it
ent:
’ Identification of the existing so rces of applicants
’ reation / Identification of new so rces of applicants
’ Sti
lating the candidates to apply for the jobs
’ Striking a balance between the internal and external so rces
4.Selection:
’ Fra
ing and developing application for
s
’ reating and developing valid and reliable testing
techniq es
’ For
lating the interview techniq es
’ hecking of references
’ Setting p of the
edical exa
ination policy and proced re
’ Getting the line
anagers decisions
’ Sending letters for appoint
ent / rejection
’ 
ploying the selected candidates who report for d ty
 6.Place
ent:
’ ons lting the f nctional
anagers regarding place
ent
’ ond cting follow p st dies
’ Appraising e
ployee perfor
ance
’ Deter
ine e
ployee adj st
ent
’ orrecting
isplace
ents if any
7.Ind ction and Orientation:
’ Acq aint the e
ployee with the co
pany policies
’ Introd ce the e
ployee to the boss, s bordinates and peer gro ps
’ o ld the e
ployee attit de to the new working and social
environ
ent
b.m
an eso rce Develop
ent:
1.Perfor
ance Appraisal:
’ Developing policies, Proced res and techniq es
’ melping the f nctional
anagers
’ eceiving and consolidating the PA reports
’ val ating the effectiveness of PA Syste

2.Training:
’ Identification of training needs
’ Developing s itable training progra
s
’ melping and advising the line
anage
ent in the cond ct of
training progra
s
’ I
parting the req isite job skills and knowledge to the
e
ployees
’ val ating the effectiveness of the training progra

m.anagerial Develop
ent:
’ Identification of the areas of the
anagerial develop
ent
’ ond cting develop
ent progra
s
’ otivating the exec tives
’ Design the special develop
ent progra
s for pro
otion
’ Using the service of the specialist for
anagerial
develop
ent
’ val ating the effectiveness
 4.areer planning and develop
ent:
Internal obility
’ Transfer
’ Pro
otion
’ De
otion
’ Organization Develop
ent
c.o
pensation:
’ Job val ation:
’ Wage and salary ad
inistration
’ Incentives
’ Bon s
’ Fringe Benefits
’ Social Sec rity eas res
d.m
an elations:
’ otivating the e
ployees
’ I
proving e
ployee
orale
’ Developing co

on skills
 ’ Developing leadership skills
’ edressing e
ployee grievances
’ mandling disciplinary areas
’ o nseling e
ployees
’ I
proving the q ality of worklife
e.ffectiveness of m
Organizational mealth:
’ 
ployee satisfaction
’ Labo r t rnover
’ Absenteeis

’ migher rate of e
ployee co

it
ent

m Acco nting: eas ring of costs and val e of m in the

organization
m A dit: xa
ination and eval ation of policies, proced res,
practices to deter
ine the effectiveness of m.
m esearch: Process of eval ating the effectiveness of m
policies and proced res and developing
ore appropriate ones
 2/Ñ / /!



In order to achieve the above objectives, m
an eso rce anage
ent
ndertakes the following activities:
1. m
an reso rce or
anpower planning.
2. ecr it
ent, selection and place
ent of personnel.
m. Training and develop
ent of e
ployees.
4. Appraisal of perfor
ance of e
ployees.
5. Taking corrective steps s ch as transfer fro
one job to another.
6. e
neration of e
ployees.
7. Social sec rity and welfare of e
ployees.
8. Setting general and specific
anage
ent policy for organizational
relationship.
9. ollective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-develop
ent of e
ployees at all levels.
12. Developing and
aintaining
otivation for workers by providing
incentives.
1m. eviewing and a diting
anpower
anage
ent in the organization
14. Potential Appraisal. Feedback o nseling.
15. ole Analysis for job occ pants.
16. Job otation.
17. Q ality ircle, Organization develop
ent and Q ality of Working
Life.

   2
Policies:
It is
an
ade r le of predeter
ined co rse of action that is
established to g ide the perfor
ance of work towards the
organizational objective.
m Policies:
It refers to the principles and r les of contact which
for
late, redefine, break into details and decide a n
ber of
actions that govern the relationship with e
ployees in the
attain
ent of organizational objectives
Need for m Policies:
’ Scarcity of
an power d ring the world war I
’ Scientific
anage
ent
ove
ent by F.W. Taylor
’ Applications of principles and psychology to the sol tion to
h
an proble
s in b siness
’ Need for consistency in dealing with nions
’ Passing of n
ber of welfare of co
pensation legislations
Objectives:
’ nable an organization to attain objectives
’ To ens re e
ployee cooperation
’ To provide conditions of e
ploy
ent and proced re
’ To provide adeq ate trained personnel at all levels
’ To provide and project the co

on interest of all stake holders of
b siness
’ To recognize the role of trade nions
’ To provide sec rity of e
ploy
ent for the e
ployees
’ To create a sense of responsibility
’ To establish conditions of
t al confidence.
  

  #

  ! 
) #!2
1. The m
an eso rce Infor
ation Syste
(mIS is a software or
online sol tion for the data entry, data tracking, and data
infor
ation needs of the m
an eso rces, payroll,
anage
ent,
and acco nting f nctions within a b siness. Nor
ally packaged as a
data base, h ndreds of co
panies sell so
e for
of mIS and every
mIS has different capabilities. Pick yo r mIS caref lly based on the
capabilities yo need in yo r co
pany.
2. Typically, the better The m
an eso rce Infor
ation Syste
s (mIS provide
overall:
* anage
ent of all e
ployee infor
ation.
* eporting and analysis of e
ployee infor
ation.
* o
pany-related doc
ents s ch as e
ployee handbooks, e
ergency
evac ation proced res, and safety g idelines.
* Benefits ad
inistration incl ding enroll
ent, stat s changes, and personal
infor
ation pdating.
* o
plete integration with payroll and other co
pany financial software and
acco nting syste
s.
* Applicant tracking and res
e
anage
ent.
m. The mIS that
ost effectively serves co
panies tracks:
* attendance and PTO se,
* pay raises and history,
* pay grades and positions held,
* perfor
ance develop
ent plans,
* training received,
* disciplinary action received,
* personal e
ployee infor
ation, and occasionally,
*
anage
ent and key e
ployee s ccession plans,
* high potential e
ployee identification, and
* applicant tracking, interviewing, and selection.
4. An effective mIS provides infor
ation on j st abo t anything the
co
pany needs to track and analyze abo t e
ployees, for
er
e
ployees, and applicants. Yo r co
pany will need to select a m
an
eso rces Infor
ation Syste
and c sto
ize it to
eet yo r needs.

5. With an appropriate mIS, m
an eso rces staff enables e
ployees

to do their own benefits pdates and address changes, th s freeing m
staff for
ore strategic f nctions.
6. Additionally, data necessary for e
ployee
anage
ent, knowledge
develop
ent, career growth and develop
ent, and eq al treat
ent is
facilitated. Finally,
anagers can access the infor
ation they need to legally,
ethically, and effectively s pport the s ccess of their reporting e
ployees.



 
 




2

  '  

  




1.In a co
pany with tho sands of e
ployees, it is easy to lose track of the
processing costs for, say, a single ti
e off req est. B t losing track doesnǯt
ean
the cost j st goes away, and
any h
an reso rce
anage
ent professionals
wo ld be appalled to find o t how
ch
oney is chipped off their botto

line every ti
e a si
ple e
ployee transaction Ȃ like a req est for ti
e off Ȃ
goes thro gh.
2.This type of cost is practically a negligible s
when all of the other e
ployee-
related costs are added p. Take a scenario (and it is probably tr e for yo r
co
pany in which a ti
e off req est costs a co
pany ninety five dollars, and
yearly expendit re on
aintenance edges p to al
ost two tho sand dollars.
 m.A co
pany that is not eq ipped with the appropriate software for
anaging its
h
an reso rces is bo nd to lose o t on profits j st as
ch as prod ctivity,
si
ply beca se there is no coherent database to prod ce definite res lts on the
cost of h
an capital
anage
ent.
4.At a certain point it beco
es inevitable that a co
pany seeking to
aintain its
co
petitive edge will have to pay into an infor
ation processing syste
in
order to
anage its workforce. After all is said and done, the invest
ent will be
a wise one. This is
ade all the
ore clear when the e
ployer recognizes that
his or her workforce is the b sinessǯ
ost vital asset. The way the technology
works is tr ly a
azing and, at the price of so nding a bit over ex berant, it
co ld be said that a good m progra
can
ore or less be eq ated to having
the entire m depart
ent on line.
5. What it does is create a platfor
that spans the entire enterprise so that
nothing is left n
anaged. It incl des everything fro
r nning e
ployee pay
and benefits to s pervising e
ployee responsibilities, new hires and talent
develop
ent.
6. Indeed, a m
an eso rces
anage
ent software syste
helps
ake the
process
ore efficient and lti
ately proves to be very cost effective.
7. ajor organizations offering m services have already had incredible s ccess
in t rning aro nd savings by red cing the cost of their m processes.
8. Instead of re
aining co

itted to a few antiq ated in-ho se progra
s and an
overworked m
an eso rces depart
ent, it is probably ti
e to switch to
m on line.
9. Generally, an organization providing m will provide a cons ltant to
ake
s re that the process of switching over goes as s
oothly as possible.
10. A
ajor co
ponent of cons ltation involves giving sef l instr ction and
ed cation to the staff that will be sing the m services.
11.The other i
portant aspect of the cons ltantǯs services involves application
c sto
ization so that the m syste
's
od lar syste
s integrate across the
board to provide a sol tion for the enterprise's needs.

  
      
 '  
2

1. Increasingly today, b sinesses are seeing the benefits of a to
ating their

syste
s of h
an capital
anage
ent. By rethinking their m software, they
are finding their m
an apital anage
ent syste
s are already light years
beyond what they were in the decades prior to the Internet.
2. Yet there contin es to be
any co
panies lost in the archaic and
istake-
prone syste
of
aintaining m processes that are lack a to
ation. The days
when a co
pany can get by witho t integrating m technology are long past.
m. D e to co
petition generated by the increased efficiencies of the co
panies
pl gged into m technology, those who are not yet Dzon-linedz find that their
reven es are being eaten p by the sa
e costs that their co
petitors are
reinvesting to achieve an edge on their partic lar
arkets.
4. Find o t how yo r co
pany can integrate m
anage
ent software for
increased prod ctivity in the workforce. Beca se of the high cost potential of

anaging the workforce for large Ȃ often ti
es global Ȃ corporations, on-line
m
an apital anage
ent can deliver significant savings.
5. Indeed, as
entioned above, having or not having these savings can
ake or
break a co
pany. B t how, exactly, does a co
pany integrate its existing m
depart
ent with the new technology?
6. One of the fore
ost feat res to recognize in a m
an eso rces ange
ent
syste
is that there are very distinct
od les thro gh which m is
anaged.
These incl de everything fro
e
ployee pay and benefits ad
inistration to
talent recr it
ent and the on-site training. ven ed cational
eas res are
necessary for developing a skilled workforce.
7. F rther
ore, the cr cial areas of m
an apital anage
ent involve
ad
inistering personnel, developing co
petitive levels of organization, doing
strategic planning of co
pensation and
anaging o tso rced workers. All of
the areas of foc s that are traditionally cared for by an m depart
ent are open
to efficiency pgrades.
8. This process of integration can be tricky for so
e who are in the initial stages of
reva
ping their co
panyǯs entire syste
of
anaging the workforce. Indeed,

any b sinesses are still at the point where they need to lift a series of
o tdated e
ployee
anage
ent software progra
s into the a to
ated world
of on-line service.
9. A large n
ber find that the syste
s with which they worked devotedly for so
long
ay need to be scrapped entirely. mowever, there are significant savings
created by a strea
lined m syste
.
10. any providers of the technology are happy to offer cons ltation and staff
training in order to
ake s re that the on-line m service is f lly nderstood
by the e
ployees who will be operating it.
'
   

  2

1. The role of the m
an eso rce anager is evolving with the change in
co
petitive
arket environ
ent and the realization that m
an eso rce
anage
ent
st play a
ore strategic role in the s ccess of an organization.
2. Organizations that do not p t their e
phasis on attracting and retaining
talents
ay find the
selves in dire conseq ences, as their co
petitors
ay be
o tplaying the
in the strategic e
ploy
ent of their h
an reso rces.
m. With the increase in co
petition, locally or globally, organizations
st
beco
e
ore adaptable, resilient, agile, and c sto
er-foc sed to s cceed. And
within this change in environ
ent, the m professional has to evolve to
beco
e a strategic partner, an e
ployee sponsor or advocate, and a change

entor within the organization.
4. In order to s cceed, m
st be a b siness driven f nction with a thoro gh
nderstanding of the organizationǯs big pict re and be able to infl ence key
decisions and policies.
5. In general, the foc s of todayǯs m anager is on strategic personnel retention
and talents develop
ent. m professionals will be coaches, co nselors,

entors, and s ccession planners to help
otivate organizationǯs
e
bers
and their loyalty.
6.The m
anager will also pro
ote and fight for val es, ethics, beliefs, and
spirit ality within their organizations, especially in the
anage
ent of
workplace diversity.
So
e of the co
petitive challenges are disc ssed below:
  


  +
 ñ  
In order to effectively
anage workplace diversity, ox (199m
s ggests that a m anager needs to change fro
an ethnocentric view
("o r way is the best way" to a c lt rally relative perspective ("let's take
the best of a variety of ways".
This shift in philosophy has to be ingrained in the
anagerial
fra
ework of the m anager in his/her planning, organizing, leading
and controlling of organizational reso rces.
As s ggested by Tho
as (1992 and ox (199m, there are several
best practices that a m
anager can adopt in ens ring effective

anage
ent of workplace diversity in order to attain organizational
goals. They are:
’ 6

  6 

One of the best ways to handle workplace
diversity iss es is thro gh initiating a Diversity entoring Progra
. This co ld
entail involving different depart
ental
anagers in a
entoring progra
to
coach and provide feedback to e
ployees who are different fro
the
.
’ { 
 
 


With this trend in place, a m anager
st
be able to organize the pool of diverse talents strategically for the organization.
me/She
st consider how a diverse workforce can enable the co
pany to
attain new
arkets and other organizational goals in order to harness the f ll
potential of workplace diversity.
’ º
  

A m anager needs to advocate a diverse workforce
by
aking diversity evident at all organizational levels. Otherwise,
so
e e
ployees will q ickly concl de that there is no f t re for the

in the co
pany. As the m anager, it is pertinent to show respect for
diversity iss es and pro
ote clear and positive responses to the
.
’  
 
   
A m anager
st cond ct reg lar
organizational assess
ents on iss es like pay, benefits, work
environ
ent,
anage
ent and pro
otional opport nities to assess
the progress over the long ter
. There is also a need to develop
appropriate
eas ring tools to
eas re the i
pact of diversity
initiatives at the organization thro gh organization-wide feedback
s rveys and other
ethods. Witho t proper control and eval ation,
so
e of these diversity initiatives
ay j st fizzle o t, witho t resolving
any real proble
s that
ay s rface d e to workplace diversity.
’ c


 

Why do we need
otivated e
ployees? The
answer is s rvival (S
ith, 1994. In o r changing workplace and
co
petitive
arket environ
ents,
otivated e
ployees and their
contrib tions are the necessary c rrency for an organizationǯs s rvival
and s ccess. otivational factors in an organizational context incl de
working environ
ent, job characteristics, appropriate organizational
reward syste
and so on.


 

4
 2

Gain-sharing progra
s generally refer to incentive plans that involve

e
ployees in a co

on effort to i
prove organizational perfor
ance, and are
based on the concept that the res lting incre
ental econo
ic gains are shared
a
ong e
ployees and the co
pany. In order for a gain-sharing progra
that

eets the
ini

req ire
ents for s ccess to be in place, Pa lsen (1991 and
Boyett (1988 have s ggested a few pointers in the effective
anage
ent of a
gain-sharing progra
. They are as follows:

* A m
anager
st ens re that the people who will be participating in the

plan are infl encing the perfor
ance
eas red by the gain-sharing for
la in
a significant way by changes in their day-to-day behavior.
* An effective
anager
st ens re that the gain-sharing targets are
challenging b t legiti
ate and attainable.
* A
anager
st provide sef l feedback as a g idance to the gain-sharing
participants concerning how they need to change their behavior(s to realize
gain-sharing payo ts.
* A
anager
st have an effective
echanis
in place to allow gain-
sharing participants to initiate changes in work proced res and
ethods
and/or req esting new or additional reso rces s ch as new technology to
i
prove perfor
ance and realize gains.


  05  #

  ! 

As infor
ation is the basis of decision-
aking in an organization, there
lies a great need for effective
anagerial control. A good control syste
wo ld
ens re the co

nication of the right infor
ation at the right ti
e and
relayed to the right people to take pro
pt actions.
When
anaging an xec tive Infor
ation Syste
, a m
anager
st
first find o t exactly what infor
ation decision-
akers wo ld like to have
available in the field of h
an reso rce
anage
ent, and then to incl de it in
the IS. This is beca se having people si
ply se an IS that lacks critical
infor
ation is of no val e-add to the organization. In addition, the
anager

st ens re that the se of infor
ation technology has to be bro ght into
align
ent with strategic b siness goals (La don, K and La don, J, 200m.

    

 '
   0

2

!
 !   
2
’ aintaining a balance between the jobs available and job speakers
’ Provide s itable and prod ctive e
ploy
ent with psychological satisfaction
’ li
inating wastages or i
proper se of m
’ melping people
ake their own decision
 
 !   
2

’ aintaining the dignity of an e
ployee as a h
an being

’ Providing
axi

opport nity for the individ al develop
ent
’ Providing healthy relationships between different work gro ps
’ I
proving e
ployees working skill and capacity
’ orrecting the errors of wrong posting/place
ent and proper allocation of
work

#
 !   
2

’ reate positive attit de by
otivation

’ Utilizing effectively the available h
an reso rce
’ Sec ring the willing cooperation of the e
ployee for achieving the
organization goals
’ melps in achieving the psychological needs of recognition, love, affection,
belongingness, estee
, self-act alization
’ It s pplies skilled e
ployees thro gh scientific selection process
’ It ens res
axi

benefit o t of the experience on training and
develop
ent and appreciates the h
an asset
’ It prepares e
ployees according to the changing needs of the
ind stry and environ
ent
’ It pgrades the
to enable the
to acco
plish the organization
goals
’ Thro gh innovation and experience in the field of m it helps in
the red cing the cast and increase the prod ctivity
’ It contrib tes in restoring ind strial har
ony and healthy
e
ployee and e
ployer relationship
’ It establishes
echanis
for the ad
inistration of m policies
and services that are delegated to the m depart
ent
’ It assist in
aintaining and coordinating career and s ccession
plans for and across depart
ents
’ Salary fixation and ad
inistration is
ade by co
paring
organization in India and internationally
’ It helps the
anage
ent to sec re effective co

nication
thro gh o t the organization
’ It ascertains fro
the depart
ent their reorganizations
rationalization plans and proposals for the re
oval of ano
alies
mum n Resource n gement: jor
Influencing F ctors
In the 21st cent ry m will be infl enced by following factors,
which will work as vario s iss es affecting its strategy:
Ȉ Size of the workforce.
Ȉ ising e
ployees' expectationsȈ Drastic changes in the technology as
well as Life-style changes.
Ȉ o
position of workforce. New skills req ired.
Ȉ nviron
ental challenges.
Ȉ Lean and
ean organizations.
Ȉ I
pact of new econo
ic policy. Political ideology of the
Govern¬
ent.
Ȉ Downsizing and rightsizing of the organizations.
Ȉ  lt re prevailing in the organization etc.


  


2 Ñ   3  
On the basis of the vario s iss es and challenges the following
s ggestions will be of
ch help to the philosophy of m with regard
to its f t ristic vision:
1. There sho ld be a properly defined recr it
ent policy in the organization that
sho ld give its foc s on professional aspect and
erit based selection.
2. In every decision-
aking process there sho ld be given proper weightage to the
aspect that e
ployees are involved wherever possible. It will lti
ately lead to
sense of tea
spirit, tea
-work and inter-tea
collaboration.
m. Opport nity and co
prehensive fra
ework sho ld be provided for f ll
expression of e
ployees' talents and
anifest potentialities.
4. Networking skills of the organizations sho ld be developed internally and
externally as well as horizontally and vertically.
5. For perfor
ance appraisal of the e
ployeeǯs e
phasis sho ld be given to m60
degree feedback which is based on the review by s periors, peers, s bordinates
as well as self-review.
6. m60 degree feedback will f rther lead to increased foc s on c sto
er services,
creating of highly involved workforce, decreased hierarchies, avoiding
discri
ination and biases and identifying perfor
ance threshold.
7. ore e
phasis sho ld be given to Total Q ality anage
ent. TQ will cover
all e
ployees at all levels; it will confor
to c sto
er's needs and expectations;
it will ens re effective tilization of reso rces and will lead towards contin o s
i
prove
ent in all spheres and activities of the organization.
8. There sho ld be foc s on job rotation so that vision and knowledge of the
e
ployees are broadened as well as potentialities of the e
ployees are
increased for f t re job prospects.
9. For proper tilization of
anpower in the organization the concept of
six sig
a of i
proving prod ctivity sho ld be inter
ingled in the
m strategy.
10. The capacities of the e
ployees sho ld be assessed thro gh potential
appraisal for perfor
ing new roles and responsibilities. It sho ld not
be confined to organizational aspects only b t the environ
ental
changes of political, econo
ic and social considerations sho ld also be
taken into acco nt.
11. The career of the e
ployees sho ld be planned in s ch a way that
individ alizing process and socializing process co
e together for
f sion process and career planning sho ld constit te the part of
h
an reso rce planning.

To concl de m
an eso rce anage
ent sho ld be linked

with strategic goals and objectives in order to i
prove b siness
perfor
ance and develop organizational c lt res that foster innovation
and flexibility. All the above f t ristic visions co pled with strategic
goals and objectives sho ld be based on m m's of meart, mead and mand
i.e., we sho ld feel by meart, think by mead and i
ple
ent by mand.