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Lesson Plan
Course Objective”:To understand how Human Behavior affects Workplace Dynamics.
To apply the principles Human approach to Business i.e. using the Human Relations to Maximize
Individual and Organizational Goals.
Course Content
I. Recruitment & Selection Process
II Retainment Process
1. Understanding the Self: Individual drives, motives, perceptions, values, attitudes.
2. Understanding others: Interpersonal and Group Behavior
3. Group Dynamics:Conflict and Resolution, Power and Organizational Politics.
4. Change and its Effect: Managing change. Stress and Counseling.
5.Human Relations1: Fundamental Concepts - nature of people, nature of organizations.
6.HR Management:Team building. Career planning. Succession planning.
7.Communication.
8. Motivation.
9. Change management.
10. HR audit.
11.HRM surveys and study methods.: Role of HRD in improving quality of products and services,
efficiency and effectiveness of individuals, technology, productivity and incomes.
12.Training and development.:Job enrichment and enlargement. Job rotation.
13.Leadership and Empowerment; Empowerment and participation.
14. Emerging Aspects of HR: Managing diversity, managing a techno-savvy workforce.
15. Retirement
Text Books
Beach, S. Dale, Personnel - The Management of People at Work
Biddle Derek & Robin Evendor, Human Aspects of Management.
Reference books
Hall.H;Richard – Organizations.
Newstrom W, John & Keith Davis – Human Behaviour at Work.
Rao P Subba – Human Aspects of Managements.
HUMAN:A person showing concern for others with qualities such as kindness, rational, reasonable
and capable of using intelligence for peaceful co-existence.
RESOURCE:An action adopted in advance to acquire the ability to develop required assets to
overcome difficulties.
HRMCONCEPTS
THE ENTERPRISE ACTS, ACTIONS, AND ACTIVITIES SHALL MATCH WITH HRM IDEAS,
IDEALS AND GOALS.
HUMAN ASSET - A CENTRE TO OTHER ASSESTS ENRICHMENT.
HUMAN PROGRESS - KEY TO BUSINESS SUCCESS.
HUMAN BUSINESS - A GAME ALL TO PLAY FOR A WIN.
HUMAN TEAM - CONSULTATIVE & PARTICIPATIVE CULTURE.
HUMAN PRIDE - PEACEFUL CO-EXISTENCE.
Recruitment Process
Recruitment is Engaging people to work in an organization.
Employment is a person‟s Profession.
Profession: A Job that needs training and formal qualification.
Job: A paid Position of a regular Employment.
Position is a group of tasks assigned to one individual.
JOB ANALYSIS
Job Analysis is the process of studying and collecting information relating to a specific job.
JA is having two parts
1.Job Description.
2.JobSpecification(Person Specification)
Job Description
Job description is an organized, factual statement of the duties and responsibilities of a
specific job.
Job Specification
Job specification is a statement of minimum acceptable human qualities to perform a job
properly.
4. Academic Qualification - Knowledge of one's own field and ability to work with the
techniques of other disciplines.
5. Technical Qualification - Expertise in one's own profession.
6. Experience Qualification - Performance in the past which a person is able to analyze, codify
and use for work in future.
7. Job Evaluation“Job evaluation is a systematic and orderly process of determining the worth of
a job in relation to other jobs.
This is the consideration for employment in a position for rendering services to an organization.
8. Work Load Analysis:A systematic way of understanding and calculating the total work load and
the no of people required to perform perfectly the job in all aspects in a specific time schedule.
Role Analysis
A Role would consist of the total pattern of expected behaviour. interaction and sentiments for
individual holding the Job.
As such the Job incumbent is exposed to a number of personnel who often expected different
attitudes and behaviour patterns.
Thus establishing the potential for substantial Role conflict.
1.Job Advertisement
- Communication to Employment Exchanges
- Notice Board display.
- Voluntary Applications
- Press Notification
- Placement Agencies.
2.Applications Screening.
A process of Selecting a set of applications wrt JD & JS
3.Call Letter for written Tests, GDs & Interviews
This has to be prepared clearly mentioning – the position for which WT, GD & I are being
conducted, the date, time & Venue etc.
4.Employment Offer letter
It shall be mentioned clearly – The offer, the consideration (remuneration), the date of joining,
Medical fitness and the mode of acceptance required.
5.Medical Test
This has to be conducted by the authorized medical officer of the organization and the medical
fitness is wrt the position offered in the organization.
7.Joining Report
It shall contain the location, the dept in the organization, designation, the reporting authority
and the time & date of reporting
8.New Incumbent Induction Program
Cop ability is the energy that the Human system positively responds to face an unpredictable
environment by acquiring Soft Skills-SS.
SS is judging people: not only just by how smart they are, or the degree of their expertise, but
also by how they handle each other and themselves.
SS is increasingly applied in choosing who will be recruited and who is retained from the
existing lot.
SS predict who is most likely to become a Star Performer.
SS measure the traits that are crucial to the Employability.
SS is the inward energy that shows as Perfection in Performance.
SS are internalized principles and patterns of behavior for enhancement of character in
individuals aimed at achieving moral transformation.
SS are in harmony with nature, and lead to sequential and highly integrated approach to
achieve Personal and Interpersonal Effectiveness.
The emerging Business Environment in the Twenty-first century is bound to open up a plethora
of challenges both for Individuals & Organizations.
The factors underlying these challenges are intensifying competition, increasing customer
sophistication, rapid technological change, and globalization of markets, environmental turbulence
and uncertainty.
Construction is not merely creating building, civil works & infrastructure. Construction is a method of
modifying nature to suit the needs of Populace in keeping with the development of Civilization.
Construction is essentially developmental activity
Construction is an One Time Permanent Execution ( OTPE)
Expensive Investment
Highest per capita income investment
Life Time Investment
National Investment to the tune of about Rs.2.40,000 Cores.
Agencies like Clients, Consultants, government, Builders, Sub – Contractors,
Constitute Agencies that contribute to this value addition
And a vast number of vendors
Till now Formally Organized Sector in CI only 25 %
Present Employment 3.2 Cores.
Formally Trained Technicians, Diploma & Graduation Engineers are only about 20 %
Modern Construction
Design and construction of structures alone belong to the oldest undertakings of Construction -
Traditional Approach. Modern Construction requires more and more specialized expert
knowledge and involves an increasing number of participants in the construction process, such
as architects, designers, material producers, Builders, Government and the Public in general.
Core activity
In Every organization, there emerges a core group of professionals.
This core group is made of qualified and committed engineers , managers and holders of
critical skills.
These persons are the repository of all knowledge, skills& attitude essential to the
progressive survival of the organization.
Outsourcing
In the 21st century nearly 70% of the value of a product or project is carried out by persons
who are not its employees. (Consultants, designers, suppliers, builders etc.,).
Outsourcing has many advantages.
It reduces inventory costs and facilitates Just-in-Time (JIT) management.
It cuts down wastage and rejections and operating costs.
Overheads can be estimated better.
ORGANISATIONAL ATTITUDE
FACTORS INFLUENCE- OA
1. SOCIAL
2. TECHONOLOGICAL
3. ECONOMIC
4. ECOLOGICAL
5. POLITICAL
GROUP ATTITUDE
Group is characterized by the large organization
within which the group is embedded
One group tries to dominate the other Group
INDIVIDUAL ATTITUDE
Individual attitude is identified with the piece of work of the whole task of the
Group/Organization
Individual attitude towards his job has a significant impact on other people‟s work.
Individual habit has an influence on his attitude.
Individual habit is an internalized principle overlapping of
knowledge (to decide what to do). Skill (to ascertain how best to do).Attitude (to realize why
to do).
ATTITUDE
it is a predisposition towards a thing or a person or a situation.
this predisposition is an outcome of past experience/s.
it is our experiences that will decide our attitude.
by changing our experience we can change our attitude.
and by changing our attitude we can change our behavior.
INDIVIDUAL ATTITUDE
Influencing Factors
-Drives
-Motives
-Perceptions
-Values
Drives: An organized effort with an ambition to achieve a particular purpose. It is an internal urge
influencing for external efforts.
II.Understanding others
Interpersonal means relating to relationships between People.
Group means a no of people located, gathered and classified for a specific purpose.
Behavior means the way in which a person responds to a situation or stimulus-something that
prompts activity.
People are the living, thinking, feeling beings who work in the organization to achieve their
objectives.
We must remember that organizations exist to serve people, and people existing to serve
organizations (Interdependency).
The human organization of today is not the same as it was yesterday, or the day before. In
particular, the workforce has become richly diverse, which means that employees bring a wide
array of educational backgrounds, talents, and perspectives to their jobs.
S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 210
Managers need to be tuned in to these diverse patterns and trends, and be prepared to adapt
to the changes.
The automatic acceptance of authority by employees has decreased, while desires for
participation, autonomy and control have increased.
Skills become obsolete as a result of technological advances, and manual workmen must
either be retrained for knowledge oriented jobs or be displaced because of threat or the reality
of downsizings.
These fast moving developments have given new emphasis to leadership ability.
A sense of caring, really listening to employees and being concerned with both competence
and relationships are among the keys to the motivation of the present workforce.
There is a need for Managers to respond to a diverse workforce by building pride without
devaluing others, empowering some without exploiting others and demonstrating openness,
confidence, and authentic compassion.
Group Dynamics means the Psychological process involved when people in the Group
interacts with each other.
Conflictmeans disagreement or argument between people on opinions or principles.
Power means the capacity to influence the behavior of others.
In an organization formal power is vested in the position of a person.
The higher the position in the organizational hierarchy, the more power the position has.
Politics means activities aimed at improving someone‟s status within an organization – the
activities concerned with power & status.
Resolution means the action of solving a dispute.
Managing Change means Adjusting with Win – Win Approach in the existing instance of
situation becoming different.
Technology is changing .The nature of work is changing.
The Rapid economic changes are forcing the people to change their attitude towards the other
people for peaceful coexistence with progressive survival.
Stress means pressure or tension exerted on a person for the purpose of compulsion.
Occupational health & safety of employees is one of the significant concerns of Modern
Business Organization.
Mental stress has a significant native impact on the physical health of an employee. As a
consequence both employees and the organizations have become increasingly aware of the
negative effectives Work related Stress.
Counseling means rendering professional help and advice to resolve personal, official, social,
psychological problems of people.
A group is able to share experiences, to provide feedback, to pool ideas,to generate insights,
and provide an arena for analysis of experiences.
The group provides a measure of support and reassurance. Moreover, as a group, learners
may also plan collectively for change action.
Group discussion is a very effective learning method.
i Participation
Participation is a fundamental process within a group, because many of the other processes depend
upon participation of the various members. Levels and degrees of participation vary. Some members
are active participants while others are more withdrawn and passive. In essence, participation means
involvement, concern for the task, and direct or indirect contribution to the group goal. If members do
not participate, the group ceases to exist.
ii Communication
Communication within a group deals with the spoken and the unspoken, the verbal and the non-
verbal, the explicit and the implied messages that are conveyed and exchanged relating to
information and ideas, and feelings.
Two-way communication implies a situation where not only the two parties talk to each other, but that
they are listening to each other as well. It helps in
Clarification of doubts, confusions and misconceptions
Both parties understanding each other
Receiving and giving of feedback
iv Leadership
Leadership involves focussing the efforts of the people towards a common goal and to enable them to
work together as one. In general we designate one individual as a leader. This individual may be
chosen from within or appointed from outside. Thus, one member may provide leadership with
respect to achieving the goal while a different individual may be providing leadership in maintaining
the group as a group. These roles can switch and change.
B. DEVELOPMENT OF GROUPS
The developmental process of small groups can be viewed in several ways. Firstly, it is useful to
know the persons who compose a particular small group. People bring their past experiences
People come with their personalities (their perceptions, attitudes and values) People also come with
a particular set of expectations
The priorities and expectations of persons comprising a group can influence the manner in which the
group develops over a period of time
Stages
Viewing the group as a whole we observe definite patterns of behaviour occurring within a group.
These can be grouped into stages.
FIRST STAGE
The initial stage in the life of a group is concerned with forming a group.
SECOND STAGE
The second stage in this group is marked by the formation of dyads and triads. Members seek out
familiar or similar individuals and begin a deeper sharing of self. Continued attention to the subgroup
creates a differentiation in the group and tensions across the dyads /triads may appear. Pairing is a
common phenomenon.
THIRD STAGE
The third developmental stage is marked by a more serious concern about task performance. The
dyads/triads begin to open up and seek out other members in the group. Efforts are made to establish
various norms for task performance. Members begin to take greater responsibility for their own group
and relationship while the authority figure becomes relaxed.
FOURTH STAGE
This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure is also seen as a part
of the group.
Group norms are followed and collective pressure is exerted to ensure the effectiveness of the group.
The group redefines its goals in the light of information from the outside environment and shows an
autonomous will to pursue those goals. The long-term viability of the group is established and
nurtured.
C. FACILITATING A GROUP
GROUP DIAGNOSIS
The process of finding out what is going on in a group may be called diagnosing. It is an essential skill
of a facilitator.
Diagnosis involves understanding the causes after looking for clues within the group and outside the
group.
Some examples follow to illustrate the point.
Conflict Management
Conflict
No matter who you are, or where you live, if you are in contact with other people you are likely
to face some form of conflict
Our differences define our uniqueness – nationality, Culture, Gender, beliefs, values and our
behaviors.
We may have different abilities, talents, and levels of attractiveness or interest. Those
differences define mankind, allow progress and contribute to the dynamics of the world.
We are also aware that those differences contribute to conflict in our world.
Each of us is likely to experience some degree of conflict, be it personal, professional, national
or international.
We have our own needs, defines by our values and beliefs. When needs are not met, or are
denied to us, we are in conflict.
Conflicts-causes &types
Communication
Personal
Process
Intrapersonal
Interpersonal
Intergroup
Individual Factors
Background Factors
Need Orientation
Goal Orientation
Internal Factors
a) Communication process
Inadequate communication
Lack of precision
Lack of Clarity
Lack of legitimacy
Lack of authenticity
Lack of timeliness
Contradictory messages
Credibility of the communicator
Distortion of communication
Information overload
Key Points
Management Involvement in conflict prevention
Establishing guidelines
Norms and processes
How do you make rules and guidelines a reality
Roles of those formal authority
Conclusion
Understanding of the nature of conflict and structures, enable to negotiate a solution.
Aim for open communication, trust and respect and a simple structure, which allows all parties to
reach the magic of win-win.
There are proven ways to prevent and manage conflict in your life, to manage differences in open
and honest ways without argument or conflict.
INTRODUCTION
Human resource management (HRM) is an approach to the management of people,based on four
fundamental principles. First, human resources are the most importantassets an organisation has and
their effective management is the key to its success.Second, this success is most likely to be
achieved if the personnel policies andprocedures of the enterprise are closely linked with, and make a
major contribution to,the achievement of corporate objectives and strategic plans. Third, the
corporateculture and the values, organisational climate and managerial behaviour that emanatefrom
that culture will exert a major influence on the achievement of excellence.
CONCEPT OF HRM
Broadly, there are three meanings attached to the concept of HRM. In the first place,persons working
in an organization are regarded as a valuable source, implying thatthere is a need to invest time and
effort in their development. Secondly, they arehuman resources which means that they have their
own special characteristics and,therefore, cannot be treated like material resources. The approach
focuses on the needto humanise organisational life and introduce human values in the organisation.
Andthirdly, human resources do not merely focus on employees as individuals, but also onother
social realities, units and processes in the organisation.
OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of competent and willingworkforce to an
organisation. Apart from this, there are other objectives too.Specifically, HRM objectives are four fold:
societal, organisational, functional, andpersonal.
Societal Objectives
The societal objectives are socially and ethically responsible for the needs andchallenges of society.
While doing so, they have to minimize the negative impact ofsuch demands upon the organisation.
The failure of organisations to use theirresources for society‟s benefit in ethical ways may lead to
restrictions.
For example,the society may limit human resource decisions to laws that enforce reservation inhiring
and laws that address discrimination, safety or other such areas of societalconcern.
Organisational Objectives
The organisational objectives recognise the role of human resource management inbringing about
organisational effectiveness. Human resource management is not anend in itself; it is only a means to
assist the organisation with its primary objectives.Simply stated the human resource department
exists to serve the rest of theorganisation.
Personal Objectives
Personal objectives assist employees in achieving their personal goals, at least insofaras these goals
enhance the individual‟s
contribution to the organisation.
Personalobjectives of employees
must be met if they are to be
maintained, retained
andmotivated. Otherwise,
employee performance and
satisfaction may decline giving
riseto employee turnover.
HUMAN RESOURCE
MANAGEMENTFUNCTIONS
The major functional areas in human resource management are: (1) planning,(2) staffing, (3)
employee development, and (4) employee maintenance.
These fourareas and their related functions share the common objective of an adequate number
ofcompetent employees with the skills, abilities, knowledge, and experience needed forfurther
organisational goals.
1. Human Resource Planning: In the human resource planning function, the numberand type of
employees needed to accomplish organisational goals are determined.Research is an important
part of this function because planning requires the collectionand analysis of information in order to
forecast human resources supplies and topredict future human resources needs.
The basic human resource planning strategy isstaffing and employee development.
2. Job Analysis: Job analysis is the process of describing the nature of a job andspecifying the
human requirements, such as skills, and experience needed to performit. The end product of the
job analysis process is the job description. A job descriptionspells out work duties and activities of
employees. Job descriptions are a vital sourceof information to employees, managers, and
S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 204
personnel people because job content hasa great influence on personnel programmes and
practices.
3. Staffing: Staffing emphasises the recruitment and selection of the human resources foran
organisation. Human resources planning and recruiting precede the actual selectionof people for
positions in an organisation. Recruiting is the personnel function thatattracts qualified applicants to
fill job vacancies.
4. Orientation: Orientation is the first step toward helping a new employee adjusthimself to the new
job and the employer. It is a method to acquaint new employeeswith particular aspects of their
new job, including pay and benefit programmes,working hours, and company rules and
expectations.
5. Training and Development: The training and development function gives employeesthe skills
and knowledge to perform their jobs effectively. In addition to providingtraining for new or
inexperienced employees, organisations often provide trainingprogrammes for experienced
employees whose jobs are undergoing change. Largeorganisations often have development
programmes which prepare employees forhigher level responsibilities within the organisation.
Training and developmentprogrammes provide useful means of assuring that employees are
capable ofperforming their jobs at acceptable levels.
9. Compensation: Human resource personnel provide a rational method for determininghow much
employees should be paid for performing certain jobs. Pay is obviouslyrelated to the maintenance
of human resources. Since compensation is a major cost tomany organisations, it is a major
consideration in human resource planning.Compensation affects staffing in that people are
generally attracted to organisationsoffering a higher level of pay in exchange for the work
performed. It is related toemployee development in that it provides an important incentive in
motivatingemployees to higher levels of job performance and to higher paying jobs in
theorganisation.
10. Benefits: Benefits are another form of compensation to employees other than directpay for work
performed. As such, the human resource function of administeringemployee benefits shares many
characteristics of the compensation function. Benefitsinclude both the legally required items and
those offered at employer‟s discretion. Thecost of benefits has risen to such a point that they have
11. Labour Relations: The term “labour relations” refers to interaction with employeeswho are
represented by a trade union. Unions are organisation of employees who jointogether to obtain
more voice in decisions affecting wages, benefits, workingconditions, and other aspects of
employment. With regard to labour relations, thepersonnel responsibility primarily involves
negotiating with the unions regardingwages, service conditions, and resolving disputes and
grievances.
12. Record-keeping: The oldest and most basic personnel function is employee record-keeping. This
function involves recording, maintaining, and retrieving employee-related information for a variety
of purposes. Records which must be maintainedinclude application forms, health and medical
records, employment history (jobs held,promotions, transfers, lay-offs), seniority lists, earnings
and hours of work, absences,turnover, tardiness, and other employee data. Complete and up-to-
date employeerecords are essential for most personnel functions. More than ever employees
todayhave a great interest in their personnel records. They want to know what is in them,
whycertain statements have been made, and why records may or may not have been updated.
STRESS MANAGEMENT
Flow of Presentation
What is Stress?
Types of Stress
What causes Stress?
Effects of Stress
Prevention of Stress
The ABC Strategy
Identifying the Problem
Solving Stress problems
Conclusion
What is Stress?
Stress is the response people may have when presented with work demands and pressures
that are not matched to their knowledge and abilities and which challenge their ability to cope.
Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with
our continually changing environment
Stress Control
The A B C STRATEGY
The A B C Strategy
A = AWARENESS ―What causes me stress?How do I react? “
The A B C Strategy
B = BALANCE : ―There is a fine line between positive / negative stress
How much can I cope with before it becomes negative ?
The A B C Strategy
C = CONTROL
What can I do to help myself combat the negative effects of stress ?
COUNSELLING SKILLS
Performance Counceling
Performance counseling focuses on the counselee's achievement of the performance goals he
had set, in consultation with his manager.
Joint participation by the employee and his reporting officer are necessary both in goal setting
as well as in the performance review.
Without such collaboration effort, counseling does not achieve its purpose.
The main purpose of Performance Counseling is to use Performance Appraisal in planning and
improvement of the employee, rather than understanding relationship between performance
and rewards like salary etc. Bringing such discussion in the Performance Counseling may
vitiate the main purpose of counseling.
1.COMMUNICATION
The counselor essentially communicates with the counselee. Communication involves both
receiving messages (listening), giving messages (responding), and giving feedback.
The person who provides counseling does all the three things.
Interpersonal Communication is the basis of performance counseling
It is important to keep in mind that communication is greatly influenced by how problems and
issues are perceived by the two persons involved in the conversation.
Communication may get distorted if people are not empathetic to each other and do not try to
understand each other's point of view.
Non verbal communication is as important as verbalcommunication.
People speak much more through their gestures and postures than through words.
2.INFLUENCING
Counsel also involves influencing the counselee in several ways.
The manager cannot escape the fact that he is influencing his employee in such a way that the
latter is able to move in some direction.
However, this influence is of a special type, enabling the other person to exercise more
autonomy,
Providing positive reinforcement so that desirable behavior is further strengthened, and
creating conditions in which the person is able to learn from the behavior of the counselor
through the process of identification.
Interpersonal feedback is an important input for increasing self – awareness.
It helps in reducing the blind area of a person, helping him to become more aware about his
strengths & weaknesses.
If properly used, it results in higher mutuality between two persons.
C D
Closed or Hidden Dark are or
area Unknown area
C D
Studies have shown that where relationships among colleagues or peers, superior and
subordinates or between sections or departments of a company are of the type as in Figure 3,
you may find leading to a greater understanding, and collaboration leading to
reedom of activity. This has resulted in higher work output, creativity and individual and personal as
well as organizational growth.
1. There must be a good reason for being open. . You are open because you care enough about
improving a relationship to make it worth the effort. If a certain measure of caring does not
come across in your attempts to be open, you may well be perceived as meddling,
manipulative, threatening, aggressive or even hostile.
2. Openness is not an absolute value. It is not always possible or even desirable. It must be put
into a context of sensitive responsiveness to the other. It must serve not only your needs, but
also the needs of the other.
3. Openness involves risk-taking. There is always the possibility of rejection, anger, and of being
hurt. The risk is on both sides. It is important to remember that when you take a risk and
initiate openness, the other person may be running an even greater risk by being open in
return. He has many safer options; to evade, to flee, to be defensive, to attack, to be silent.
When you offer your openness, he can back off. When he accepts your openness, you are
both committed.
4. Realize that openness is sharing and that it is a contradiction to thrust openness on another.
The other has to be willing to be open with you. Otherwise, openness becomes coercive
5. Defenses are not all bad. We all need them from time to time. Being open should never be an
excuse to strip another of his defenses. Openness should build trust to the point where another
feels safe enough to be able to drop his defenses of his own accord.
6. Openness means accepting the thoughts, feelings and behavior of the other as facts and
letting him be responsible for them, and responsible for changing them or not.
8. Motivation
MANAGERIAL APPROACHES TO MOTIVATING EMPLOYEES
You have learnt the concept of motivation and various theories of motivation. The environmental
factors andther considerations influence the application of motivational strategies. There are
variations acrossorganisations and individuals in the application of motivation. Even within the
organisation, there arevariations at different levels in the managerial hierarchy. The commonly used
approaches to motivateemployees are discussed below :
1. Money is a Powerful Motivator: Money is a powerful motivator even in the modern day society.
It isbelieved that social status, position, power, prestige, recognition etc. are associated with
money. Employees receiving higher salary can lead luxurious life and commands respect from
society. Organisations use financial incentives to motivate employees. Some of the financial
approaches to motivate employees include : variable pay packages, piece rate plans, incentives
based on the performance, profit sharing plan, gain sharing schemes, skill based incentive
schemes, and knowledge based financial incentive plans and flexible benefits.
2. Job Re-design: Job redesign is one of the strategies to motivate employees in organisations.
Some job redesign techniques include : job enlargement, job enrichment and job rotation. Job
enlargement is adding more tasks and job responsibilities. Thus, providing an opportunity to
employees to spend more time on the job and still feel comfortable. Job enlargement motivates
employees as they are allowed to perform variety of tasks. The work modules are made
meaningful. Job redesign allows scope for utilisation of abilities and provides feedback. Job
enrichment is enriching the jobs by adding motivators such as challenging goals, creativity and
innovative process, making it more exciting and incorporating growth opportunities in the job. This
motivates employees and provides satisfaction. Job rotation is another strategy. It involves
changing the employees from one job to another job.
4. Quality of Work Life (QWL): Quality of work life is relatively new concept that received attention
of the managers today. It has different meaning to different people. As a motivation technique it
includes : provision of adequate and fair compensation and safe and healthy work environment,
continuous effort of employees development, provision of growth potentials in the job, protecting
self esteem, creating a sense of identity, up-keeping self respect, equity and dignity of employees
and integration of job with family life.
10. HR audit.
HR AUDIT
Industrial history is replete with the practices of Audit for financial matters.
Audit means an official inspection of an organization‟s accounts.
AUDIT is derived from the Latin word “AUDITUS” means Hearing
Of recent origin is the concept of Safety Audit built on the principle "Prevention is better than
Cure" to find out the remedial ways and means to prevent recurrence of unsafe acts.
Similarly there is a need to introduce the concept of HR Audit to provide sanctity for
- Consented Job Profile (description/ specification)
- Approved Manpower Plan
- Accepted organisation chart
- Scientific adoption process
- Business Focus Employee Development
-Potential base employee career plan
-Employee related statutory compliance
- Need based Employee Welfare Activities
-Strategic environment/Community development programme.
Scope of HR Audit
S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 212
In order to conduct HR audit, HR manager requires considerable amount of data . To
conduct meaningful HR audit information on following human resource functions is
necessary:
1) Procurement Function
a) In inventory present and future needs for manpower
b) Reliable performance standard
c) Possible change affecting manpower
d) Location and matching of required and available skills
e) Valid measure for testing and selection
f) Cost of requirement and replacement
2) Development Function
a) Valid measure of employee performance
b) Cost benefit calculation on training and development
c) Linkage between individual aspirations and organizational needs.
d) Career and succession planning.
3) Compensation Function
a) Linkage between wages and productivity
a) Impact of money on work motivation of employee
b) Employee cost in term of turnover
c) Effect of inflation and technology on wages label and productivity
d) Value of collective bargaining and fringe benefit programmes to the organisation.
4) Maintenance Function
a) Absenteeism, turnover ,accidents, grievance disciplines, man-days lost and other indicator of
organizational health
b) Environmental standards for physical and mental health of the employees.
c) Causes and cost of employee separation
d) Incentives for voluntary separation, if necessary.
5) Integration Function
a) Communication and leadership climate in the company
b) Adoption to environmental change
c) Causes of changes in productivity level
d) Impact of change in technology and market.
Employee Empowerment
Empower is a process to enable an individual to realize a full potential and take full
responsibility for his own development
Some employees believe that they are dependent on others and that their own efforts will
have little impact on performance.
Problems may also stem from having to work under an authoritarian leader, within a reward
system that fails to reinforce competence or innovation, or in a job that lacks variety, discretion,
or role clarity.
Empowerment can also be explained as any process that provides greater autonomy to employees
through the sharing of relevant information and the provision of control over factors affecting job
performance.
In effect, when they have been legitimately empowered, it is more likely that their efforts will pay off in
both personal satisfaction and the kind of results that the organization values.
1. Meaning. An individual feels a sense of meaning when an activity "counts" in his or her own value
system. Empowered individuals derive personal significance from their work. They get "energized"
about a given activity and thus become connected through a sense of meaning.
4. Impact. Impact is the individuas belief that he or she can effect or influence organizational
outcomes. Empowered individuals see themselves as "making a difference"that is, providing the
intended effects of their actions.
Employee Engagement
Employee engagement, also called Work engagement, is a concept that is generally viewed as
managing discretionary effort, that is, when employees have choices, they will act in a way that
furthers their organization's interests.
An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work.
Employee Engagement is now measured by items which have been linked to key business
outcomes. They are:
Employers can stay engaged with their employees by actively seeking to understand and act on
behalf of the expectations and preferences of their employees.
* Employee perceptions of job importance - "an employees attitude toward the job's importance
had the greatest impact on loyalty and customer service
* Employee clarity of job expectations - "If expectations are not clear and basic materials and
equipment not provided, negative emotions such as boredom or resentment may result, and the
employee may then become focused on surviving more than thinking about how he can help the
organization succeed.
Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense
of where they‟re going, but many organizations are remarkably bad at giving it.
"'What I really wanted to hear was 'Thanks. You did a good job.or any thing needed for
improvement,”
if employees' relationship with their managers is fractured, then no amount of perks will persuade
the employees to perform at top levels.
Employee engagement is a direct reflection of how employees feel about their relationship with
the boss.
* Effective Internal Employee Communications which convey a clear description of "what's going
on". "'If you accept that employees want to be involved in what they are doing then this trend is clear
from small businesses to large global organisations.
The effect of poor internal communications is seen as its most destructive in global organisations.
Reward to engage –
" There are a range of tactics you can employ to ensure your incentive scheme hits the mark
with your workforce such as:
To determine the effect of illumination and other conditions on workers and their productivity
(Then what are the other factors responsible for improving the productivity)
A person showing concern for others with qualities such as kindness rational, reasonable and
capable of using intelligence for peaceful co-existence.
Human Factor as described by the some the sociologists is a biopsychic social being having
interrelations with other human beings in the environment he exists.
Human Factor cannot exist in isolation. In order to exist they have to adjust. Otherwise they
cannot exist. This adjustment depends on the environment we adopt and make people adapt into
it for effectiveness and perfection in performance.
In the arena of Construction Industry, we come across people of heterogeneous groups with
cosmopolitan culture consisting of both internal and external customers.
In any Business, people are the prime source of sustainable asset – a center for other assets
enrichment.
It is the Human Relationeering that brings ultimate success irrespective of technicalities of any job.
Management philosophers are of the opinion that 21st century business management is 85%
people, 10% material and 5 % money.
Do you know, how much time a production/ marketing man spends dealing with his product and
its document ? Not even 1/3rd of the time in his relay according to a recent study in Harvard
associate institution, and the rest of it, he spends with his men, his clients, and thus his success in
production / market deals largely depends on how he deals with men. It is also established that it
is true in the cases of finance and other specialized functions.
Hence every manager, irrespective of his discipline and assignment, has no opinion but to accept
to deal with people.
Every manager irrespective of his specialized profession should know commonsense of human
sense inbusiness sense
We are all aware that many business people are successful without being M.B.A.'s. But none
is successful without common sense of human sense in business sense.
In essence, it is the human relationeering that brings ultimate success, irrespective of the
technicalities of any job.
Human Factor as described by the some the sociologists is a biopsychic social being having
interrelations with other human beings in the environment he exists.
Human Factor cannot exist in isolation. In order to exist they have to adjust. Otherwise they
cannot exist. This adjustment depends on the environment we adopt and make people adapt into
it for effectiveness and perfection in performance.
1. Positive Attitude.
2. Win-Win approach.
3. Synergy.
4. Maturity.
Win–Win approach finds a solution where both the parties feel they have a gain in any given
transaction.
Win – win is a frame of mind & heart that Constantly seek mutual benefit in all human
interactions.
Win- win sees life as a cooperative and not a competitive arena.
Win - -win is based on the “paradigm that there is plenty for every body and one persons
success is not achieved at the expense of others.
Win – win is a belief in the third alternative. It is not your way or my way. It is a better way- a
high way.
3. S Y N E R G Y
Synergy is getting more out of existing resource with the consent of all involved in the
transaction.
Synergy means that the whole is greater than the sum of its parts.
The relationship of the parts is also the power in creating synergistic culture inside a family or
an organization.
In an inter-dependence situation. Synergy is powerful dealing with negative forces that work
against growth and change.
When you communicate with synergy you are opening your mind and heart to new
possibilities, new alternatives, and new options.
4. M A T U R I T Y
Maturity is courage to express ones feelings in a convincing way and consideration for
other‟s feelings.
Courage to accept the things that you can not change.
Courage to change the things that you can. And the wisdom to know the difference.
A sense of flexibility in pursuing your goals will ultimately give you what you want. But you
must abandon any sense that there is no solution.
Employee Sub-Roles
Handling Subordinate
Handling Superiors
Keep the superiors informed about the developments they are interested.
Help the superiors to repair the damages that might have been caused by superiormistakes.
Protect the superior‟s image when the superiors‟ are being are being discussed.
Be clear about your function role – advice & service
Make sure your presence / absence is felt
Don‟t make false promises
Be clear what your superior is expecting from you
Understand your superior style amalgamate your style to generate unique style
Handling Colleagues
(with the subordinate we have the authority of hierarchy. With the boss we have the authority
of performance. With the colleagues we have neither)
The colleagues can be managed by establishing relationship through – informal interaction;
reciprocity: sharing of credit.
Greet each colleague everyday
Develop consultative and participative culture for finding solutions.
Get broad participation avoid conflicts and arguments
Use disagreements to stimulate thinking
Make sure your colleague also an equally important person in the organisation both are
expected to work together to contribute to achieve results
Provide an opportunity to gain loyalty, cooperation.
In theory the two are different; in practice they have a lot in common.
Job Enlargement: means increasing the number and variety of tasks an employee performs.
Job Enlargement involves expanding the scope of an employee's job duties.
It involves the addition of tasks at the same level of skill and responsibility.
In job enlargement, by widening the range of tasks that need to be performed, hopefully the
employee will experience less repetition and monotony.
This may be allowing them to complete the whole task instead of just part of it.
One important negative aspect is that job enlargement is sometimes viewed by employees as
a requirement to carry out more work for the same amount of pay.
Giving Employee more freedom in deciding work methods, sequences, pace, acceptance &
rejection of material.
Encouraging participation of subordinates & interaction between Employees.
Giving Employees a feeling of personal responsibility for their task.
Taking steps to make that Employees can see how their task contribute to the finished
product & the welfare of enterprise.
Involving Employees in the analysis & change of physical aspect of the work environment,
such as layout of office, temperature, lightning & cleanliness.
Benefits
1. At the core of both programs was the belief that motivation would be better if employees had
more sense of achievement in their work.
2. Many early studies examined the effects of Job Enlargement and Enrichment on employee
behavior and attitudes.
3. Several studies reported increases in either attitude or performance as a result of job design
changes.
4. Growth of the individual .
5. Individuals have better job satisfaction
6. Self-actualization of the individual .
7. Better employee performance for the organization .
8. Organization gets intrinsically motivated employees
9. Less absenteeism, turnover, and grievances for the organization
10. Full use of Human Resources for society
11. Society gains more effective organizations
Manpower planning is the process - including forecasting, developing and controlling - by which a firm
ensures that it has the right number of people and the right kind of people at the right places at the
right time doing work for which they are economically most useful.
2.Objectives
a. Business Plan
b. Manpower Audit
c. Job Analysis
The job identification its title, including the code number, if any
It envisages in a formal way the Team Leader and Team Members Relationship.
This Relationship itself symbolizes how the individuals experiences the working life and
how he contributes to the Organizational Goals.
Every individual in the Organization has certain basic needs in relation to his work. These
may be stated as:
PERFORMANCE RATING
ORDINARY PERFORMANCE
Inadequate Performance
Partially achieved objectives with no effective utilization of resources.
Needs to be pushed.
SATISFACTORY PERFORMANCE
GOOD PERFORMANCE
Performance which is over and above allotted responsibilities and expected standards.
Something extra in the form a higher output or effort, better quality, insight and improvement in
System
Dependable without Supervision.
OUTSTANDING PERFORMANCE
Has exhibited through performance.
Complete mastery of the present job.
Is a resource to the Organization beyond his present assignments particularly in the building of
people and systems.
A high level contributor to the Organizational results and displaying unique leadership qualities.
New approach to PA
The Appraisal Process has undergone a change in terms of being very Formality Driven to
very People Driven.
Companies are increasingly realizing that an effective Appraisal System should contain two basic
tenets.
- Transparent Evaluation
The most popular tool that has recently gained currency is The 360 Degree PerformanceAppraisal
- The exercise in which total Feed Back is taken from Superiors, Peers, Sub-ordinates,
Customers – internal & external etc.
The Transparency of the system allows employees a better understanding of an organization and
people in all levels and what performance they are expecting from each employee.
360 Degree Exercise also includes Personal Development Plan. The PDP system discusses the
strengths and areas of improvement and tries to find out whether the employee has adjusted to
his role in the Organization Culture. Employees are encouraged to identify their own Performance
Problems. The team leader explores to identify the individual inherent talents with the help of total
feed back.
Business plans of companies are divided into units/depts./individual goals. Each Dept Head
divides on goals for each employee which are known as KPI ( Key Performance Indicators).
Each employee has target that represents the qualitative and quantitative parameters of his job.
The parameters on which ratings are done have also undergone a transformation. Employees are
rated on qualities of idea, ability to work, copability with people, environment and leadership
capabilities.
Mission, Vision and Values of an Organization and their people should be clear in all aspects with
transparency and its periodical review is essential. Such reviews help to keep the employee‟s
morale high to achieve Performance Perfection.
The new buzzword that is being heard in some corporate is “The Online Appraisal”. In this system
the individual on assignment basis appraise himself, then first it goes to his immediate superior, then
up the hierarchy. This ensures that appraiser too, carefully scrutinize their own perceptions, motives
and assignments entrusted to the appraisee.
Performance Appraisal
Model Format
EMPLOYEE PERFORMANCE APPRAISAL
PERIOD_________________
UNIT : DEPT :
NAME : AGE :
QFLN : DESIG :
PRE-EXP : D.O.J :
MARITAL STATUS: LAST PROMOTION DATE:
FACTORS RATING REMARKS
INITIATIVE (Voluntary Action) BEHAVIOUR (Acceptable conduct to get along with others)
STRENGTHS :,,,,,,,,,,,,,
AREAS OF IMPROVEMENT:,,,,,,,,,,,,,,,,,,,,,
Assessment Year Performance::,,,,,,,,,,,,,,,,,,,,
SPECIAL ACHIEVEMENTS::,,,,,,,,,,,,,,,,,,,,,,,,
Transactional Analysis
People spend a large portion of their time in interacting with others. In general, people have
pair - there are two persons contact.
These Human Relations involve the social transactions between them and it is an attempt to
understand and improve such transactions.
. A fundamental differance, between Harris and Berne is that Berne postulates that everyone
starts life in the "I'm OK" position, whereas Harris believes that life starts out "I'm not OK,
you're OK".
Theory of TA
Berne considered how individuals interact with one another, and how the ego states affected
each set of transactions.
Unproductive or counterproductive transactions were considered to be signs of ego state
problems.
Theory of Personality
TA Practical Application
In practical application, it can be used in the diagnosis and treatment of many types of
psychological disorders, and provides a method of therapy for individuals, couples, families
and groups.
Outside the therapeutic field, it has been used in education, to help people remain in clear
communication at an appropriate level, in counseling and consultancy, in management of
people.
Key ideas of TA
Ego state is a state of mind. It is a consistent pattern of feeling and experience directly related to
behaviour.
Dr. Eric Berne suggested that there are three ego states in every human being.
1. -Parent Ego State
2. -Adult Ego State
3. -Child ego state
These ego states have nothing to do with chronological age, but have only psychological age.
A parent (mother or father) has Parent, Adult, and Child ego states, and a child (son or daughter)
also has Parent, Adult and Child ego states.
The Parent ego state is the result of the "messages" or conditioning people receive from their
parents, older sisters and brothers, school teachers and other authority figures during their early
childhood.
These messages can be thought of as recorded on "little cassette tapes" in people's heads.
When you are thinking, feeling and acting as you observed your elders are doing; you are in your
parent ego state.
"it's right!" "It's wrong!" "It's bad!" "It's good!" "You should!" "You shouldn't!" Thus, our Parent ego
state is the evaluative part of us that evokes value-laden behavior.
CRITICAL PARENT
The Critical Parent makes people feel that their behavior is not okay.
Thus, Critical Parent behavior attacks peoples' personalities as well as their behavior.
When people are in their Critical Parent ego state, they are very evaluative and judgemental.
They are always ready to respond with a "should" or "ought" to almost anything people tell
them.
When you conceptualise values and opinion, your personality can be compartmentalised as a
critical parent.
Parent-dominated people, who are' mainly coming from Critical Parent, do not engage in
much rational problem solving because they already know what's right and what's wrong.
S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 229
They seem to have an answer for everything.
These people we would characterize with the comment. "Look! Don't confuse me with the
facts. I've already made up my mind. “
It really doesn't matter how much real information anyone brings to these people .
They've already decided, "it's good", "it's bad", "you should", or "you shouldn't".
NUTURING PARENT
The Nurturing Parent is that part of a person that is understanding and caring about other people.
Supporting messages from the nurturing parent ego state includes love, protection, guidance,
understanding.
The child ego state can be compartmentalised into three parts, namely, Natural Child, the Adapted
Child and the Little Professor.
The Natural Child acts on his own and is inquisitive, impulsive, affectionate, full of enthusiasm, fun-
loving and spontaneous. He is selfish , self-centred and aggressive.
Our behaviour from this aspect of the Child includes not only useful things like saying "please' and
'thank you' and 'sorry' at appropriate times.
This is the intuitive and creative part of us, which understands things or people in a way that is
different from the logic .
Child-dominated people who are mainly coming from natural Child do not engage in much
rational problem solving.
They learned in their early years that they could get things by screaming, and being
emotional.
It's very difficult to reason with them in many situations.
Rather than solve their own problems, these people want their managers or some other person
to tell them what to do, where to do it, and how to do it or what's right, what's wrong, what's
good, and what's bad.
A HEALTHY PERSONALITY
The three ego states of Parent, adult and Child are also considered the taught concept, and
the felt concept of behaviour.
All people behave from these three ego states at different times.
A healthy person has a personality that maintains a balance among all three, particularly - a
Nurturing Parent, Adult and a Adapted Child.
This means that these people are able at times, to let the Adult ego state take over and think
very rationally and engage in problem solving.
At other times, these people are able to free the Child ego state and have fun, and be
spontaneous and emotional.
At still other times, healthy people are able to switch to the Parent ego state and learn from
experience.
LIFE POSITION
In the process of growing up, people make basic assumptions about their own self-worth, as
well as about the worth of significant people in their environment.
Harris calls the combination of an assumption about oneself and another person a life position.
Life positions tend to be more permanent than ego states.
They are learned throughout life by way of reinforcements and responses to expressed needs.
These assumptions are described in terms of "okay ness".
Thus, individuals assume that they are either OK or not OK, or they do or do not possess
value or worth.
Further, other individuals are assumed to be either OK or not OK.
(1) neither person have value (I am not OK, You are not OK);
(2) you have value, but I do not have value (I am not OK, You are OK);
(3) I have value but you do not (I am OK, You are not OK) and
These life position often come from their Child ego state.
They feel that others are more capable and generally have fewer problems than they
themselves do.
This is the most common life position for people who have a high deference for authority.
They see their world as "I don't have any control or much power, but those people seem to
have' all the power ".
People who feel "I'm OK, you're not OK" often come from their Critical Parent ego state.
They tend to be down on other people for at least two reasons. First, they often regard other
people as sources of criticism.
They feel that if they're not exactly perfect or right, people will be excessively critical of them.
Second, they want to break away or rebel from some authority figure and become more
independent, but they're either not sure how to go about this or they have had unpleasant
experiences in attempting it in the past.
This is a life position in which the person has had a few feels,
"I've got a lot of self-confidence and autonomy but I don't want to be open, honest, and sharing
with others in my environment or I'll get punished.
"With this life position, listening often tends to stop even when some one is still trying to
communicate with this person.
Harris found in his work that people with "I'm OK, you're not OK" life position, while acting self-
confident and under control, really were hiding "not OK" feeling about themselves.
The way they play out their "not OK" feelings often is expressed in the need for power and
control.
TA may be used to explain why people behave in specific patterns, patterns that frequently
seem to be repeated throughout their lives.
Transactions are exchanges between people that consist of no less than one stimulus and one
response.
This analysis enables people to identify patterns of transactions between themselves and
others.
Ultimately, this can help us determine which ego state is most heavily indenting our behavior
and the behavior of other people with whom we interact.
Two types of transactions may be useful for managers : open (complementary) and blocked
(crossed).
There are many combinations of open transactions, however, the basic principle to remember
is that the ego state that is addressed is the one that responds.
When this occurs, communication can continue.
Open transactions are Adult-to-Adult, Child-to-Child, and Parent to Parent.
What we want to strive for in our relationships are OK open transactions.
BLOCKED TRANSACTION
A blocked transaction is one that results in the closing, at least temporarily, of communications.
Unlike open transactions, the response is either inappropriate or unexpected, as well as being
out of context with what the sender of the stimulus had originally intended.
This occurs when a person responds with an ego state different from the one the other person
was addressing.
In other words, it occurs when the stimulus from one ego state to another ego state is
responded, such that the sender feels misunderstood, confused or even threatened.
When this occurs, sharing and listening stop at least temporarily.
When people argue or fight, a destructive blocked transaction is usually involved.
For example, if a manager makes a statement "I don't think you should hire that fellow for your
staff assistant. He'll be nothing but trouble” directed toward his colleague member.
The colleague member responds "You have no right to tell me who I can hire for my staff
assistant"
The lines of communication get blocked and the manager and his colleague stop listening.
Now the interaction becomes a win-lose power struggle.
Manager and colleague member seem to be talking againist each other, each matching his,
"oughts and shoulds" with the other's "oughts and shoulds".
By analyzing open and blocked transactions, it is possible to determine the various strengths
of the three ego states.
This in turn provides an indication of which life position the individual has selected.
We can thus gather data on individuals in a way that will help to predict future patterns of
behavior.