3rd Term-Human Resources Management

 MCM312 HUMAN RESOURCE MANAGEMENT
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 Resource Management
S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 201

HRM is Recruitment, Retainment, & Retirement with an objective of motivating people to attain
Competencies for Performance Perfection in their Respective Roles in an Enterprise.
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.
There are as many Positions in an Organization as there are Personnel.

 Job is a group of Positions.
 Occupation is a group of Jobs
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.

“Person Specificationfor anyRight Person, at Right Time for Right Job.”
1. Physical Qualification - Good health and vigor.
2. Mental Qualification - Ability to understand, learn, judge, adopt and predict.
3. Moral Qualification - Energy, firmness, willingness to accept responsibility, initiative, loyalty,
tact, dignity.
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

Induction is a two-way process, the one understanding the other. Employee must really be
informed of the Environment in which he has to work. What Contribution is expected of him to
meet the Challenges? The induction program should be designed in such a way to promote
the philosophy of clarity, responsibility & required ability.
Global Job Security

In the 21st Century Employment in not the security.
Employability is the security.

Employability = Capability + Copability
Capabilityis an ability to prepare for an action physically by acquiring hard skills

such as academic/professional qualifications, technical practicals etc.
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.

OVERVIEW OF HRM IN CONSTRUCTION INDUSTRY
 The building industry belongs to the informal sector of the economy having unique features:
small enterprises, temporariness of work, contractual relationships etc.
 As such, the human resource development activities of the types found in the organised
sector of the industry may not be relevant here.
 They are, therefore dealt with mostly at the industry level wherein the government plays a
major role.
 Vocational education, apprenticeship schemes, employment exchanges etc., were all started
by the government who continues to be the prime mover in so far as the small-scale and
informal sectors are concerned.
 An active manpower policy of the government will focus attention on the establishment of
institutionalised employment relationships between specific individuals and particular jobs.
 When the labour supply does not have the capacity to function in available jobs the effort will
be to develop that capacity in the persons who do not have it.
 When there is job scarcity the government's emphasis will be on the creation of jobs to use
available capacities.
 When there is a lack of labour market facilities to bring men and jobs quickly and effectively
together, the focus will be on the efficient movement of workers into jobs in order to utilize to
maximum their working potential.
 Thus, government's human resource efforts will focus on training, education and development
of the workforce as well as on regulating employment relationships, monitoring and supporting
job market facilities and the creation of employment opportunities.
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.

Quality of the construction depends on the quality of the work of each participant.
If we apply our Mind & Heart our work will become a Master Piece – Monument.
Individual Ability without Responsibility is a Liability to the organization.
 The increasing complexity of the Total Construction Process, has under gone several division
into more and more subcontracted work items, coupled with changing developments in the
qualifications and expertise of the participants, and finally Global Customer Expectations
forced to a Paradigm Shift from Traditional Approach to New Approach in the Construction
Industry.
 Management experts suggest that Human Values should be built into the construction process
at all stages - from design to execution.
 Project execution is a continuous run of interaction with the environment and natural elements.
 The latest developments in other industries has laid down a challenge to all participants in the
construction process.
 In the face of these pre-conditions, the need for up-to-date guidance became evident in the
civil engineering world.
 Clear orientation and practical advice had been requested to ensure Effective Management
within the Construction Industry.
 Under all circumstances, it should be pointed out that effective management system cannot
be copied from other organizations or from textbooks;
 it should be created specifically for the internal needs of the Individual Construction Industry,
based on the involvement and the efforts of all concerned.
 The implementation phase shall be undertaken by Committed Leadership of the Top
Management.
 Further, it necessitates the Training of Every Employee in the basic understanding of people
and its management.
Emerging HRM Processes

 A critical examination of HRM practice and organization structure of market leaders in
business and services in India and around the globe bring out five distinctly identifiable
processes namely:
Core activity, Outsourcing, Decentralization, Functional Flexibility, and multi skill concept.
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.


 Supplier‟s credit reduces pressure on cash flow.
 Capital investments get transferred on ancillaries.
 Much larger volume of business becomes possible at constant capital.
Decentralization
 Decentralization of power and activities will accelerate its execution qualitatively and
quantitatively with cost minimization and waste elimination and timely delivery to the
satisfaction of customer.
 The functions planning, designing, marketing, procurement, production are being
decentralized.
 The registered office ,the corporate office have been relocated at places more convenient for
business and more comfortable for the officers and customers.
 And they are interconnected by tele-linking and satellite network.
 Managing a workforce hired for the same company but working at locations scattered all
across the globe, each under different conditions and employment contracts calls for HRM
skills of a different genre (style.)
Functional Flexibility
 Companies do not wish to be job providers.
 They offer work which does not necessarily mean fulltime job.
 Therefore companies look out for those who prefer part time work and not for permanent jobs.
 Who wish to earn more with in a flexible regime
 Who can take work to their own places and who are willing to commit quality and timely
delivery.
 The flexi-working leads to lean organization structure , high skill, high pay and more
productive.
 It redistributes employment, takes it out of the organization and places it on the fringes.
 It makes self-employed and entrepreneurs and not wage slaves.
Multi-Skill Concept
 If flexi work, flexi time and flexi workforce becomes a widely practiced norm, there is a need
and demand for people with multi-skill talent.
 In today‟s world skill is the principle source of security of a person and the only vehicle of
economic betterment and social upliftment of people.
 Investment on human resource development and skill formation is good business investment
and rational approach to productivity of the enterprise.
 Organizations of tomorrow will invest on skilling willingly and prefer multiskilling everyone.

I.Understanding the Self
Drive: An organized effort with an ambition to achieve a particular purpose.
 It is an internal urge influencing for external efforts
 Motive: a factor inducing a person to act in a particular way.
 People are motivated not by what we think they ought to have but by what they want.
 Motivation is essential to the operation of organizations.
 Motivation turns on to power to start and keep the organization running effectively.
 Perception: A mental concept that is developed as a consequence of the process of
understanding, interpreting and regarding an insight.
 People react not to an objective world, but to a world judged in terms of their own benefits,
values and expectations.
 Managers must learn to expect perceptual differences among their employees.
 Accept people as emotional being and manage them in individual ways.
 Values: An enduring belief which determine preferred conduct and behavior.
 Values contribute towards integrity, respect for the individual, performance perfection,
accountability, team work.
 People deserve to be treated differently from other factors of production (Material, Money, and
Machine) because they are of a higher order in the universe.
 Because of this distinction, they want to be treated with caring, respect, and dignity.
 Increasingly, they demand such treatment from their employers.
 They refuse to accept the old idea that they are simply economic tools.
 They want to be valued for their skills and abilities and to be provided with opportunities to
develop themselves.
 A workforce with this set of values is highly adapted to use by business organizations in their
pursuit of the values of productivity, efficiency and effectiveness.
 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.
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

 One group tries to blame the other group for the short falls
 Norms derive from interactions among Group members
 Coordination of Group members regulate task achievements.
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.
NEGATIVE ATTITUDE PERSON

 sees a problem in every answer
 is always a part of problem
 says “it is difficult and also impossible”
 always has an excuse

POSITIVE ATTITUDE PERSON
 sees an answer in every problem.
 is always a part of the answer
 while handling complicated assignments, says “it may be difficult, but it is possible”.
 always plans to achieve targets
 always says “i am with you to achieve desired result
 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.
Motives: a factor inducing a person to act in a particular way.

 People are motivated not by what we think they ought to have but by what they themselves
want.
 Certain actions will increase their need fulfillment. Motivation is essential to the operation of
organizations. Motivation turns on to power to start and keep the organization running
effectively.
Perceptions: A mental concept that is developed as a consequence of the process of understanding,

interpreting and regarding an insight.
People react not to an objective world, but to a world judged in terms of their own benefits,
values and expectations. Managers must learn to expect perceptual differences among their
employees, accept people as emotional being and manage them in individual ways.
Values: An enduring belief which determine preferred conduct and behavior.
Values contribute towards integrity, respect for the individual, performance perfection, accountability,
team work.
 People deserve to be treated differently from other factors of production (Material, Money,
Machine) because they are of a higher order in the universe.
 Because of this distinction, they want to be treated with caring, respect, and dignity.
Increasingly, they demand such treatment from their employers.
 They refuse to accept the old idea that they are simply economic tools.
 They want to be valued for their skills and abilities and to be provided with opportunities to
develop themselves.
 Work is regarded as having spiritual meaning, buttressed by such behavioral norms, as
punctuality, honesty, diligence, and frugality.
 One‟s job is a central life interest and provides the dominant clue in interpersonal assessment.
 A workforce with this set of values is highly adapted to use by business organizations in their
pursuit of the values of productivity, efficiency and effectiveness.
Quality of life is preferred to quantity, equity of efficiency, diversity to conformity and the individual to
the organization. If there is any deviation or variation it leads to frustration, absenteeism, grievance
and turnover.
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.
 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.

III.GROUP DYNAMICS:
A. GROUP FORMATION
 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.
Factors which affect members participation

The content or task of the group- is it of interest, importance and relevance?
The physical atmosphere - is it comfortable physically, socially and psychologically?
The psychological atmosphere - is it accepting, non-threatening?
Member‟s personal preoccupations - are there any distracting thoughts in their mind?
The level of interaction and discussions - is adequate informationprovided for everyone to
understand? Is it at a level everyone understands?
Familiarity - between group members- do members know each other from before?
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
It indicates the degree of respect between the two parties
Helpful hints for effective communication:

1. Have a circular seating arrangement so that everyone can see and interact with everyone
else

2. If there are two facilitators, they should sit apart so that communication flow is not in one
direction
3. Respect individuals- let everyone call everyone else by name respectfully
4. Encourage and support the quiet members to voice their opinions
5. Try and persuade the people who speak too much to give others a chance
6. Ensure that only one person speaks at a time or no one else will be heard
7. Discourage sub groups from indulging in side talk
iii Problem solving

Most groups find themselves unable to solve problems because they address the problem at a
superficial level. After that they find themselves blocked because they cannot figure out why the
problem occurred and how they can tackle it. Therefore an effective problem solving procedure would
be to:
1. Clearly define the problem: Is it what appears on the surface or are there deep hidden aspects?
2. Try to thoroughly explore and understand the causes behind the problem
3. Collect additional information, from elsewhere if necessary, and analyze it to understand the
problem further
4. The group should suspend criticism and judgment for a while and try to combine each other's
ideas or add on improvements. The objectives should be to generate as many ideas and suggestions
as possible. This is called "brainstorming" in a group, when individuals try lateral thinking.
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.

This stage is characterized by members seeking safety and protection, tentativeness of response,
seeking superficial contact with others, demonstrating dependency on existing authority figures.
Members at this stage either engage in busy type of activity or show apathy.
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
A group cannot automatically function effectively, it needs to be facilitated. Facilitation can be

described as a conscious process of assisting a group to successfully achieve its task while
functioning as a group. Facilitation can be performed by members themselves, or with the help of an
outsider.
To facilitate effectively the facilitator needs to

 Understand what is happening within the group
 Be aware of his/her own personality
 And know how to facilitate
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.

 Problem : Not everyone participates or shows interest and a few remain silent
 Possible causes Perhaps the goal or task is not relevant to some of the participants. Some of the
members may feel insecure or dominant on the basis of caste, class, education or gender.
 Problem Some members ignore or disregard contributions from other members
 Possible causes Members of the group may be nervous and unaware of others‟ needs.
 Problem The group is not able to come to consensus or are unable to devise a plan to implement
the decision.
 Possible causes Perhaps the group lacks adequate information or skills to solve the problem.
Perhaps the decision is threatening to some of the group members. Perhaps the group fears
failure.
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.
Language for Conflict

 Words enable you to build bridge or create barriers.
Words have the power to
 Heal or wound
 Unite or divide
 Create conflict or harmony.
 Do you sometimes make accusing statements like „you started it‟ or „it‟s your fault?
The cost of conflict
 Of course we are all different from each other.
 We have different needs. Tastes, Opinions, beliefs, preferences and values.
 The question is, how do we cope with the differences? Are they allowed to get in the way and
be the source of conflict, or can we celebrate the differences and view them creatively?
Let‟s look at a few problem scenarios.

-Relationship Cost
-Cost to the individual

-Cost to the Organization
Breaking the Stalemate

 Prevent blow-up
 Defuse anger
 Build bridges
 Keep your cool
 Build better relationships
 Avoid the pitfalls
How the View explains our differences

 Understand your unique window on the world
 Your view is subjective, partial and likely to be distorted
 Hero or villain – whose viewpoint?
 Opinions are not right or wrong they are points of view
 Seek to understand rather than to change others
 Beware of making assumptions about people‟s intentions
 Explore different perspectives for richer solutions
Building Rapport What angers people?

 Brain Match  Lack of listening
 Body Match  “Less than" communication
 Voice Match  Communicating mistrust
 Violation of conversation rules Blatant
generalization
 Power-Status based communication
Specific conflict provoking behaviors
 Person centered comment and criticism
 Post centered comments
 Guilt induction attempts
 Blaming comments
 Inappropriate reassurance and positive thinking
 Unsolicited advice or comments
 Lengthy attempts at persuasion
 Defensiveness causing questions
 Extended attempt to win
 Mistrust statements
 Over statement and over generalisation
 Histrionic behavior ( over dramatization)
 Use of hot phrases and words
 Words or phrases that suggest disinterest
 Phrases that blame or imply blame or suggest ignorance
 Phrases that suggest helplessness
 Phrases that have a threatening undertone
 Phrases that challenge or dare

 Use of code words
 Passive aggressive behavior
Replacing CPC with co-operative communication

 General communication strategies
 Active or reflective listening
 Empathy responses
 Assertive behavior
 Responsiveness
Workplace conflict resolution fact
 30% of managers time spent in dealing with conflict
 Fortune 500 company executives are involved in litigation related activity 20% of their time
Conflicts-causes &types
 Communication
 Personal
 Process
 Intrapersonal
 Interpersonal
 Intergroup
Sources of Conflict: Individual Factors  Differences in Experiences

 Differences in Culture  Competition and Conflict
 Educational Difference  Estrangement (Personal and Social
 Status Difference Isolation)
 Differences in Ideology and Values  Behavioural Orientation
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

 Presumptive communication (taking other for granted, that they know or expected to
know)
b) Group Process c) Leadership Style
– Cliques or factions among actors – Authoritarian
– Distrust among people involved – Consultative
– Estrangement (feeling of – Democratic
personal and social isolation) – Laissez faire
– Competition between individual – Is it compatible or incompatible?
or groups
Organizational Factors  Role conflict

a) Lack of Clarity of  Inadequate performance feedback
Goals  Task-individual incompatibility
Norms  Excessive standardization
Standards  Very less standardization
Procedures d) Formalization of Rules and Procedures
b) Scarcity of Resources Excessive
Men Very low
Materials e) Competition between
Machinery Individuals
Skills Groups
Facilities f) Promotional Opportunities
Time Lack of
Finance inadequate
c) Task/Role g) Transfers
 Role ambiguity (lack of task/role
clarity)
Conflict Management : Personal Skills
1. Maintaining a high level of personal energy
2. Enhancing personal power
3. Assertiveness
4. Supportive communication as against defensive communication
5. Dealing with the resistance of others; and
6. Negotiation skills
How to resolve conflict – with out offending anyone

 Conflict is considered bad due to the emotional aspects attached to it
 Unmanaged conflict can lead to violence and insubordination
 3 areas of conflicts
– Conflicts in interpersonal relationship
– Conflicts in meeting
– Conflicts in negotiations
 How to resolve conflicts
– Learn to embrace and resolve conflict
Learn to deal with anger
Seek understanding not victory
Assume the best
Learn to show your feelings appropriately
Watch your tongue
Speak the truth but gently
Attack the problem not the person
Deal with specifics
Be gentle – People are fragile
Seek and grant forgiveness
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.
CONCEPT AND FUNCTIONS OFHUMAN RESOURCE MANAGEMENT
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.

These include the role orthe job a person has in the organisation, the dydadic unit, (consisting of the
person andhis superior), the various teams in which people work, inter-team processes, and theentity
of the total organisation.
The important assumptions of HRM are as follows:

1) The members of an organisation are reservoirs of untapped resources.
2) There is scope for unlimited development of these resources.
3) It is more in the nature of self-development than development thrust from outside.
4) The organisation also undergoes development with the overall benefits alongwith the
development of its members.
5) The organisation further develops a culture in which utmost emphasis is placedon harmonious
superior-subordinate relations, teamwork, collaboration amongdifferent groups of individuals, open
communication, and above all, integrationof the goals of the organisation with the needs of the
employees.
6) Top management takes the initiative for HRM, formulates necessary plans andstrategies, and
creates an overall climate and support for its implementation.
The management of human resources is more of an art than a science. In practice it is
an “art” full of pitfalls, judgment calls, and learning from past mistakes
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.

Functional Objectives
Functional objectives try to maintain the department‟s contribution at a levelappropriate to the
organisation‟s needs. Human resources are to be adjusted to suit theorganisation‟s demands. The
department‟s level of service must be tailored to fit theorganisation it serves.
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
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.
6. Performance Appraisal: This function monitors employee performance to ensure thatFunctions

of Humanit is at acceptable levels. Human resource professionals are usually responsible
forResource Managementdeveloping and administering performance appraisal systems, although
the actualappraisal of employee performance is the responsibility of supervisors and managers.
7. Besides providing a basis for pay, promotion, and disciplinary action, performanceappraisal
information is essential for employee development since knowledge ofresults (feedback) is
necessary to motivate and guide performance improvements.
8. Career Planning: Career planning has developed partly as a result of the desire ofmany
employees to grow in their jobs and to advance in their career. Career planningactivities include
assessing an individual employee‟s potential for growth andadvancement in the organisation.
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

become a major considerationin human resources planning. However, benefits are primarily
related to themaintenance area, since they provide for many basic employee needs.
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.
4. Change and its Effect : Managing change. Stress and Counseling.
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 Results from a mismatch between the demands and pressures on the person on one
hand and their knowledge and abilities on the other.
 Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with
our continually changing environment
How Do you Define Stress?

S=P>R
Stress occurs when the pressure is greater than the resource
Fear
Stress Feelings Elation
Worry Depression
Tension Anxiousness
Tiredness Anger
Types of Stress Types of Distress:

Stress is basically of four types  Acute stress
1.Eustress  Chronic stress
• It is short term
• It is positive stress 3. Hyperstress
2.Distress Occurs when individual is
• It is negative stress - Overloaded
• It brought by constant - Overworked
readjustment in the routine work 4.Hypostress
 Opposite to hyperstress
 Occurs when individual is unchallenged
or bored
What Causes Stress?

Poor work organization (Poor design of jobs and work systems)
Monotonous, Under-Stimulating, Meaningless Tasks
Having too much or too little work
Strict and Inflexible working hours
Unpredictable working hours
Badly Designed shift systems
Lack of Participation in Decision Making
Lack of Control (Over Work Methods, Working hours, Working Environment)
Job Insecurity
Lack of Promotion Prospects
Under Promotion or Over Promotion
Unclear and Unfair Performance evaluation systems
Unclear role in the Organization
Conflicting Roles with other people

Inadequate, Inconsiderate and Unsupportive Supervision
Isolated or Solitary work
Poor Organizational Communication
Lack of clarity about Organizational Objectives and Structure
Conflicting Demands of Home and Work
The Effects of Stress –On Individuals

 When affected by Stress, people may
 Become Increasingly Distressed and Irritable
 Be unable to Relax and Concentrate
 Have difficulty to think logically and make decisions
 Enjoy their work less and feel less committed
 Feel tired, depressed and anxious
 Have difficulty sleeping
 Experience serious physical problems such as:
 Heart Disease
 Disorders of the Digestive System
 Increase in Blood Pressure, Headaches
 Musculo-Skeletal Problems (Low Back Pain and Upper Limb Disorders)
The Effects of Stress – On Organizations

 Increasing Absenteeism
 Decreasing Commitment to work
 Increasing Staff turn-over
 Impairing Performance and Productivity
 Increasing unsafe working practices and accident rates
 Increasing complaints from clients and customers
 Adversely affecting staff recruitment
Prevention of Stress
Primary Prevention
o Reducing Stress through,
o Ergonomics
o Work and Environment Design
o Organizational and Management Development
Secondary Prevention
o Worker Education and Training
Tertiary Prevention
 Developing more sensitive and Responsive Management Systems
 Developing Enhanced Occupational Health provision
A well designed work should include,
 Clear Organizational Practice and Structure
 Appropriate Selection, Training and Staff Development
 Clear Job Descriptions

 Non-Conflicting Job Roles
 Effective Organizational Communication
 Amicable Social 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 ?
Identifying the Problem

 Observations – Employee Complaints of Difficulties and ill Health
 Signs like irritability, aggression, errors, decreased performance, increase in smoking,
drinking and substance abuse, higher levels of absenteeism and clients‟ complaints.
 Should look for any changes in employee‟s Behaviour or Health.
Solving Stress Problems

 Work Redesign
Changing the demands of work
Assigning Right Job to the Right Person
Improve Employees‟ Control over the job
Increase the amount and quality of support they receive (Eg: Conducting regular „People
Management‟ Training schemes for Supervisors, allow interaction between employees,
encourage co-operation and teamwork)
 Stress Management Training
Asking employees to attend classes on relaxation, time management and assertiveness or
physical exercise
 Ergonomics and Environmental Design
Improve equipment used at work and physical working conditions
 Management Development
Improve Managers‟ understanding of work stress and empathy towards employees.
Caring for Troubled Employees

Discussion with the Employee about his/her problems
Suggesting necessary interventions, both individual (training, medical, treatment, counseling)
and organizational (job re-design)
Careful records should be kept and maintained with progress evaluation.
Resources for Managing Stress

 Occupational Health Services
 HRD Department with the responsibility for staff well-being and health
 Providing for a Counseling Psychologist, Occupational Physician or any other form of help
whenever necessary
Conclusion
 Stress is a real challenge for employees and their employing Organizations
 It is not only important to identify stress related problems and to deal with them but to promote
healthy work and reduce harmful aspects of work
 Successful Employers and Managers always provide leadership in dealing with the challenge
of work stress
COUNSELLING SKILLS
 Counseling is a scientific process of rendering professional sevices(assistance, help and

advice) to resolve personal, official, social, psychological difficulties/problems of people.
 Counseling can be also explained as an help provided to the needy persons in analyzing their
activities/performance/ behaviors in order to increase their effectiveness.
 Counseling focuses on the analysis of a job, and identification of in puts needs for further
improvement.
 Counseling is based on the relations between two persons, a manager who is counseling and
an employee who is a counselee.
 Managers provide counseling at various stages.
 For example, an employee may be provided counseling when he is facing difficulties.
 Counseling sometimes is also called Guiding/Coaching mainly because the purpose of
counseling is to improve the performance of an employee.
 Although the word Guiding/Coaching is widely used for this purpose, the word 'counseling' is a
much wider and appropriate term for such a process.
Objectives of Counseling
 Counseling aims at development of the counselee.
 It involves helping/providing the following to the needy employees:
1. to realize their potential.
2. to understand their strengths and weaknesses.
3. Providing an opportunity to acquire more insight intobehavior and analyze the dynamics of
such behavior.
4. to have better understanding of the environment.
5. Increasing personal and interpersonal effectiveness by giving feedback about behavior and
assisting in analyzing interpersonal competence.
6. Encouraging to set goals for further improvement.
7. Encouraging to generate alternatives for dealing with various problems.
8. Providing empathetic atmosphere for sharing and discussing tensions, conflicts, concerns
and problems.
9. Helping to develop various action plans for further improvement.
10. Helping to review in a non-threatening way progress in achieving various objectives.

Conditions for Effective Counseling
 Counseling is a means and not an end in itself.
 Development does not occur just because there is counseling.
 Counseling could be an effective instrument in helping people integrate with their organization
and have a sense of involvement and satisfaction.
 If the organization or department in which the employee is working is full of tension, and
people do not trust each other, counseling cannot be effective.
 A climate of minimum trust and openness is essential for effective counseling.
 unless the subordinates in a department or an organization feel free enough to participate
without inhibition in the process of review and feedback, counseling cannot be effective.
 Counseling is not a one way process of communicating to the employee what he should or
should not do.
 It is a process of developing dialogue which eventually contributes to better understanding on
the part of the counselee.
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.
 What Constitutes Counseling?

 Counseling is given by one who is senior to the other person in competence, or in knowledge,
or in psychological expertise, or in the hierarchical position in the organization.
There are three main processes involved in counseling—
1.Communication,
 2.Influencing and
 3.Helping.
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.

 The tone and manner of speaking is also important.
 There are three main elements in communication.
 Listening is the first effective step in communication.
 Listening involves paying attention to the various messages being sent by the other person.
 The obvious message is the idea being communicated .
 But more hidden may be the feelings and the concerns the other person may not be able to put
clearly in words.
 Listening to feelings and concerns is very important for effective counseling.
Asking Questions & Responding

 Questions can facilitate or hinder the process of Communication.
 In a Counseling situation questions play a very important role.
 Some questions can shut off the counselee, or make him dependent on counselor.
 Another set of questions can build autonomy of the counselee. The latter will be useful and
not the former.
Questions that do not help

 1.Critical questions
 2.Resenting questions
 3.Leading questions
Questions that are helpful

 1.Testing questions
 2.Clarifying questions
 3.Empathetic questions
 4.Open questions
Feedback
 It is intended to help.
 Contributes to mutuality and building up of relationships.
 Reinforces positive new behavior.
 Satisfies needs of both the feedback giver and the one who receives feedback.
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.

3.HELPING
 Helping involves three different elements.
 Helping behavior is based on concern and empathy the counselor has for his counselee.
 It is also based on mutuality of relationship; counselee responds as much to the counselor's
needs as the former does to the latter's.
 And finally, helping primarily involves identification of developmental needs of the counselee
so that he may be able to develop and increase his effectiveness.
5.Human Relations1: Fundamental Concepts - nature of people, nature of organizations
HUMAN RELATIONS APPROCH

 People spend a large portion of their time in interacting with others.
In general, people have pair i.e. there are two persons contacts.
 These human relations involve the social transactions between them and it is an attempt to
understand and improve such transactions.
JOHARI WINDOW
 We all aware that a Window can facilitate to obtain a view of the world outside our privacy
 And also facilitate to let in fresh air and purify the atmosphere within the premises
JOSEPH LUFT & HARRINGTON INGHAM
have developed a diagram known as Johari window that gives to look at what one is conscious in
ones social exchanges and what one is not.
This model is made up of four different quadrants that together represent total person in relation to
others on the basis of awareness of behavior, feeling and motivation.
 This diagram also indicates how far the individual is straight forward, open and sharing.
 J W helps us to get a view of ourselves as it appears to us and as it appears to others.
 If we are to increase our effectiveness, it is imperative that we become aware of our strengths
and weaknesses.
 There are certain things we are not aware of till others tell us.
 Therefore, we need the help of others if we want to increase our effectiveness.
 Others will tell us about ourselves only if we ask and information through feedback.
 J W has four panes.
 The two columns represent aspects of self-awareness and two rows represent awareness of
other people.
A `B
 Arena or area of  Blind Area
free activity
C D
 Closed or Hidden  Dark are or
area Unknown area
 The first column stands for things I know about myself,

 The second column stands for things I do not know about myself
 Likewise the upper row contain things that others know about me and the second row contain
things that others do no know about me.
 This is shown in Figure 1.
Let us examine the contents within each pane.
In the Pane A (Arena) are aspects of the person known both to self and others.
 It would refer to knowledge, behavior, feelings, and motivation.
 Since it is information available to both self and others it can only be possible where there is a
fairly good degree of sharing and interaction.
 Hence, because of the information being available to both self and others it is referred to as
the Arena or Area of Free Activity.
 The first pane or quadrant is a result or consequence of openness, honesty and frankness.
Pane B (Blind Area)
 represents behavior, motivations not known to self but known to others.
 We all know that we may have gestures, mannerisms in behavior and speech of which we
may not be aware unless someone tells us about it.
 How often we have been to a meeting and noticed someone dominate the entire group
discussion and the person concerned may not be aware that he has been attempting to run the
whole show until someone had the courage to tell him so.
 Sometimes this information of his domination may come to him as a total surprise or he may
be very dimly or faintly aware of this aspect of his behavior.
 Some of us may have 'a facial twitch when answering questions - or
 When talking to particular individual. In fact in this pane the contents could include the way I
say things, the way I relate to others or other non-verbal cues I convey when I communicate.
 In some people or perhaps in many people Quadrant B is larger than they think. A student
has surprised many teachers and professors, at picnics or school and college functions, when
they have been mimicries. They are taken a back by how they come across to their students.
Pane C (Close area)
 would contain aspects of behavior and motivation, which is known or open to self but not
shared with other people.
 In fact, others may not be aware of information in this area or quadrant.
 Perhaps for some reason, which I may not even be fully aware, I may keep this information
hidden from them.
 My doubts, anxieties and fears are that if others knew what is the inside of me, they may not
like me or reject me.
 Because of this I may sometimes put on a mask. Hence this quadrant is termed as a Hidden
Area or sometimes as a Facade.
Pane D (Dark area)
 is the area of unknown activity where behavior and motivation are known neither to self nor to
others.
 Much of this sort of behavior is below the surface and one may never be aware of behavior
and motivation.
 This area or quadrant called the "unknown" may contain early childhood memories or latent
potentials.

Knowing the content of the 4 panes,
 we could take steps to increase our awareness of our strengths and weaknesses by shifting
the various axes vertically or horizontally.
 It is natural during the early phases of our interaction with a new superior, or on a new job, or
in a new department with new colleagues, to be very cautious and careful in dealing with
others.
 We may be hesitant to express ourselves, about our fears, our hopes or ambitions or our
doubts and anxieties. To the extent that we are restricted in the area of free activity we may be
operating as in Figure 2.
 A  B
 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.

7. The aim of openness is not to change the other, but to share an understanding of your
relationship. It helps you to know how you perceive each other's intentions and behavior, and
how you feel about each other's actions. This awareness of each other should open up new
behavioral alternatives. Choice among those alternatives, the change that grows out of
openness, should be self-determined.
8. There are a number of simple communication skills that are useful in trying to be open. These
skills can be acquired by attention and practice.
 There are many who are insensitive to feedback given to them or do not hear what the
superior or others tell them. This may be because they are either poor listeners or respond so
negatively to feedback that others are reluctant to give them feedback.
 Hence to move the vertical axis and narrow the area in the Blind Spot, we need to solicit
feedback we have be prepared to take a risk by certain self-disclosure. This would broaden the
area of free activity. Some information from the Unknown Arena will move in to the Area
called the Arena through insight.
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.

3. Involvement of Employees : Participation in management decisions have been proved as an
effective way of motivating employees. Participation allows employees to express their views. It
helps in developing greater communication among superiors and subordinates. Employees
develop a feeling that their suggestion is accepted in the process of decision making. It improves
acceptance of decisions and acts as a motivating force. Some commonly used participation
schemes are allowing representative participation, quality circles and employee ownership plans
commonly known as Employee Stock Option Plan. (ESOP)
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.
5. Management by Objectives (MBO): Management by objectives is technique of allowing setting

the goals by participation and actively involving manager and subordinates at every level. This
allows them to feel personal responsibility and a sense of achievement.
6. Performance Appraisal: Performance appraisal is a technique of assessing the employee

performance atregular and continuous intervals in order to appraise their abilities. It helps in
appraising the merits anddeficiencies of employees performance. This appraisal suggests
feedback to employees and they areallowed to overcome their deficiencies.
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.

 In the absence of HR Audit various deviations take place in the above listed matters which
leads to abnormalities in various forms like Disguise/Casual/Temporary/Contract Personnel
which do not tally with original OC/MP/JP etc., and are never in conformity with the avowed
policy of the Management.
 Audit is therefore essential not only in the area of Finance but also in the areas of HR
operative functions.
THE NEED AND PURPOSE OF FORMAL HUMAN RESOURCE AUDIT

Human Resource Audit is a systematic assessment of the strengths, limitations, and developmental
needs of its existing human resources in the context of organisational performance. (Flamholtz,
1987).
 Human Resource Audits give an account of the skills, abilities and limitation of its employees.
 The audit of non-managers are called skills inventory while the audit of managers are called
management inventoriesforce. (William B. Werther, Jr. and Keith Davies).
 The commonly understood audits are the established and regular accounting audits carried out in
accordance with specific statutory regulations. However, in the case of human resource audits,
there is no legal obligation, but enlightened managements have voluntarily accepted its
usefulness depending upon the circumstances. The following circumstances may be cited as
examples:
 felt concern by top management,
 compulsions of the external forces necessitating a situational audit,
 business changing significantly influenced by international business decisions affecting human
resource management, and an urge on the part of human resource management professionals
towards advancement of the practices and systems.
Human Resource Audit (HRA) : What it does?

1. HRA is a sort of feedback on the duties and working of the managers and other employees of the
organisation. It is a sort of quality control of the human resource of an organisation. HRA can be
conducted for a department or the whole organisation. It gives a more professional image and
helps in bringing out the problem not necessarily linked with the Human Resource division of an
brings about more uniformity in action.
2. Human Resource Audit is the critical analysis of the existing human resource within the
organisation. To be able to do that, the audit will have to be served with the data that is
quantitative, qualitative, as well as comprehensive. In other words, the success of this stage of
human resource planning solely rests upon the manner in which personnel records and other
information are maintained. It is from the base of the current situation that the human resource
audit is to take-off in order that the future must be planned. Hence, the information needs of such
a critical exercise must be met.
Scope of HR Audit
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.
AUDITING PROCESS : ESSENTIAL STEPS IN HRA

Though the process would vary from organisation to organisation, generally it involves the
following steps:
1) Briefing and orientation: This is a preparatory meeting of key staff members to:
i) discuss particular issues considered to be significant,
ii) chart out audit procedures, and
iii) develop plans and programme of audit.
2) Scanning material information: This involves scrutiny of all available information pertaining to t
he personnel, personnel handbooks and manuals, guides, appraisal forms, material on
recruitment, computer capabilities and all such other information considered material.

3) Surveying employees: Surveying employees involves interview with key managers, functional
executives, top functionaries in the organisationrepresentatives, if necessary. The purpose is
to pinpoint issues of concern, present strengths, anticipated needs and managerial
philosophies on human resources.
4) Conducting interviews: What questions to ask? The direction which audit must follow is based
on issues developed through the scanning of information gathered for the purpose. However,
the audit efforts will get impetus if clarity is obtained as to the key factors of human resource
management selected for audit and the related questions that need to be examined.
5) Synthesising: The data thus gathered is synthesised to present the 1.current situation
2.priorities 3. staff pattern, and 4.issues identified.
Similarly, future needs are identified and appropriate criteria developed for spotlighting the
human resource priorities and specific recommendations made.
7) Reporting: Just as the planning meetings of briefing and orientation, the results of the audit are
discussed within several rounds with the managers and staff specialists. In the process, the
issues that get crystalised are brought to the notice of the management in a formal report.
Follow-ups are necessary after an audit to see if the action plan used to solve problems found
this the audit worked or not.
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.
Five broad approaches to Empowerment have been suggested:
1. Helping employees achieve job mastery

(giving proper training, coaching, and guidance that will result in initial successes)
2. Allowing more control
(giving them discretion over job performance and then holding them accountable for outcomes)
3. Providing successful role models
(allowing them to observe peers who already perform successfully on the job)
4. Using social reinforcement and persuasion
(giving praise, encouragement, and verbal feedback designed to raise self-confidence)
5. Giving emotional support
(providing reduction of stress and anxiety through better role definition, task assistance, and
honest caring)

When managers use these approaches, employees begin believing that they are competent and
valued, that their jobs have meaning and impact, and that they have opportunities to use their talents.
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.
New Mind Set
 New Mind Set is required for Empowerment

 New Mind Set improves the Quality of Thoughts for Empowerment of individual.
 Our WILL POWER is more powerful in the process of Empowerment.
 The power previously vested in the Top Management positions has been redistributed in part to
the Middle and Lower employees, thereby empowering them.
 Liden and Arad (1996) interpret empowerment as the psychological outcome of structural changes
in the organization designed to provide power.
4 general dimensions of empowerment
Spreitzer (1997) identified four general dimensions of empowerment.
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.
2. Competence. Empowered individuals have a sense of self-effectiveness or personal competence.

They believe that they have not only the needed skills and abilities but also the confidence that they
can perform successfully.
3. Self-determination. Self-determination is represented by behaviors that are initiated and regulated

through choices as an expression of oneself, rather than behaviors that are forced by the
environment. Empowered individuals have a sense of responsibility for and ownership of their activity.
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:

1. “I know the outcomes for which I am accountable.”
2. “My manager really knows me.”
3. “My talents and abilities are fully utilized.”
4. “My successes are recognized by my manager and coworkers.”
5. “My manager does a good job of coaching me to build on my strengths.
6. “Of all the managers I‟ve had, my current manager is the best.”
7. “Everyday, I see clearly the value that I bring to the organization.”
8. “I am a member of one of the strongest teams within the organization.”
9. “In the past year, I have grown professionally more than any other year.”
10. “I have abundant confidence in our leader‟s decisions and direction.”
11. “Overall, I am extremely satisfied with my organization as a place to work.”
 Engaged employees care about the future of the company and are willing to invest the
discretionary effort.
 Engaged employees feel a strong emotional attachment,involvement and commitment to the
organization that employs them.
 As employee productivity is clearly connected with employee engagement, creating an
environment that encourages employee engagement is considered to be essential in the Effective
Management of Human Capital.
* Employer engagement - A company's commitment to improving the partnership between

employees and employer.
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.
* * Career advancement/improvement opportunities
 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,”
* Quality of working relationships with peers, superiors, and subordinates –
 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.


* Perceptions of the ethos and values of the organization –Inspiration and values' is the most
important in Employee Engagement . Inspirational leadership is the ultimate perk. In its absence, it
is unlikely to engage employees.
* 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 –
Look at employee benefits and acknowledge the role of incentives.

An incentive to reward good work is a tried and test way of boosting staff morale and
enhancing engagement.
" There are a range of tactics you can employ to ensure your incentive scheme hits the mark
with your workforce such as:
1. Setting realistic targets,

2. selecting the right rewards for your incentive programme,
3. communicating the scheme effectively and frequently,
4. have lots of winners and reward all achievers,
5. encouraging sustained effort,
6. present awards publicly and evaluate the incentive scheme regularly.
Human Relations Approach

HUMAN RELATIONEERING
To determine the effect of illumination and other conditions on workers and their productivity
Productivity improved when illumination was either increased or decreased.
(Then what are the other factors responsible for improving the productivity)
1. Improvement in productivity was due to such social factors as:

a. . Morale
b. . Satisfactory interrelationships between members of a Workgroup ( sense of
belonging)
Effective management – a kind of management that would understand human behaviour,
especially group behaviour and serve it through such interpersonal skills as motivating,
counseling, leading and communicating . This phenomenon arising basically from people being “
noticed” is known as Hawthorne Effect.

Human
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.
Many of the finance/production/civil,mechanical, electrical and other specialist of management men

are very much up to date with their profession/technology / raw material / equipment / spare parts and
its lubrication needs to minimise friction and ensure smooth function. Similarly they have to
understand & learn the techniques & tactics in handling people.
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.

 In the arena of Construction Industry, we come across people of heterogeneous groups with
cosmopolitan culture consisting of both internal and external customers.
Pre requisites for Cordial HR
1. Positive Attitude.
2. Win-Win approach.
3. Synergy.
4. Maturity.
2. WIN - WIN APPROACH
 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
 Role as a Family Member

 Role as a Citizen
 Role as an Employee

Role Clarity
 Ascertain your Role

 Understand what others are expecting from your performance
 Be loyal to the purpose of your existence in the organisation
 Understand your capability.
 Understand your copability.
Handling Subordinate
 It is for you to understand your subordinate

 Be clear what you want
 Be clear the limitations of your subordinates
 A sense of flexibility in pursuing your goals with your subordinate give you what you want.
 Understand not only work-zone but also social and family-zone of your subordinate
 Find out his hobbies and special interests
 Show genuine concern about his difficulties
 Use simple language
 Give empowerment
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.
How to Improve Relationeering
 Begin with a honest appreciation of positive points of others.

 Always try to find out inherent talents of others.
 Develop the art of Advising and Leading.
 Your people will judge you by the way you treat them.
 Develop the sense of ownership.
 Your first set of customers – The people around you.
 Be clear in your communication (simple and effective)
 Demonstrate Trust and Openness.
 Encourage people to approach you for solutions.
 Be part of solution too, not only problem.
 Seek to understand, then to be understood.
Job Enlargement & Job Enrichment

Quality of Life
 Quality of Work Life depends on favorable or unfavorable conditions of Job Environment.

 Its purpose is to develop jobs and working conditions that are excellent for both the employees
and the organization.
 One of the ways of accomplishing QWL is through job design.
 In the 1940s and 1950s, organizations began to realize that the structure of jobs must focus on
greater satisfaction of employee needs rather than specialization of work.
 In 1959 Herzberg, developed an approach to job design called Motivator- Hygiene Theory.
 The theory proposed that the primary determinants of employee satisfaction are called
Motivators, which are intrinsic to the work itself, such as recognition, achievement, and
responsibility.
 Dissatisfaction is caused by Hygiene Factors that are extrinsic to the work, such as salary,
supervisory practices, and company policies.
 Herzberg's theory proposed that job changes will enhance motivation and productivity only to
the extent that motivators are designed into work.
 During this time, two "job-change" strategies became popular: Job Enlargement and Job
Enrichment.
In theory the two are different; in practice they have a lot in common.
Job enlargement :Job Enlargement is the horizontal expansion of a job.
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.

Job Enrichment
 It is a vertical expansion of the job as opposed to the horizontal expansion of a job.

 Job enrichment .means increasing an employee's control over the planning and performance
of a job and participation in setting organization policy.
 Job Enrichment involves giving the employee more autonomy and decision-making power,
over, when and how work operations are performed.
A job may be enriched by:-
 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
Man Power Planning & Estimation for Company &Projects
1. Man Power Planning
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
 To have an accurate, estimate of the number of employees required with matching

skill requirements to accomplish organizational goals.
 To know about existing deployment
 To know the skill requirement
 To know the manpower requirement over a period of time
 To indicate lead time availability to select and train required additional manpower
 To keep Inventory of existing personnel.
3. Manpower Planning Process
a. Business Plan
b. Manpower Audit
c. Job Analysis
 The job identification its title, including the code number, if any
 Distinctive characteristics of the job. Its location; setting; supervision; union

jurisdiction. If any, hazards and discomforts.
Required personnel attribute; experience, training, apprenticeship, physical strength, coordination

or dexterity, physical demands, mental capabilities, aptitudes, social skills.
d. Job description
e. Job Standards
f. Comparative data collection
g. Permanent employees
h. Employees on site / project site
i. Daily wage employee
j. Project manpower planning & estimation

i. Average labour output
ii. Manpower expense calculation
iii. Bar chart programme
iv. “S” Curve
v. Man days requirement
Human Resource Planning System

Assess Formulate
Current Forecast staffing
Staffing
future strategy
Needs
human
needs
Evaluate and
update
Project Planning Team: Typical Manpower Planning
1. Determining expected labour productivity

2. Estimating workers requirement for each work package
3. Scheduling date-wise, category-wise, project direct labour.
4. Establishing a construction teams.
5. Organising task forces
6. Allocating labour during execution stage
7. Monitoring workers productivity
8. At site
9. Recording productivity data
9. Costing and controlling manpower costs
10. Controlling manpower mobilisation, distribution & demobilisation
11. Defining job requirement for key executive and staff appointments
12. Assist in recruitment of personnel.
13. Assist in designing incentive system
14. Assist in controlling manpower costs
15. Assist in training and induction of manpower

Performance Appraisal & Reward System
 Performance means the process of carrying out a work, demonstrating capabilities, to a

specific standard, with perfection.
 Appraisal means an assessment of individual -measurable conspicuous contributions, both
qualitatively & quantitatively, in fulfilling, a particular task.
 PA helps to appreciate employees strength and to find out the Areas Needs Improvement that
can be supported to facilitate them to improve their performance continuously.
 The effective Appraisal System is extremely important for a growing, expanding and diversifying
Organization
 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:
“Agree with me, What is expected of me”

“Give me an opportunity to perform”
“Develop me to do my job perfectly”
“Reward me according to my contributions”
Based on several experiences in various Organizations,
this Appraisal System has been evolved
 it attempts to focus on work and on reducing subjectivity as far as possible.

 It incorporates the stating of clearly defined objectives between the Team Leader and
Team Members.
 It is based on actual Performance and actual behavior on the job.
 It focuses on individual potential and its development.
PERFORMANCE RATING
ORDINARY PERFORMANCE
 Inadequate Performance
 Partially achieved objectives with no effective utilization of resources.
 Needs to be pushed.
SATISFACTORY PERFORMANCE
 Adequate Performance of allotted responsibilities and achievement of expected standards

 Exhibits a fair amount of self-reliance

 Can be depended on results with minimum supervision.
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
- Feed Back Consideration
 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.

Online Appraisal
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
WORK KNOWLEDGE (Skills & DEPENDABILITY (Reliability)

Competency)
APTITUDE (Interest in Work) QUALITY OF WORK (Right First Time)
ATTITUDE (Proactive Approach) COMMUNICATIONS (Ability to express with

clarity)
INITIATIVE (Voluntary Action) BEHAVIOUR (Acceptable conduct to get along with others)
ALERTNESS (Quick to Grasp) REGULARITY (Attending duty with punctuality)
Specific Soft Skills
(Convincing Communication, Cooperation & Coordination, Win-Win Negotiation, Trust worthiness,

Moral integrity, Initiative, Courage, Self-confidence and Decisiveness; Originality, Resourcefulness) .
 STRENGTHS :,,,,,,,,,,,,,
 AREAS OF IMPROVEMENT:,,,,,,,,,,,,,,,,,,,,,
 Assessment Year Performance::,,,,,,,,,,,,,,,,,,,,
 SPECIAL ACHIEVEMENTS::,,,,,,,,,,,,,,,,,,,,,,,,
Transactional Analysis

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
 As a theory of personality, TA describes how people are structured psychologically.

 This same model helps understand how people function and express themselves in their
behaviour.
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
 Living is a dynamic and growth-oriented process.

 A watchful person lives in the present tense.
 Life is a conglomeration of thrill, excitement, happiness, on the one hand, and struggle for
survival, on the other.
 A person contemplates the messages from one's own body and mind and concentrates on the
communication from others.
 It provides a method for studying the individual personalities in terms of the source of thoughts,
feelings and actions.
 Transactional Analysis is very effective in achieving personal growth.
Transactional Analysis helps an individual to achieve autonomy by
(1) Expanding awareness;

(2) Reciprocating spontaneity.
(3) Developing capacity for intimacy.
Another characteristic of an autonomous person is .
an ability to decide for oneself, taking responsibility for one's own actions, feelings and thoughts.
expresses innermost feelings of tenderness and closeness to others.
 How people communicate with each other,
 how people work for recognition,
 how time is utilised,
 how psychological games and manipulative roles are played.
Ego State
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.
1.Parent Ego state
 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.
There are 2 categories of PES.
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.
 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.
2.Child Ego State

If your feeling and acting resemble your behaviour when you were a child, when your desires, needs,
wants, feelings, creativity, is predominant, you are in a child ego state.
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.
The Adapted Child is the result of training and experience.
Our behaviour from this aspect of the Child includes not only useful things like saying "please' and
'thank you' and 'sorry' at appropriate times.
The Little Professoris intuitive, highly creative and manipulative.
 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.
3.Ault Ego state

 The Adult ego state is characterized by problem solving analysis and rational decision-making.

 People operating from the Adult ego state are taking the emotional content of their Child ego state
and the value-laden content of their Parent ego state and checking them out in the reality of the
external world.
 These people are examining alternatives, probabilities, and values, prior to engaging in behavior.
 If you are living in present tense, dealing with current reality, gathering facts and computing
objectively, you are in an Adult ego state.
 The thought concepts in adult ego state embraces thinking, perception and problem-solving.
 Even Adult - dominated people can be troublesome, because they can be very boring people to
work with. They are often "workaholics". They don't seem to act like other people. They are never
able to let you have fun. Thus, a balance between the three ego states makes for a healthy
person with whom to work.
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.
Four possible relationships result from these life positions:
(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
(4) we both have value (I am OK, You are OK).

I am not OK, you are not OK,
and
I am not OK You are OK
 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 ".
"I'm OK, you're not OK"
 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.
I'm OK, you're OK
 "I'm OK, you're OK" is suggested as the healthy life position.

 People with these feelings express confidence in themselves as well as trust and confidence in
other people in their environment.
 Their behavior tends to come from their Nurturing Parent, Adult and Adapted Child ego states.
TRANSACTIONS BETWEEN PEOPLE
 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.

OPEN TRANSACTION
 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.

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 MCM312 HUMAN RESOURCE MANAGEMENT

 Human Resource Management

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 201

There are as many Positions in an Organization as there are Personnel.

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Global Job Security

Employability is the security.

Capabilityis an ability to prepare for an action physically by acquiring hard skills

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 204

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 205

Emerging HRM Processes

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NEGATIVE ATTITUDE PERSON

Motives: a factor inducing a person to act in a particular way.

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 209

Perceptions: A mental concept that is developed as a consequence of the process of understanding,

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 211

Factors which affect members participation

It indicates the degree of respect between the two parties

Helpful hints for effective communication:

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iii Problem solving

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A group cannot automatically function effectively, it needs to be facilitated. Facilitation can be

To facilitate effectively the facilitator needs to

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 214

Language for Conflict

Let‟s look at a few problem scenarios.

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 215

Breaking the Stalemate

How the View explains our differences

Building Rapport What angers people?

S.R.P** 3RD TERM-HUMAN RESOURCE MANAGEMENT Page 216

Replacing CPC with co-operative communication

Sources of Conflict: Individual Factors  Differences in Experiences

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Organizational Factors  Role conflict

How to resolve conflict – with out offending anyone

CONCEPT AND FUNCTIONS OFHUMAN RESOURCE MANAGEMENT

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The important assumptions of HRM are as follows:

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6. Performance Appraisal: This function monitors employee performance to ensure thatFunctions

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4. Change and its Effect : Managing change. Stress and Counseling.

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How Do you Define Stress?

Types of Stress Types of Distress:

What Causes Stress?

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The Effects of Stress –On Individuals

The Effects of Stress – On Organizations

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Identifying the Problem

Solving Stress Problems

Caring for Troubled Employees

Resources for Managing Stress

 Counseling is a scientific process of rendering professional sevices(assistance, help and

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 What Constitutes Counseling?

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