2. PRINCIPLES OF HUMAN RESOURCE
MANAGEMENT
1. Principle of individual development – to offer full and equal opportunities to
every employee to realise his/her full potential.
2. Principle of scientific selection – to select the right person for the right job.
3. Principle of free flow of communication- to keep all channels of
communication open & encourage upward, downward, horizontal, formal &
informal communication.
4. Principle of participation – to associate employee representatives at every
level of decision making.
5. Principle of fair remuneration- to pay fair & equitable wages & salaries
commiserating with jobs.
Principle is a fundamental truth established by research, investigation and
analysis
3. 6. Principle of incentive – to recognise and reward good performance.
7. Principle of dignity of labour – to treat every job holder with dignity and
respect.
8. Principle of labour management co-operation – to promote cordial industrial
relations.
9. Principle of team spirit – to promote co-operation & team spirit among
employees.
10. Principle of contribution to national prosperity – to provide a higher
purpose of work to all employees and to contribute to national prosperity.
4. HUMAN RESOURCE POLICIES
Examples of specific HR policies:
1. Policy of hiring people with due respect to factors like reservation, sex,
marital status etc.
2. Policy on terms & conditions of employment- compensation policy &
methods, hours of work, overtime, promotion, transfer, lay-off.
3. Policy with regard to medical assistance-sickness benefits, company medical
benefits.
4. Policy regarding training & development – need for, methods, frequency of
training and development.
5. Policy regarding housing, transport, uniform & allowances.
Formulating Policies
-A policy is a plan of action. It is a statement of intention committing the
management to a general course of action.
5. FIVE PRINCIPLE SOURCES FOR
DETERMINING THE CONTENT AND
MEANING OF POLICIES.1. Past practice in the organisation
2. Prevailing practice in rival companies
3. Attitudes & philosophy of founders of the company as also its directors
& top management.
4. Attitudes & philosophy of middle & lower management.
5. Knowledge and experience gained from handling countless personal
problems on a day-to-day.
6. EVOLUTION AND DEVELOPMENT OF
HUMAN RESOURCE MANAGEMENT
(HRM)
• Trade Union Movement Era
• Social Responsibility Era
• Scientific Management Era
• Human Relations Era
• Behavioural Science Era
• Systems Approach Era
• Contingency Approach Era
7. 1.TRADE UNION MOVEMENT ERA
• Condition of workers was pathetic in the aftermath of factory system, industrial
revolution and first world war
• State intervention was felt;
abolition of ‘jobber system’ and the appointment of labour officers in industrial
enterprise to perform the recruitment function as well as to settle the worker’s
grievances
• Workers started forming associations – Trade Unions- Trade Union Act 1926
8. 2.SOCIAL RESPONSIBILITY ERA
• Humanistic and Patristic Approach was seen by some Industrialist In the starting
decade of 20th century
• Robert Owen being one of them.
He viewed that the principal social and economic environments influence the
physical mental and psychological development of workers. Therefore, in order to
improve the productivity, it is necessary to improve, conditions of employees by
removing them from an adverse environment or by changing the environment with
the provisions of more satisfactory living and working conditions.
9. 3.SCIENTIFIC MANAGEMENT ERA
• Fredrick Winslow Taylor’ in the USA early in the 20th century developed
four principles of scientific management
• 1. Development and use of scientific methods in setting work standards,
determining a fair day’s work, and best way of doing work. (Time study,
Motion Study, Standard tools and techniques)
• 2. Scientific selection and placement of workers best suited to perform
the various tasks and provision of their training and development for
maximum efficiency. (incentive and differential piece wage system)
• 3. Clear cut division of work and responsibility between management and
workers.
• 4. Harmonious relations and close cooperation with workers to secure
performance of work in accordance with the planned jobs and tasks.
10. HUMAN RELATIONS ERA
• Between 1925 and 1935 many experts expressed their opinions towards the human
aspects of organisational activities
• Hugo Munsterberg in his book “Psychology and Industrial Efficiency” suggested the
use of psychology in selection, placement, testing and training of employees in an
organisation.
• Elton Mayo and his associates conducted a series of experiments from 1924 to
1932 at the Hawthorne plant of the Western Electric company in the USA
11. • Findings of the Hawthorne Experiments were as follows:
• 1. Physical environment at the work place do not have any material
impact on the efficiency of work.
• 2. Favourable attitudes of workers and work-team towards their work were
more important factors determining efficiency.
• 3. Fulfillment of the worker’s social and psychological needs had a
beneficial impact on the morale and efficiency of workmen.
• 4. Employee groups based on social interactions and common interests
exercised a strong influence on worker’s performance.
• 5. Workers cannot be motivated solely by economic rewards. More
important motivators are job security, recognition, right to express their
opinion on matters related to them.
12. 4.BEHAVIOURAL SCIENCE ERA
• Behavioural science era assumes human behaviour as a means to achieve
efficiency in performance
• Based on the findings of intensive research carried out by behavioural scientists
belonging to the disciplines of sociology, social psychology, anthropology and
management experts
13. Important elements of the behavioural approach of HRM
• Individual behaviour is linked with the group behaviour.
• Informal leadership rather than the formal leadership of manager is more
effective in influencing people to achieve standards of performance
• By nature, people do not dislike work they are motivated by self- control
and self development.
• Expanding subordinate influence, self- control and self- direction can
improve operating efficiency.
14. 5.SYSTEMS APPROACH ERA
• System is defined as “an organised and complex whole: an assemblage or
combination of things or parts forming a complex unitary whole.”
• Any working organisation usually consists of three broad sub-systems
Technical Sub-system, Social Sub- system, Power Sub-system
• Activities relating to procuring and transforming inputs into outputs are viewed as
enterprise operations.
15. • System approach is characterized by the following features:
• 1. A system is a group of inter-related elements which are separate entities/units.
• 2. All the elements are inter-related in an orderly manner.
• 3. There is the need for proper and timely communication to facilitate interaction
between the elements.
• 4. The interaction between the elements should lead to achieve some common
goal.
16. 6.CONTINGENCY APPROACH ERA
• Believes that there is no one way of managing that works best in all situations
• It is imperative for managers to analyse different situations and then use the best
approach best suitable in that particular situation
