HUMAN RESOURCE MANGEMENT - UNIT -1

DEFINITIONS

“HRM is a process of acquiring, training, appraising and compensating employees and of

attending to their labour relations, health and safety and fairness concern.”

“HRM is the art of procuring, developing and maintaining competent work force to achieve
the goal of an organisation in an effective and efficient manner.”

“HRM may be defined as the function of planning for human resource needs and recruitment,
selection, development, compensation and evolution of performance to fill those needs.”

“HRM is the management of various activities that are designed to enhance the effectiveness
of the man power in an organisation in the achievement of the organisational goal.”

HRM FUNCTIONS:-

A typical manager act as a monitor from a disseminator, spokesperson, figure head, leader,
liaison, entrepreneur, disturbance handler, resource allocator and negotiator. The HRM
functions can be classified into 2 i.e. Managerial functions and operational functions.
The managerial functions are listed below.

Planning- Preparing forecasts of future HR needs in the light of an organization’s

environment, missions and objectives, strategies and internal strengths and weaknesses.

Staffing- Obtaining people with the appropriate skills, abilities, knowledge and experience to
fill the jobs in the work of organisations. Key practices are human resource planning, job
analysis, recruitment and selection.

Developing- Analysing learning requirements to ensure that employees posses the knowledge
and skill to perform satisfactorily in their job or to advance in the organisation. Performance
appraisal can identify employee’s key skills and competencies.

Monitoring- The design and administration of reward systems. HR practices include job
evaluation, performance appraisal, pay and benefits.

Maintaining- The administration and monitoring of workplace safeties, health and welfare
policies to retain a competent workforce and comply with statutory standards and regulations.

Managing relationships- Encompasses range of employee’s involvement/ participation

scheme in non-union or union workplace.

Managing change- This involves helping others to envision the future, communicating the
vision, setting clear expectation for performance and developing the capability to reorganize
people and reallocate other resources.

Evaluation- Designing the procedures and processes that measures evaluate and
communicate the value added component of HR practices and the entire HR system to the
organisation.

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HRM: FUNCTION AND OBJECTIVE

The primary objective of HRM is to ensure the availability of a component and willing work
force to an organisation.

Societal Objective- To be ethically and socially responsible to the needs and challenges of
the society while minimising the negative impact of such demand upon the organisation.

Organisational Objectives- To recognise the role of HRM in bringing about organisational

effectiveness.

Functional Objective- To maintain the department’s contribution at a level appropriate to

the organisation need.

Personal Objective- To assist employees in achieving their personal goals, at least in so far
as these goals enhances the individual’s contribution to the organisation.

FUNCTIONS

These functions have been state while outlining the scope of HRM. Generally, it may be state
that there is a correlation between the objectives and function

EVOLUTION OF HRM

The evolution of HRM can be traced back to Kautilya Arthashastra where he recommends
that government must take active interest in public and private enterprise. He says that
government must provide a proper procedure for regulating employees and employee
relation.

In medieval times there were examples of kings like Alluidin khilji who regulated the market
and charged fixed prices and provided fixed salaries to their people. This was done to fight
inflation and provide a decent standard of living.

During the pre independence period of 1920 the trade union emerged. Many authors who
have given the history of HRM say that HRM started because of trade union and the First
World War.

The royal commission in 1931 recommended the appointment of a labour welfare officer to
look into the grievances of workers. The factory act of 1942 made it compulsory to appoint a
labour welfare officer if the factory has 500 or more than 500 workers.

The international institute of personal management and national institute of labour

management were set up to look into problems faced by workers to provide solutions to them.
The WW2 created awareness regarding workers right.

The 1960’s extended the scope of HR beyond welfare now it was a combination of welfare,
industrial relation, administration together it was called personal management. In the 70’s the
focus was on efficiency of labour while in 80’s the focus was on technology, making it
necessary for new rules and regulations in the 90’s the emphasis was on human values and

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development of people and with liberalisation and changing type of working people became
more and more important there by leading to HRM which is an advancement of personnel
management.

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NATURE OF HRM

HRM consist typically the functions of PERSONNEL MANAGEMENT and are

administrative and supportive in nature. Appropriately called DOABLES, These activities
are highly routinised and have been often outsourced

 More important functions of HRM are building of human capital. Human capital
refers to the stock of employee’s skills, knowledge and capabilities that may not show
up in a balance sheet but have significant impact on a firms performance so building
human capital is the major function of an HR professional.

 HRM necessitates alignment of HR policies and practices with the organisations

strategies-both corporate as well as functional. The HR manager assumes the mantle
of the office strategist. The roll of HR executive is elevated, from and administrative
level, to that of the board

 HRM involves the application of management principles and function to doable and
deliverables of people management

 HRM assumes that it is the people who make the difference. They alone are capable
of generating values and adding to the competitive advantage to organisation

 HR activities both doable and deliverables, are not the sole responsibilities of the HR
specialist

 HR functions are not confined to business establishments only. They are applicable to
non business organisations too, such as education, health care, recreation etc.

SCOPE OF HRM

The scope of HRM is very wide. In fact no organisational activity is completed removed from
humans. Research in behavioural science, new trends in managing knowledge workers and
advances in the field of training have expanded the scope of HR function in recent year.

Personnel aspect- This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development lay off.

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IMPORTANCE OF HRM

An organisation cannot build a good team of working professionals without good human
resources. The key functions of human resources management team include recruiting
people, training them, performance appraisal, motivating employees as well as workplace
communication, workplace safety and much more. The beneficial effects of these functions
are discussed here:

Recruitment and training:

This is one of the major responsibilities of the human resource team. The HR manager comes
up with plans and strategies for hiring the rights kind of people. They design the criteria
which is best suited for a specific job descriptions. Their other task related to requirement
include formulating the obligations of employee and the scope of task assigned to him or her.

Performance appraisals:

HRM encourages the people working in an organisation, to work according to their potential
and give them suggestion that can help them to bring about improvement in it. The team
communicates with the staff individually from time to time and provides all the necessary
information regarding their performance and also defines their respective roles.

Maintaining work atmosphere:

This is the vital aspect of HRM because the performance of an individual in an organisation
is largely driven by the work atmosphere or work culture that prevails at the workplace. A
good working condition is one of the benefits that the employees can expect from an efficient
HR team.

Managing disputes:

In an organisation, there are several issues on which disputes may arise between the
employees and employers. You can say conflicts on almost inevitable. In such a scenario, it is
the human resource department which act as the consultant and mediators to sort out those
issues in an effective manner.

Developing public relations:-

The responsibilities of establishing good public relations live with the HRM to a great extent.
They organise business meeting, seminars and various official gathering on behalf of the
company in order to build up relationships with other business sectors.

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GROWTH OF HRM IN INDIA

Early Phase: Though it is said that HRM a discipline is of recent growth, it has had its origin
dating back to 1800 B.C. for e.g., the minimum wage rate and incentive wage plans were
included in the Babylonian code of Hammurabi around 1800 B.C. The Chinese, as early as
1650 B.C. had originated the principle of division of labour and they understood labour
turnover even in 400 B.C. The span of management and related concepts of organisation were
well understood by Moses around 1250 B.C. the Chaldeans had incentive wage plans around
400 B.C. Kautilya, in India made references to various concepts like job analysis, selection
procedures, executive development, incentive system and performance appraisals

Legal Phase:
The early roots of HRM in India could be traced back to the period after 1920. The royal
commission on labour in 1931 suggested the appointed of labour officer to protect workers
interests and act as a spokesperson of labour. After independence, the factories act 1948,
made it obligatory for factories employing 500 or more workers. “In view of legal
compulsions and the enumeration of duties the entire approach of organisations towards their
personnel was to comply with the laws and keep the welfare officers busy with routine
functions”. Meanwhile two professional bodies, viz., The Indian Institute of Personnel
Management (IIPM) Kolkata and The National institute of Labour Management (NILM)
Mumbai have come into existence in 1950s.

Welfare Phase:
During the 1960s the scope of personnel function has expanded a bit, covering labour
welfare, participative management, industrial harmony etc. “In this period, the human
relations movement of the west had also had its impact on Indian organisations”. The
legalistic pre occupations slowly gave way to harmonious industrial relations and good HR
practices.

Development Phase:
In 1960s and 70s, the HR professionals focused more on developmental resources. The
emphasis was on striking a harmonious balance between employee demands and
organisational requirements. HRD has come to occupy a centre stage and a focal point of
discussion in seminars, conferences and academic meets. The two professional’s bodies,
IIPM & NILM, were marched to form the National Institute of Personnel Management
(NIPM) at Kolkata.

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PERSONNEL FUNCTIONS: CHANGING SCENARIO

Period Emphasis Status Roles

1920-30 Welfare Management Clerical  Welfare administrator

Paternal practices  Policeman

1940-60 Expanding the role to Administrative  Appraiser

cover Labour, Welfare,  Advisor
Industrial relations and  Mediator
Personnel  Legal advisor
administration
 Fire fighting
1970-80 Efficiency, Developmental
 Change agent
effectiveness
 Integrator
dimensions added
emphasis on human  Trainer
values, aspirations,  Educator
dignity, usefulness

1990-2000 Incremental Proactive,  Developer

productivity gains Growth  Counsellor
through human assets oriented  Coach
 Mentor
 Problem solver

Post 2000 Aggressive cost cutting Fight for  Compete with the best
in order to compete in a survival to live and win
Global environment for another day

SHIFTS IN HR MANAGEMENT IN INDIA

Traditional HR practices Emerging HR practices

 Administrative Role  Strategic role
 Reactive  Proactive
 Separate, isolated from company  Key part of organisational mission
mission  Service focus
 Production focus  Process based organisation
 Functional organisation  Cross functional teams, teamwork
 Individuals encouraged, singled out for most important
praise, rewards  People as key investments/assets
 People as expenses

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PERSONNEL ASPECTS OF A MANAGER’S JOB

 Conducting job analyses (determining the nature of each employee’s job)

 Planning labour needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counselling, disciplining)
 Training and developing managers
 Building employee commitment

PERSONNEL MISTAKES

 Hire the wrong person for the job

 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Legal issues because of discriminatory actions
 Unsafe practices
 salaries are unfair and inequitable relative to others in the organization
 Allow a lack of training to undermine your department’s effectiveness
 Commit any unfair labour practices

LINE AND STAFF ASPECTS OF H.R.M

“To create value by engaging in activities that produce the employee behaviours, the
company need to achieve its strategic goals.” All managers are HR managers as they are
involved in activities like training, selecting, compensating and developing.

AUTHORITY:

Is the right to make decisions to direct the work of others, and to give orders. In management
we usually distinguish between line authority and staff authority.

LINE AUTHORITY:

It gives managers the right to issue orders to other manager or employees. It creates a
superior-subordinate relationship.

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STAFF AUTHORITY:

It gives the manager the right to advise other managers or employees.

LINE MANAGER:

A manager who is authorized to direct the work of subordinates and is responsible for
accomplishing the organization’s tasks. He has authority to give orders to the employees in
his department only.

STAFF MANAGER:

He has authority to give orders to the employees in his department and he can give advice to
other departments. A manager who assists and advises line managers.

LINE MANAGERS HRM RESPONSIBILITIES

1. Placing the right person on the right job

2. Starting new employees in the organization
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining cooperation and developing smooth working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labour cost
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees health and physical condition

COOPERATIVE LINE AND STAFF HR MANAGEMENT

1. The line manager’s responsibility is to specify the qualifications employees need to

fill specific positions.

2. HR staff then develops sources of qualified applicants and conduct initial screening
interviews

3. HR administers the appropriate tests and refers the best applicants to the supervisor
(line manager), who interviews and selects the ones he or she wants.

FUNCTIONS OF HR MANAGER

Line function-The HR manager directs the activities of the people in his or her own
department and in related service areas (like the plant cafeteria).

Coordinative function-HR managers also coordinate personnel activities, a duty often

referred to as functional control.

Staff (assist and advice) functions - Assisting and advising line managers is the heart of the
HR manager’s job.

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HR AND AUTHORITY

 Authority -The right to make decisions, direct others’ work, and give orders.

 Implied authority-The authority exerted by an HR manager by virtue of others’

knowledge that he or she has access to top management.

 Line authority-The authority exerted by an HR manager by directing the activities of

the people in his or her own department and in service areas.

MOVING FROM LINE MANAGER TO HR MANAGER

 A survey by UNIVERSITY of Southern California found that 25% of large U.S. business
hires managers with no HRM experience as their top HRM executives.
 Companies believe that these people may give the firm’s HRM efforts a more strategic
emphasis plus they may be better equipped to intact the firm’s HR efforts with the
business.
 Lawrence Jackson runs global procurement division of Walmart, before getting promoted
he worked for one & half year as Walmart’s chief human resource officer.
 This trend of promoting executives without HR experience to top HR jobs is catching up
in INDIA as well.
 T.V. Mohandas Pai, the HR director of Infosys, was CFO before being appointed as the
head of HR.

NEW APPROACHES TO ORGANIZING HR

Some organize their HR services around four groups: transactional, corporate, embedded, and
centres of expertise:

 The transactional HR group uses centralized call centres and out sourcing
arrangements to provide support for day-today transactional activities
 The corporate HR group focuses on assisting top management in ‘top level ‘big
picture issues such as developing and explaining the personnel aspects of the
company’s long-term strategic plan
 The embedded HR unit assigns HR generalists directly to departments like sales and
production
 The centres of expertise are like specialized HR consulting firms within the company

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STRATEGIC MANAGEMENT

The process of identifying and executing the organization’s mission by matching its
capabilities with the demands of its environment.

WHAT IS STRATEGY

A strategy is a course of action.

The company’s long-tem plan for how it will balance its internal strengths and weaknesses
with its external opportunities and threats to maintain a competitive advantage.

K Ashwathappa defines strategy as- “It is a future oriented plan for interacting with the
competitive environment to achieve organizational goals”. It is a framework for managerial
decisions

According to Chandler (1962) - The determination of the long-term goals and objectives of
an enterprise, and the adoption of courses of action and the allocation of resources necessary
for carrying out those goals.’

STRATEGY HAS THREE FUNDAMENTAL CHARACTERISTICS:

1. Forward Looking:

It is concerned with both ends and means. Strategies define longer-term goals but they also
cover how those goals will be attained.

Boxall (1996) explained: ‘Strategy should be understood as a framework of critical ends and
means.’

2. Organizational Capability Of A Firm (Its Capacity To Function Effectively) Depends

On Its Resource Capability.

This is the resource-based view, based on the ideas of Penrose (1959):

The firm is ‘an administrative organization and a collection of productive resources’.

It was expanded by Wernerfelt (1984) who explained that

Strategy ‘is a balance between the exploitation of existing resources and the
. development of new ones’

3. STRATEGIC FIT –

The need when developing HR strategies to achieve congruence between them and the
organization’s business strategies within the context of its external and internal environment.

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STRATEGIC MANAGEMENT PROCESS

TYPES OF STRATEGIC PLANNING

 Corporate-level strategy

Identifies the portfolio of businesses that, in total, comprise the company and the ways in
which these businesses relate to each other.

• Diversification strategy implies that the firm will expand by adding new product lines.

• Vertical integration strategy means the firm expands by, perhaps, producing its own
raw materials, or selling its products direct.

• Consolidation strategy reduces the company’s size

• Geographic expansion strategy takes the company abroad.

 Business-level/competitive strategy

Identifies how to build and strengthen the business’s long-term competitive position in the
marketplace.

• Cost leadership: the enterprise aims to become the low-cost leader in an industry.

• Differentiation: a firm seeks to be unique in its industry along dimensions that are
widely valued by buyers.

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 • Focus: a firm seeks to carve out a market niche, and compete by providing a
product or service customers can get in no other way.

 Functional strategies

Identify the basic courses of action that each department will pursue in order to help the
business attain its competitive goals.

HR AND COMPETITIVE ADVANTAGE

Competitive advantage

 Any factors that allow an organization to differentiate its product or service from
those of its competitors to increase market share.
 Superior human resources are an important source of competitive advantage

STRATEGIC HRM

The linking of HRM with strategic goals and objectives in order to improve business
performance and develop organizational cultures that foster innovation and flexibility.

Strategic human resource management means formulating and executing human resource
policies and practices that produce the employee competencies and behaviors the company
needs to achieve its strategic aims.

SHRM is built around three important propositions:

 The human resources of a firm are a major source of competitive advantage in a way
people can make or break an organisation.
 Successful organisation performance depends on a close fit between business and
human resource strategy.
 Individual HR strategy should cohere by being linked to each other to offer mutual
support.

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 LINKING CORPORATE AND HR STRATEGIES

STRATEGIC HR RELATIONSHIPS

HR’S ROLES IN STRATEGY FORMULATION

 Identify the human issues that are vital to business strategy.

 Help establish and execute strategy.
 Provide alternative insights.
 Are centrally involved in creating responsive and market-driven organizations.
 Conceptualize and execute organizational change.
 Supplying competitive intelligence that may be useful in the strategic planning
process.
 Supplying information regarding the company’s internal human strengths and
weaknesses.

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  Build a persuasive case that shows how—in specific and measurable terms—the
firm’s HR activities can and do contribute to creating value for the company.

HR’S ROLES IN STRATEGY EXECUTION

 HR has a great role to play in the execution of strategies.HR can help the firm carry
out restructuring and downsizing efforts without rubbing employees on the wrong
side say, throughout placing employees ,linking rewards to performance ,reducing
welfare cost and retraining employees
.
 The HR department’s strategies, policies, and activities must make sense in terms of
the company’s corporate and competitive strategies, and they must support those
strategies.

TRADITIONAL HR VERSUS STRATEGIC HR

Point of Distinction Traditional HR Strategic HR

Focus Employee relations Partnerships with internal and
external customers

Role of HR Transactional change follower and Transformational change leader

respondent and initiator

Initiatives Slow, Reactive, Fragmented Fast, Proactive and integrated

Time horizon Short- term Short, medium and long(as

required)
Control Bureaucratic-roles, Policies, Organic-flexible, Whatever is
Procedures necessary to succeed
Job design Tight division of labour; Broad, Flexible, Cross-Training
Independence, Specialisation teams
Key investments Capital, Products People, Knowledge
Accountability Cost Centre Investment Centre

Responsibility for HR Staff specialists Line managers

HR STRATEGIES & POLICIES

HR STRATEGY

Richardson and Thompson (1999) suggest that:

A strategy, whether it is an HR strategy or any other kind of management strategy must have
two key elements: there must be strategic objectives (i.e. things the strategy is supposed to

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achieve), and there must be a plan of action (i.e. the means by which it is proposed that the
objectives will be met).

According to Deepak Kumar Bhattacharya

“HR strategy is a pattern of decisions concerning policies and practices concerning with the
HR system”.

It is an approach that defines how the organization’s goals will be achieved through people
by means of HR strategies and integrated HR policies and practices- MICHAEL
ARMSTRONG

There are number of theories which define the role of HR strategy

 Behavioural role theory ( Katz and Kahn (1978), Jackson & Schuler (1995)) :

It considers employee behaviours as key to successful strategy implementation. By aligning

hr policies & practices with organisation wide strategy, employees can fulfil their role
expectations within the organisation

 Resource based theory (Barney (1991) , Prahalad & Hamel (1990)) :

It suggests that HR has the sustainable competitive advantage for the organisation.

This is because HR is inimitable and non-substitutable source for achieving competitive

advantage.

 Human capital theory (Becker (1964)) :

It suggests the strategic importance to HR like other economic assets as knowledge; skills and
abilities of the people also have economic value.

 Transaction cost theory (Williamson(1981)):

It suggests that strategic HR approach can ensure cost minimisation as this will enhance
periodic monitoring and governance

 Agency theory (Eisenhardt (1989)):

Strategic approach to HR aligns agents (employees) and principals (employers) interests and
thereby ensures streamlining of employment relations and systems within the organisation

WHAT IS A POLICY?

A course or principles of actions adopted or proposed by an organisation or individual.

CONSIDERATIONS IN DEVELOPING HR POLICIES

• Statements of policy constitute criteria for making decisions.

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 • They render decision making easier and more routine.

• They facilitate saving of precious time.

• Policies provide a clear idea of what management and employees can expect.

• This way policies help to avoid confusion and misunderstanding.

• Policies may originate from anywhere inside an organisation or from external sources

• The approval of new or changed HR policies ultimately comes from top management.

• An effective HR department recommends policies and policy changes that it has to

assist in communicating policies to those who should know about them.

• In formulating policies, the first consideration is the objective or purpose.

• Operationally, it is also necessary to contemplate economics (costs) and benefits in

relation to size and complexity of the organisation.

• Thus comes to need for determining the policies acceptability to management and to
employees and this depends to a great extent on their administrative feasibility and
fairness to employees.

• Unions have had a tremendous impact on policy formulation.

DEFINITION OF HR POLICIES

HR policies are formal rules and procedures that dictate how certain matters should be
addressed in the workplace, including employee rights and duties. HR policies are tide to
employment law. To avoid non compliance and penalties from the government, employers
must adhere to HR policies

Human resource policies are the formal rules and guidelines that businesses put in place to
hire, train, assess, and reward the members of their workforce. These policies, when
organized and disseminated in an easily used form, can serve to pre-empt many
misunderstandings between employees and employers about their rights and obligations in
the business place. It is tempting, as a new small business owner, to focus on the concerns of
the business at hand, and put off the task of writing up a human resource policy. All business
analysts and employment lawyers will advise a new business owner to get a policy down on
paper, even if it is a simple one drafted from a boilerplate model. Having policies written is
important so that it is clear to all what the policies are and that they are applied consistently
and fairly across the organization. Moreover, when issues concerning employee rights and
company policies come before federal and state courts, it is standard practice to assume that
the company's human resource policies, whether written or verbal, are a part of an
employment contract between the employee and the company. Without clearly written
policies, the company is at a disadvantage.

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THE HR SCORECARD APPROACH

HR scorecard Measures the HR function’s effectiveness and efficiency in producing

employee behaviors needed to achieve the company’s strategic goals.

Creating an HR scorecard

 Must know what the company’s strategy is.

 Must understand the causal links between HR activities, employee behaviors,
organizational outcomes, and the organization’s performance.
 Must have metrics to measure all the activities and results involved.

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ETHICS AND FAIR TREATMENT AT WORK

Ethics
 The principles of conduct governing an individual or a group; specifically, the
standards you use to decide what your conduct should be.
 Ethical behavior depends on the person’s frame of reference.

Factors affecting ethical decisions

 Normative judgments
 Judging something as good or bad, right or wrong, better or worse.
 Moral standards (Morality)
 Societies accepted standards for behaviors that have serious consequences to its well-
being.
 Behaviors that cannot be established or changed by decisions of authoritative bodies.

Behaviors that override self-interest

 Ethics and the law
 A behavior may be legal but unethical.
 A behavior may be illegal but ethical.
 A behavior may be both legal and ethical.
 A behavior may be both illegal and unethical.

Ethics, Fair Treatment, and Justice

 Distributive justice
 The fairness and justice of a decision’s result.
 Procedural justice
 The fairness of the process by which the decision was reached.
 Interactional (interpersonal) justice
 The manner in which managers conduct their interpersonal dealings with
employees.

WHAT SHAPES ETHICAL BEHAVIOR AT WORK?

 Individual factors
 Organizational factors
 The boss’s influence
 Ethics policies and codes
 The organization’s culture

EMPLOYEES AND ETHICAL DILEMMAS

 Questions employees should ask when faced with ethical dilemmas:
 Is the action legal?
 Is it right?
 Who will be affected?
 Does it fit the company’s values?
 How will it ―feel‖ afterwards?
 How will it look in the newspaper?
 Will it reflect poorly on the company?

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HR’S ROLE IN FOSTERING ETHICS AND FAIR TREATMENT
 Why treat employees fairly?
 They’re not employees, they’re people-Management guru Peter Drucker
 Avoidance of employee litigation
 Enhanced employee commitment
 Enhanced satisfaction with the organization, with jobs, and with leaders
 Increased organizational citizenship behaviors

HR ETHICS ACTIVITIES
 Staffing and selection
– Fostering the perception of fairness in the processes of recruitment and hiring
of people.
• Formal procedures
• Interpersonal treatment
• Providing explanation
 Training
– How to recognize ethical dilemmas.
– How to use ethical frameworks (such as codes of conduct) to resolve
problems.
– How to use HR functions (such as interviews and disciplinary practices) in
ethical ways.
 Performance appraisal
– Appraisals that make it clear the company adheres to high ethical standards by
measuring and rewarding employees who follow those standards.
 Reward and disciplinary systems
– The organization swiftly and harshly punishes unethical conduct.
 Workplace aggression and violence
– Taking care that HR actions do not foster perceptions of inequities that
translate into dysfunctional behaviors by employees.
 Employee Privacy
 Perceptions of fair treatment through employee engagement, explanation,
expectations, clarity

HR RELATED ETHICAL ISSUES

 Work place safety

 Security of employee records
 Employee theft
 Affirmative action
 Comparable Work
 Employees privacy rights

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MEASURES TO CURT CORRUPTION

 The corruption taken place in the organisation can be eliminated by taking the
measures such as-

1. Bringing awareness and educating the employees about various laws

2. Proper implementation of legislations to avoid corruption.
3. Surveillance and monitoring the activities of employee.
4. Stringent punishments to the employees who are involved in corruption etc.
5. Solving the issues at the right time.
6. Reward the persons who are working honestly
7. Maintaining a good organisational climate and interpersonal relationships
between bosses and subordinate.

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