Human Resource Management

WELCOME TO THIS COURSE HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT AN INTRODUCTION
UNIT-I
HUMAN RESOURCE MANAGEMENT IN INDIA

HUMAN RESOURCE PLANNING
RECRUITMENT AND SELECTION
UNIT-II
TRAINING AND DEVELOPMENT

EMPLOYEES GROWTH
PERFORMANCE APPRAISAL
UNIT-III
COMPENSATION MANAGEMENT
JOB EVALUATION
MORALE
UNIT-IV
MOTIVATION
GRIEVANCE AND DISCIPLINE PROCEDURE
GROUP AND LEADERSHIP
HUMAN RESOURCE
MANAGEMENT
UNIT I
CHAPTER I
HUMAN RESOURCE MANAGEMENT
AN INTRODUCTION
UNIT I
HUMAN RESOURCE MANAGEMENT - AN INTRODUCTION
Meaning of Human Resource Management
Managing people at work or in an organisation.

Organisational use of employees to gain or keep competitive advantage
against
competitors.
Maintaining the organisational culture by sharing values and beliefs.
Measuring quality and quantity of work, considering the cost of resources
used.
Scholar
Views on HRM
Edwin Flippo
HRM is planning, organising, directing, controlling of

procurement, development, compensation, integration,
maintenance and separation of human resources to the
end that individual, organisational and social objectives
are achieved.
Bach
HRM differs from employee relations in its focus on

management practices and tendency to ignore the
interests of employees.
UNIT I
Process of Human Resource Management
Staffing
Employee
Developme
nt
Talent
Manageme
nt
Performanc
e
Manageme
nt
Reward
Recognition
Human
Attribute
Manageme
nt
Importance and Role of Human Resource Management
HRM improves the organisational productivity.

HRM is essential for support function.
HRM manages money, market , material , machine and men.
HRM helps the management to achieve organisational objectives and
fulfill
government obligation.
HRM helps organisation to retain productive employees.
HRM provides performance-related feedback and ensure effective two
way communication.
HRM provides training and development programme for career
enhancement of employees.
HRM maintains performance standards through effective job design.
UNIT I
Concepts of Personnel Management
Personnel management is a part of

management which concerns people at work.
Personnel management brings employee and

employer together to develop an effective
organisation.
Personnel management concerns with

development policies :
Manpower planning, recruitment and
selection
Education and training, career development
Working conditions and employee standards
Personnel management is also concerned with

human and social implication of change.
UNIT I
Comparison between Personnel Management and Human

Resource Management
Aspects
Personnel
Management
Human Resource Management
Beliefs and Assumptions

Contract
Careful description of
written contract
Aim to be beyond contract or else can

do
Rules
Importance of planning
Impatience with rule
Management
action plan
Mutuality procedures
and clear rules
Business-needs
Managerial task
Monitoring
Nurturing
Nature of
relations
Pluralist
Unitary
Conflict
Institutionalised
De-emphasised
Strategic Aspects
Relation
Labour management
Customer
Initiative
Piecemeal
Integrated
Corporate plan
Marginal
Central
Speed of
decision
Slow
Fast
UNIT I

Resource Management
Aspects
Personnel Management
Line Management
Management
role
Transactional
Transformational leadership
Key managers
Personnel/IR Specialists
General/ business/ line managers
Communication
Indirect
Direct
Standardisation
High (e.g., parity an

issue)
Low (e.g. , parity not seen as relevant)
Prized
Management
Negotiation
Facilitation
Key Levers
Selection
Separate, marginal test
Integrated, key task
Pay
Job evolution
Performance-related
Conditions
Separately negotiated
Harmonisation
Labour
Management
Collective bargaining
contracts
Towards individual contracts
UNIT I

Resource Management
Aspects
Personnel Management
Key Levers
Thrust of
relations with
stewards
Regulated through
facilities and training
Marginalised
Job categories
and grade
Many
Few
Communication
Restricted Flow
Increased flow
Job design
Division of the labour
Teamwork
Conflict handling Reach temporary truces
Manage climate and culture
Training and
development
Controlled access to
courses
Learning companies
Focus of the
attention
Personnel
Wide ranging cultural
For interventions Procedures
Structural and personnel strategies
UNIT I

Resource Management
Classical Theories of Organisation:
Human Relation Theories:
Taylors Theory of Scientific Management

Fayols Administrative Theory
Webers Theory of Bureaucracy
The Hawthorne Studies

Chester Barnard
McGregors Theory X and Theory Y
Human Resource Theories:
Likerts Systems Theory (Four Systems of Management)

Blake and Moutons (Blake and McCanse) Managerial Grid
CHAPTER II
HUMAN RESOURCE MANAGEMENT
IN INDIA
UNIT I
Scope and Significance of Human Resource Management in

India
Scope in Personnel Aspect:
Manpower planning, recruitment and selection

Education, training and career development
Working conditions and employee standards
Scope in Welfare Aspect:
Canteen, rest room and lunch room

Housing
Transport
Medical assistance
Education, health and safety
Recreational facilities
Industrial Relation Aspect:
Joint consultation
Collective bargaining
Grievance and disciplinary procedure
Settlement and disputes
UNIT I
Uniqueness of Indian Management

Hiring practices
Compensation standards
Benefits
Statutory governance
Performance-linked reward
Payouts
CHAPTER III
HUMAN RESOURCE
PLANNING
UNIT I
Human Resource Planning

It is a process which helps to achieve organisational objectives.
It is based on four key rules:
Right
Right
Right
Right
number of people
kind of people
place
time
Why Human Resource Planning ?

To overcome the shortage of skilled employees
Changes made in the organisational structure and design
Rapid changes in technology and management
Changes in demographic structures like age, sex and education
Economic changes in micro and macro level
Process of Human Resource Planning
Understand the business requirements

Employ those who will deliver the required performance
Spot the talent
Workforce is competent enough to meet assign targets
HR manager assesses the employed workforce
Identify the areas of improvements
UNIT I
Activities and Responsibilities of Human Resource Planning
ACTIVITIES
Forecasting
the future
manpower
requirements.
Recruit correct
candidate.
Give proper training to
the candidate.
Organising various
career development
programmes for
employee growth.
Motivating employees
by giving them rewards
in terms of promotion,
money and extra
facilities.
RESPONSIBILITIES
Plan and establish
objectives.
Collect and summarise
data related to all HR
activities.
Monitor and measure
the performance.
Communicate to top
management about the
current scenario.
Doing research-based
activities to know about
the employee
satisfaction.
HUMAN RESOURCE
MANAGEMENT
UNIT II
CHAPTER IV
UNIT II
Concepts of Recruitment
Recruitment is a process of identifying potential candidates from within and

outside of an organisation.
Recruitment is done either locally or internationally.
Recruitment also includes the steps, collecting, measuring and evaluating
information about the candidate.
Process of Recruitment
Manpower planning
Job analysis methods
Identification of vacancies
Preparation of budget
Publication of information through
Job description
Job specification
Personnel specification
Advertisement
Internet
Reception of application form
UNIT II
Methods of Recruitment
Employment agencies and consultant

Campus recruitment
Walk-in interviews
Employees referrals
Indoctrination seminars
Unconsolidated application
Leasing
Voluntary organisation
Computer data bank
Recruitment Policy
Recruiting sources should be periodically checked

Measuring the various factors
Cost per applicant

Hiring ration
Tenure
Performance appraisal
Ethical practices should be followed
UNIT II
Recruitment Practice in India
Employment exchange policy in public sector

Contract Labour
Pre employment training programme before starting work at work floor
25% of reservation for scheduled castes and scheduled tribes
Recruiting freshers and then absorb them completely
Concept of Selection
Selection is a process of putting right man on right job.

Selection is a procedure of matching organisational requirements with the
skills
of people.
UNIT II
Concept of Selection
Selection is a process of putting right man on right job.

Selection is a procedure of matching organisational requirements with the
skills
of people
Selection Process
Preliminar
y
Interviews
Applicatio
n Blank
Referen
ce
Checkin
g
Written
Test
Employme
nt
Interviews
Medical
Examinati
on
Appointmen
t Letters
Selection Techniques
Selecting right candidate for required job, organisation will save time,
money and
improving the quality of work.
Proper screening of candidate during selection procedure.
Selection should be a positive process, so more candidates apply for the
UNIT II
TYPES OF INTERVIEW
Informal interview
Interview is conducted in an informal setting, e.g. ,interview held at the residence of

managing director.
Formal interview
Interview conducted at a particular location or time and the candidate is rated for
selection
.
Patterned interview
Interview is based on a certain pattern of questions.
Depth interview
Interviewee rated as per in-depth knowledge about a specific area.
Stress interview
Judgement of individual competence based on stress endurance.
Group interview
Interview is conducted for a group.
Panel interview
Interview is taken by panel of experts to select a candidate.
CHAPTER V
UNIT II
Concepts of Training
Training
Training
Training
Training
growth.
is a process of learning sequence.

is an application of knowledge.
gives awareness of rules and procedures.
improves the performance of current job and helps in career
UNIT II
Objectives of Training
Increase
productivity
Acquiring
manual
skills
Improve
quality
Fulfil
organisation
's future
personnel
needs
Acquiring
problem
solving skills
Acquiring
intellectual
knowledge
Improve
organisation
al climate
Obsolescenc
e prevention
Personal
growth
UNIT II
Importance and Need of Training
Importance
Training helps to develop the employee and make him suitable for the job
Training develops human skills and efficiency
Trained employees are assets to the organisation
Organisational viability, stability and growth can be achieved through training
Training is a significant part of management control
Need
Improvement of transformation process in an organisation

Training is required when there is a diversification of product line and new
technology
Importance and Need of Training
Analysis
of Job
Performance
Competenc
y Survey
Interviewing
Job Holders
Management
Recommendat
ion
UNIT II
Training Process
UNIT II
Techniques of Training
On-the-job training
Conducting training in work place
Programmed instructions
Procedure of guiding the participants strategically through the information
Computer-assisted instructions
Computer is used as an instruction material. E.g.- Chat, audio, text and video
Audiovisual techniques
Conducting training with the help of electronic black boards and slide projection
Business games
Direct progeny of war games that have been used to train officers. E.g.- Business
skills and interpersonal skills
UNIT II
Benefits of Training
Improve profitability
Improves morale of workforce
Helps people to identify the organisational goal
Helps in creating a better corporate image
Aids in organisational development
Helps to prepare guidelines of work
Helps in understanding organisational policy
Provides information for future needs
Helps employees to adjust in change environment
Create an appropriate climate for the growth and
communication
UNIT II
Training and Development Goes Hand in Hand
Training process helps to achieve long-term goals in an organisation.
Benefits of training is bidirectional,

i.e., for both individual and organisation
Develop
Improve the
various
Improve
productivity
technological communicatio
and
skills needed
n skills of
performance
to perform the
employee
of employees
job effectively
Improvement
in employee
attitude and
morale
Educate
employees
about job
ethics and
inappropriate
job behaviour
CHAPTER VI
EMPLOYEES GROWTH
UNIT II
EMPLOYEES GROWTH
Growth of an Employee
Growth of an employee depends upon his/her knowledge, skills and
ability.
Career
developmen
t or
counseling
services
Opportuniti
es for
employees
growth
Internal
career
advancemen
t
Mentoring
and
leadership
developmen
t
programmes
UNIT II
EMPLOYEES GROWTH
Career Planning
Career planning is a lifelong sequence of professional education and
development experiences that project an individual through the world of
work.
Career
Planning
Activitie
s
Succession
planning
Promotions
Demotions
Job transfers
Job rotation
Retirement
planning
UNIT II
EMPLOYEES GROWTH
Importance of Career
Planning
Effective
utilisation
of the
talent to
obtain
optimal
performanc
e
Career
planning
helps the
employees
to plan
their career
Career
planning
provides a
road map
of growth
Career
planning
helps to
achieve
career
objectives
Career
planning
provides
growth
opportuniti
es to
deserving
candidates
UNIT II
EMPLOYEES GROWTH
Benefits of Training
It is a systematic process where the organisation identifies, develops and

evaluates the existing staff.
Concerns with a type of person required to fill a particular post.
Creates a succession chart in respect of a particular position.
Helps in choosing the best among the employees of a specific skill.
Need of Succession Planning
Increase in vacancies for jobs

Growing organisational needs
Minimise the tendency of losing existing employee and rejecting
incompetent or undesirable employees
UNIT II
EMPLOYEES GROWTH
Career Programmes
Career
Programmes
Work family programmes

Relocation assistance and hiring
practices
Work family seminar and flexible
HR practices
Flexible work schedules
Outplacement programmes
Special programmes for women,
minorities and employees with
disabilities
Fast track employees
HUMAN RESOURCE
MANAGEMENT
UNIT III
CHAPTER VII
PERFORMANCE
APPRAISAL
UNIT III
Process of Human Resource Management
Staffing
Employee
Developmen
t
Talent
Managemen
t
Performance
Managemen
t
Reward
Recognition
Human
Attribute
Managemen
t
Concept of Performance Appraisal
Performance appraisals of employees are necessary to understand each

employees
abilities and competencies.
Performance appraisal rates the employees in terms of their performance.
Performance appraisals are an essential part of performance measurement.
Performance appraisals help to align the individual performances with the
organisational goals.
Objectives of Performance Appraisal
Review the performance of the employees over a given period of time.

Judge the gap between the actual and the desired performance.
Help the management in exercising organisational control.
Diagnose the strengths and weaknesses of individuals.
Provide feedback to the employees regarding their past performance.
UNIT III
Important Type : 360 Degree Performance Appraisal
360 Degree Performance Appraisal is also known as multi-rater feedback

The respondent can be peers , managers, subordinates, customers or
suppliers
Advantages of 360 Degree Performance Appraisal
For Individual
For Team
How others perceive them
Increase communication, trust level and team effectiveness
For Organisation
Better career development for employees and improve customer service by

involving them
UNIT III
Limitations of 360 Degree Performance

Appraisal
Limitations
Time-consuming.
Assimilation of 360 degree
performance appraisal
with traditional survey
research.
Difficult to measure for
large sample size.
Change in an organisation
hampers 360 degree
performance appraisal.
UNIT III
Concept of Management By Objectives (MBO)

Concep
ts of
MBO
MBO is defined
as a process
whereby the
employees and
the superiors
come together to
identify common
goals
MBO is
participative
goal setting,
choosing course
of actions and
decision making
Comparison of
the employees
actual
performance
with the
standards set
UNIT III
Features of Management By Objectives (MBO)
SMART
(Specific,
Measurable,
Achievable,
Realistic and
Time bound)
Goal
Focus on
future
Goals and
standards set
for the
performance
Better
communicatio
n and
coordination
UNIT III
Advantages of Management By Objectives (MBO)

For Appraisee
Improve motivation and job satisfaction

Improve working relation with the superior
Increase sense of personal values
For Appraiser
Identify strength and weakness of appraisee

Know about the expectations of team and individual
For Company
Improve performance of organisation and task performed by each

individual
Create the culture of continuous improvement
CHAPTER VIII
UNIT III
What is Compensation
Management?
Compensation is the salary received by

an employee in return for an individual
contribution to the organisation.
Compensation helps in motivating an
employee and improving organisational
effectiveness.
Component
s
Job
Analysis
Salary
Survey
Pay
Structure
UNIT III
TYPES OF COMPENSATION
Direct Compensation
Basic Salary
House Rent Allowance
Conveyance
Leave Travel Allowance
Medical Reimbursement
Bonus
Special Allowance
Indirect Compensation
Leave Policy
Overtime Policy
Hospitalisation
Insurance
Leave Travel
Retirement Benefits
Holiday Homes
Flexible Timings
UNIT III
NEED FOR COMPENSATION MANAGEMENT
Helps in
running an
organisatio
n
effectively
Motivate an
employee to
increase the
organisational
productivity
UNIT III
Theories of Compensation Management
Subsistence Theory
Standard of Living Theory
Residual Claimant Theory
The Wage Fund Theory
Demand and Supply Theory
Marginal Productivity Theory
Purchasing Power Theory
The Bargaining Theory of
Wages
UNIT III
Administering Benefits in Compensation Management

Collective Bargaining
Settlement between labour union and management
Mediation and Conciliation
Cognizance of the existing as well as apprehended dispute
Investigation
Investigating the industrial dispute
Arbitration
Arbitration is a part of the infrastructure of resolving the industrial dispute.
Adjudication
Mandatory settlement of industrial disputes by labour courts, industrial tribunals

or national tribunals
CHAPTER IX
JOB EVALUATION
UNIT III
JOB EVALUATION
What is Job Evaluation?

Job evaluation is a systematic process that one can use to determine the
relative level, importance, complexity, and value of each job in an
organisation.
Objectives of Job Evaluation
Collecting data and information relating to job description and job

specification.
Compare the duties, responsibilities and demands of a job with that of
other jobs.
Determining the hierarchy and place of various jobs in an organisation.
Determining the ranks or grades of various jobs.
Minimising wage discrimination based on sex, age, caste, region, religions,
etc.
UNIT III
JOB EVALUATION
Methods of Job Evaluation

Non- Quantitative
Ranking method
Ranking the key Jobs
Paired comparison
Single factor ranking method
Job evaluation by
classification
Job evaluation by point
Method
Job evaluation by factor
comparison
Quantitative
Point method
Skills
Responsibilities
Effort
Working conditions
UNIT III
JOB EVALUATION
Procedures of Job Evaluation

Analyse and
prepare job
description
Select and
prepare a
job
evaluation
plan
Classify jobs
Install the
program
Maintain the
program
UNIT III
JOB EVALUATION
ADVANTAGES AND LIMITATIONS OF JOB EVALUATION

Advantages
Helps in removing inequities in existing wages structures.

Information collected in a process of job description and analysis can be
used for
improvement of selection, training, transfer and promotion.
Limitations
Rapid changes in technology and in the study of demand for particular

skills,
create problems of adjustment .
Difficult to maintain a reasonable and acceptable structure of relative
earnings.
Job evaluation takes a long time to complete, requires specialised technical
personnel and is quite expensive.
UNIT III
JOB EVALUATION
Job Satisfaction
Job satisfaction is determined by a set of personal and job factors, personal
factors relate to workers age, length of service, intelligence, skill and other
personality or temperamental factors.
Recogniti
on as an
individual
Reputatio
n of the
concern
Good
working
conditions
A
meaningf
ul task
Determina
nts of Job
Satisfactio
n
Avoidance
of
arbitrary
actions
Job
security
Fair
wages
Opportuni
ty to
advance
HUMAN RESOURCE
MANAGEMENT
UNIT IV
CHAPTER X
MORALE
UNIT IV
MORALE
What is Morale?
Morale is an internal feeling and is inspired by the environment.

A feeling of enthusiasm, zeal, confidence in individuals or groups that they
will be
able to cope with the tasks assigned to them
Importance of Morale
Morale directly impacts the working of an individual either in positive or

negative way.
Morale can also relate to confidence with which the employee performs
his/her job.
Individual need fulfillment can be measured by the level of morale.
Classification of Morale
Background of Employee
Personal Environment of Employee
Personality, family background , education and so on.

Family, friends and neighbours
Management Practices
Manager behaviour, promotion methods, working conditions, disciplinary actions

and handling employee issues
UNIT IV
Techniques to Measure an Employee Morale
Job satisfaction
Guided interview: E.g.-Printed questionnaire which are answered orally
Unguided interview: E.g.- Talk freely what employee feels about the
organisation and its people
Combination of guided and unguided interviews
Listening process
Questionnaires
MORALE
UNIT IV
How to Improve Employee Morale?
Job Aspects
Creation of whole jobs

Job enrichment
Building responsibility into job
Modifying the work environment
Job-sharing
Rotation of jobs
Profits-sharing
Employee Aspects
Employee contest
Special recognition
Awards to long-service employees
Free coffee during rest breaks
Film shows for employees during lunch hour
Training the supervisors how to handle people
MORALE
UNIT IV
Working Environment Aspect
Developing work groups

Developing the social contact of the employees
The use of music
Regular rest breaks
MORALE
CHAPTER XI
MOTIVATION
UNIT IV
MOTIVATION
What is Motivation?
Motivation is positively correlated with concepts of level of aspiration,

degree of commitment and inclination towards action.
Motivation can be defined as forces acting either on or within a person to

initiate behaviour.
The word is derived from the Latin term motivus (a moving cause), which
suggests the activating properties of the processes involved in
psychological motivation.
Definition
Motivation is typically defined as the forces that account for the arousal,
selection, direction and continuation of behavior. - Houghton Mifflin
UNIT IV
MOTIVATION
Steps in Motivation
Size up situation requiring motivation
Prepare a set of motivating tools
Selecting and applying the appropriate

motivator
Follow-up the results of the application
UNIT IV
MOTIVATION
How to Motivate Employees?
Provide
regular
feedback
Provide
training
Create subgoals to
measure
accomplishment
s
Maintain
neat and
orderly
work area
Equally
divide the
load of
work
among the
team
UNIT IV
MOTIVATION
Motivation Cycle
Goals
Needs
Anything whichDrives
will alleviate a need
Anything that fulfils human wants
andset
reduce
drive
Drives are
up toaalleviate
needs
UNIT IV
MOTIVATION
Theories of Motivation
Maslows Hierarchy of Needs
Physiological(food, water, shelter)

Safety (feels free from immediate danger)
Belongingness and love (belongs to a group, viz., close friends)
Esteem (feeling of moving up in the world)
Self-actualisation (it knows exactly who you are, where you are going, and what
you want to accomplish)
McGregors Theory X and Theory Y
Theory X
People must be forced, controlled, directed, or threatened with punishment in

order to get them to achieve the organisational objectives.
Theory Y
People will work in their own interest and responsibility .
UNIT IV
MOTIVATION
Herzbergs Hygiene and Motivational Factors
Hygiene or
Dissatisfiers
Motivators or
Satisfiers
Working conditions
Policies and
administrative practices
Salary and benefits
Supervision
Status
Job security
Co-workers
Personal life
Recognition
Achievement
Advancement
Growth
Responsibility
Job challenge
UNIT IV
MOTIVATION
Analysis of Maslows, McGregors and Herzbergs Theory
Herzbergs theory is a micro-version of Maslows theory that is focused in

the work environment.
McGregor's theory X is based on workers caught in the lower levels while

his theory Y is for workers who have gone above level 3 (esteem and selfactualisation) with the help of management.
McGregor's theory X is also based on workers caught in Herzberg's hygiene

dissatisfiers, while theory Y is based on workers who are in the motivators
or satisfiers.
CHAPTER XII
GRIEVANCE AND DISCIPLINE
PROCEDURE
UNIT IV
What is Grievance?
A written complaint filled by an employee and claiming unfair treatment.

Dissatisfaction of an employee is anything that disturbs the employee,
whether expressed or not.
Causes of Grievance
Promotion
Amenities
Continuity of services
Compensation
Disciplinary action
Fines
Increments
Wages
Acting promotion
Recovery of dues
Safety appliance
Superannuation
Supersession
Transfers
Victimisation
Conditions of work
UNIT IV
Pre-requisites of a Grievance Procedure
Conformity with prevailing legislation
Clarity
Promptness gives further to the success of the grievance procedure.
Training
The grievances method should be simple.
Promptness
There should be clarity regarding each and every aspect of the grievance
procedure.
Simplicity
Grievances procedure must be given to the existing statutory provisions.
Imparting training to the supervisors and union representatives in handling

grievances
Follow-up
Grievance procedure depends upon a proper follow-up by the personnel

department.
UNIT IV
Grievance Handling Procedure
Lodged the
written
complaint
Notification
of the
hearing of
grievance
Decision
will be
taken by
top
manageme
nt
Person will
be
informed
about the
decision
Action is
taken as
per the
organisatio
n policy
Benefits of the Grievance Handling
It encourages employees to raise concerns without fear of reprisal.

It provides a fair and speedy means of dealing with complaints.
It prevents minor disagreements developing into serious disputes.
It saves employers time and money as solutions are found for workplace
problems.
It helps to build an organisational climate, based on openness and trust.
UNIT IV
Meaning and Objectives of Discipline

Discipline is the observance of principles, rules or any other laid down
procedure, practices, written or otherwise in the organisation by the
employees or group of employees, to whom these apply, for smooth and
effective functioning of the organisation.
Objectives
To accept the rules, regulations and procedures of an organisation.

To create an atmosphere of respect for the human personality and human
relations.
To increase the working efficiency and moraleof the employees.
Disciplinary Procedure and Guidelines of Disciplinary Actions
An accurate statement of the disciplinary problem

Collection of data or fact bearing on the case
Selection of tentative penalties to be imposed
Choice of the penalty
Application of the penalty
Follow-up on the disciplinary action
UNIT IV
Guidelines of Disciplinary
Actions
The line executive should issue only

verbal and written warnings
Proper formulation and
communication of rules
Rules and regulation should be
reasonable
Disciplinary action should be taken
in private
Importance of promptness in taking
disciplinary action
Action should be taken in cool
atmosphere
After a disciplinary action has been
taken by the supervisor, (s)he
should treat subordinates in a
positive manner
Negative motivation should be
handled in a positive manner
CHAPTER XIII
UNIT IV
Definition and Characteristics of Group

Definition
Two or more persons in a state of social interaction

A group consists of two or more persons who share norms about certain
things with one another and whose social roles are closely interlocking
A group is plurality of persons who interact with anyone else
Characteristic of a Group
Two or more people in single group

The members of a group occasionally meet, talk, and do things together
The members of a group have something in common like common goals,
common threat, security concern and so on.
People who interact with each other and who share a common ideology are
attracted to one another.
UNIT IV
Types of Groups
Formal Group
Approved by some authority

There is a fixed division of labour.
Individuals are assigned specific responsibilities.
There are personal interactions between the group members.
Informal Group
Informal groups are not very well organised groups.

They exist because the formal groups in an organisation do not satisfy human
needs sufficiently.
Informal workgroups provide a means of satisfaction for security needs, social
needs and esteem needs.
Group Decision-making and its Advantages

Important decisions are taken by groups and not by individuals.
Advantages
A wide range of alternatives and solutions are considered.

Decisions taken in a group are well-accepted and the level of commitment is
also high.
People accept a decision, when they have contributed to decision-making.
UNIT IV
Concepts and Characteristics of Leadership

Concept of Leadership
Managers are people who do things right, while leaders are people who do
the right things.
Leadership is all about courage to dream big.
Leadership is a complex process by which a person influences others to
accomplish a mission.
Leadership makes people want to achieve high goals and objectives.
Leadership can be used for good or ill.
Importance of Leadership
Initiates Action
Motivation
A leader communicates the policies and plans to the subordinates.

A leader motivates the employees with economic and non-economic rewards.
Providing Guidance
Subordinates are guided by the leaders.
UNIT IV
Creating Confidence
Building Morale
A leader can be a morale-booster by achieving full co-operation.
Building Work Environment
Creating confidence among the subordinates to achieve the goal effectively.
A leader should listen to his subordinates problems and solve them.
Co-ordination
Proper and effective co-ordination should be the primary motive for a leader.
UNIT IV
Theories of Leadership
LEADERSHIP THEORY
Trait Approach
Intelligence
Leaders have higher intelligence than

followers
Social maturity and breath
Leaders tend to be emotionally stable and

mature
Inner motivation
Leaders have relatively intense

motivational drives
Human relation attitude
Leaders employee-centered rather than

production -centered
Strategic Aspects
Autocratic
Leaders give commands and expect

compliance
Participative
Leaders want people to participate in

decision-making
Instrumental Supportive
Emphasises the leaders role as a manager

SITUATIONAL APPROACH
Leadership ability in various organisational activities.
UNIT IV
Theories of Leadership
Contingency Theory
The Fiedler Model
The relationship between the leaders and followers
The structure of the task
Position Power
Situational Leadership Theory
Autocratic: It is a contingency theory that focuses on followers readiness
The Path-goal Theory
Directive leader behavior: Giving guidance and direction and scheduling work
Supportive leader behaviour: Concern for subordinate-welfare, and treating members as equals
PowerParticipative leader behaviour: Consulting subordinates, soliciting suggestions, and allowing
participation in decision-making.
Achievement-oriented behavior: Setting challenging goals, expecting subordinates to perform at
high levels
UNIT IV
CLASSIFICATION OF LEADERSHIP
The Bureaucrat
The Autocrat
He is an opportunist who exploit

subordinates.
The Expert
He is directive and expects obedience

from followers.
The Diplomat
Who sticks to routine, pleases his

superiors, avoids subordinates
He is self-centered and interested in his

own narrow field.
The Quarterback
He identifies himself with his

subordinates.

Human Resource Management

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Human Resource Management

Transféré par

Droits d'auteur :

Formats disponibles

WELCOME TO THIS COURSE HUMAN RESOURCE MANAGEMENT