Here are the answers to the quiz questions: 1. True 2. True 3. Scientific Management Theory 4. True 5. Controlling involves measuring actual performance against the standards and taking corrective actions. 6. Support and advise 7. TATA Group 8. False 9. True 10. False (Moonlighting is having a secondary job, job shadowing is observing someone on the job)

1. Human Resource Management
PROF PRIYA NAIDU

2. Getting started……
Discipline is of UTMOST importance.
Attendance and attentiveness.
Mobile phones/ Electronic Gadgets are NOT allowed in the classroom.
Pedagogy  Discussion+ Question and Answers are most welcome.
Healthy discussion Brain Storming  Enriched Audience.
Timelines given for the completion of the assignment will be FINAL
and will not be differed.
Internal Assessment- Class participation (15), JAM (15),
GD(15),Assignment(15)

3. Objectives
To define Human Resource management(HRM) – Session 1
Why HRM ? – Session 1
To study the evolution of HRM – Session 1
Fredrick Taylor’s Theory of Scientific Management – Session 2
To differentiate between Personnel Management and HRM – Session 2
To study the various functions and objectives of HRM – Session 2

4. Outcomes
The participants will know the meaning of Human Resource
Management.
The participants will understand the role and importance of HRM.
The participants will understand how HRM evolved.

5. Definition : Human Resource
 Human resource is the set of the people who make up the workforce
of an organization, business sector, industry, or economy.
A narrower concept is human capital, the knowledge which an
individual embodies.
Similar terms include manpower, labor, personnel, associates or simply
people

6. Definition : Human Resource
Management
HRM is the set of organizational activities aimed at attracting,
developing and maintaining an effective workforce.
Edwin B. Flippo.
HRM is planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance
and separation of human resources to the end that the individual,
organizational and social objectives are accomplished.

7. Why HRM ?
To avoid instances like :
Hire the wrong person for the job.
Idle capacity and lack of Training,
Discriminatory salaries of employees,
Commit unfair labour practices
Not abiding the occupational safety laws for unsafe practices and
accidents.

8. Evolution of HRM (Historical Perspective)
Commodity
Concept
/Slave
Factor of
Production
Master and
Servant
Concept
Paternalistic
concept
Buying the labor
Getting Arduous
Jobs
Barter Method
Non-Complaince
(Serfs)
Tool for production Ill treated
Hire-Fire
Humanitarian grounds
HR Concept
Asset
Behavioral Studies

9. Evolution of HRM( from PM – till date)

10. Personnel Management Approach
Remained in Vogue much across the 20th Century.
Government laid rules i.e statutory compliances :
•Employee record keeping
•Adherence to the stated policies while implementing functions such as
recruitment, training and wage administration
•Taking welfare oriented measures such as providing medical care,
vaccinations, housing facilities

11. Personnel Management Approach (contd)
•Dealing with trade unions to resolve industrial disputes through
collective bargaining and other industrial relations approaches.
• Maintaining report card of past performance to determine pay and
promotions.
•Increasing productivity by training and resulting in increase of wages –
influence by scientific management approach promulgated by Frederick
Taylor.

12. Scientific Management Theory
In 1909, Taylor published "The Principles of Scientific Management.“
By optimizing and simplifying jobs, productivity would increase.
Workers and managers needed to cooperate with one another.
Promoted the idea of "a fair day's pay for a fair day's work.“

13. Four Principles of Scientific Management
Replace working by "rule of thumb," or simple habit and common
sense, and instead use the scientific method to study work and
determine the most efficient way to perform specific tasks.( Science
and not the thumb rule)
Allocate the work between managers and workers so that the
managers spend their time planning and training, allowing the workers
to perform their tasks efficiently. (Cooperation and not Individualism /
Harmony and not discord/Division of responsibility)
Rather than simply assign workers to just any job, match workers to
their jobs based on capability and motivation, and train them to work
at maximum efficiency.(Development of every person)
Monitor worker performance, and provide instructions and
supervision to ensure that they're using the most efficient ways of
working.

14. Human Resource Management Approach
The recruitment and skill enhancement of the workforce having a
direct bearing on organizational profitability, efforts began to increase
worker’s commitment and loyalty.
Motivation took the shape of challenging work environment, free
holidays, creating an active social community within the workforce,
fringe, besides monetary incentives.
Training acquired a new “Training and Development” dimension with
the focus on behavioral training to change attitudes and develop basic
skills rather than remaining limited to inculcating work-related skills.

15. Human Resource Management(contd)
Wage and Salary Administration became more complex with the
introduction of performance related pay, employee stock options.
The report-card based performance appraisal systems become more
proactive with new techniques such as Management by Objectives, 360
degree appraisals
Emphasis on leadership instead of managing people.
Father of HRM ( George Elton Mayo)
Hawthorne Experiment.

16. Hawthorne Experiment (contd)
General Electric.
Low Productivity and dissatisfaction.
4 experiments :
ILLUMINATION EXPERIMENT : Assumption : Lower the light Lower
the productivity.
G1 : Experimental Group - Variation of Light.
G2 : Control Group- No variation of Light.
G1 : Outcomes – As light decreased the productivity increased.
Decreased only when the light was as dim as moonlight.
PHYSICAL FACTOR – does not have any influence on Productivity. It is
the human factor.

17. Hawthorne Experiment (contd)
Relay Assembly Test Room Experiment.
Obj : To test the effect of Job Conditions on group productivity.
•2 Female workers were allowed to pick their team members.
•Speed and continuity was being judged.
•This was been observed for 4-12 weeks.
•An observer was entrusted to read the changes.
•In case of any change the workers were consulted.

18. Hawthorne Experiment (contd)
Changes introduced:
•Incentive System – Productivity Increased. (Smaller group-
homogenous)
•Two 5 min rest extra - Productivity Increased.
•Rest period duration decreased but freq. increased - Productivity
decreased.
•Snacks were introduced - Productivity Increased.
•Change in Timings - Productivity Increased. (5, 4:430,4:00-, Saturday
off).
Original setting reversed – Then too productivity was high.
Finding in 12 weeks experiment – Stability, Sense of belongingness,
Overall attitude towards work/organisation. (Social Belongingness)

19. Hawthorne Experiment (contd)
Mass Interview experiment.
20000 interviews.
Attitude, Supervisor, Insurance Plans, Promotion policy etc.
Initially used Direct questions/ Closed Ended – Later Open ended.
Findings :
•Person and Events - satisfaction/dissatisfaction depends on (employees
personal situations)
•Social demands are influenced by experience in the social groups
(internal/external)
•Employee’s perception is based on employee’s position.
Overall – Worker’s behavior is influenced by Group Behavior.

20. Hawthorne Experiment (contd)
Banking Wire Experiment.
Objective: Impact of small group on individual behaviour.
14 male workers.
Group Incentives were introduced.
Assumption : Workers will produce more to earn more.
Findings : Productivity Decreased.
- Fear of unemployment. ( variation of production, pulled back)
- Fear of raising the target.
- Protection to slower workers.

21. Strategic Human Resource Management
Increased reliance on performance based short term contracts instead
of long term employment
Direct linkage of compensation to the profitability of the enterprise
and the employee’s contribution towards such profitability
New dimensions for training and development function by
encouraging and facilitating innovation and creativity
Motivation through enriching the work experience.
Performance and Talent Management displacing performance
appraisals.

22. Personnel Management Vs Human
Resource management
Parameters Personnel Management Human Resource Management
Scope Limited to the Employee Spread to cohesive workmanship
Alignment with Org
Obj
Employee Centric- Not
aligned
Promotes Mutuality of interests -Org and
Individual
Key Relations Labor Management Customer Centric
Initiatives Piecemeal Integrated with interest of stakeholders
Management role Transactional Transformational
Communication Indirect Direct
Decision making Slow Fast
Important skill Negotiation/Bargaining Facilitation
Pay Fixed Performance Based
Terms and
conditions Separately Negotiated Harmonization
Labor management Collective Bargaining Individual Contracts
Job design Division of Labor Understanding & Team work

23. HRM in India
Ph -1
• TATA Group – managing their employees
• Traditional function on welfare and labor relations prevailed
Ph -2
• In 1947 –Trade union activity intensified – introduction of labor laws
• Many parts of India – confrontation against aggressive labor Unions.
Ph-3
• 1985-95 IIM-A professor Udai Pareek and T.V Rao popularized HRD concepts
• Knowledge industry, Globalization, demand for talent pool.
Ph -4
• 2008-09 Economic Recession –resulted in Recruitment Freeze
• Downsizing, cancelling offer letters.
Ph -5
• Moving to Gig Economy.
• Gamification.
• Co –working spaces etc
• Pandemic - WFH

24. Objectives of HRM
To create and utilize an able and motivated workforce, to accomplish
the basic organizational goals.
To establish and maintain sound organizational structure and
desirable working relationships among all the members of the
organization.
To secure the integration of individual and group goals with those of
the organization.
To create facilities and opportunities for individual or group
development so as to match with the growth of the organization
Provide adequate and equitable wages, incentives, employee
benefits and social security measures

25. Objectives of HRM
To maintain high morale and sound human relations by improving
working conditions
To strengthen the human asset by providing Training
To provide opportunity for expression and voice in management
To provide fair, acceptable and efficient leadership

26. Functions of HRM
MANAGERIAL FUNCTION
• Planning
• Organizing
• Staffing
• Directing
• Controlling
OPERATIVE FUNCTION
•Acquisition
•Human Resource Development
•Compensation /Remuneration
•Human Resource engagement and
utilization.
•Human relations, HR analytics and
other issues.
•Retention, Separation and Re-
employment

27. Operative Functions of HRM
Acquisition
• Job design and
Analysis
• HR Plan
• Recruitment
• Selection,
Induction and
Placement
Human Resource
Development
• Performance
Management
• Training
• Management
Development
• Career planning
• Organizational
Change
Compensation
• Job Evaluation
• Salary
Administration
• Incentive
Payment
• Social Security,
Fringe Benefits
including Safety
and Health
HR Engagement
and utilization
• Motivation
• Leadership
• Communication
• Participation
• Empowerment
and quality
circles.

28. Operative Functions of HRM
(contd)
Human Relations and
other issues
• Industrial Relations
• Unions and
Association
• Grievance and
Discipline
• Conflicts and
Collective Bargain
• HR accounting and
Audit
• Ethical and
contemporary Issues
HR: Retention,
Separation and Re-
employment
• Retention
• Separation : Natural,
Employee initiated,
employer initiated.
• Re-employment
Acquisition
• Job design and
Analysis
• HR Plan
• Recruitment
• Selection, Induction
and Placement

29. ONGC’s HR Objectives
Enrich and sustain the culture of integrity, belongingness, teamwork,
accountability and innovation.
Attract,nurture, engage and retain talent for competitive advantage.
Enhance employee competencies continuously – Build a Joyous
workplace – Promote high performance work systems.
Upgrade and innovate HR practices, HR system and procedures to
global benchmarks.
Provide work life balance- Measure and Audit HR performance.
Inculcate a sense of Corporate Social Responsibility among
employees.
Source : http://www.ongcindia.com/people.asp

30. Key Terms
Authority
• Inherent by the position.
•Binds the organization.
•Downward flow.
•Does not consider the Personal Characteristics.
Responsibility
•Duties
•In charge for carrying out tasks

31. Key Terms (contd)
Line Managers
Employer –Employee
Contribute directly to the organizational objectives
Can direct an employee without consultation.
Staff Managers
To support, assist and advice.

32. Example :

33. Merits of Line Authority and Staff
organizations
Planned specialization
The staff using their subject matter expertise advice the line managers
for adopting a multi dimensional view point.
Well defined authority and responsibility – established line of
command. (Less burden)
Learns co-ordination, co-operate and leadership

34. Demerits of Line and Staff
May differ in opinions.
Misinterpretation of expert advice by incompetent line employees.
The staff employees may feel that they have less authority.
Staff becomes ineffective without authority.

35. Conflict – Line and Staff
LINE VIEW
•Staff takes the Line authority of
employee selection.
•Staff does not give sound advice as
they are not accountable for the
results.
•Staff steal credits for programmes
that are successful and blame for
the rest.
STAFF VIEW
•Line does not take proper utilize
the capability and services of staff
•Line resists new ideas
•Line does not give enough
authority to staff.

36. Factors Shaping Human Resource
Management
Globalization and cultural diversity.
Technological Advancement.
Economical Unrest.
Political interventions.
Competition (low Labor Cost and quality).
Nature of Work – Tech Jobs , Service jobs.
Demographics.

37. Key Trends in HRM
Flat Organization Structure
Employee referrals
Job Shadowing
Attitude and Emotions
Employees for lease /
Outsourcing
Second Career options for
Women
Moon lighting
Mentoring
Flextime
WFH
EAP (Employee Assistance
Programs)
Double jobbing
Great Resignations 2021
Employee Boomerang
Stay Interviews
Emotional Labour
Boundary Spanner

39. Quiz
 The Personnel Management Approach is Organizational Centric
whereas HRM is Employee Centric.( True/False)
Pay of employees in PM is fixed whereas it is Performance Based in
HRM approach. (True/ False)
Fredrick Taylor developed the …………………………
HRM is the set of organizational activities aimed at attracting,
developing and maintaining an effective workforce.( True/ False)
Explain “Controlling” as a function of HRM.
Objective of Staff Function is ………………….and………………..
In India HRM was first practiced by ………….

40. Quiz( contd)
Flat organization structure is obsolete. (True/False)
The role of Management in PM approach is Transactional whereas in
HRM is Transformational.
Moon lighting and Job Shadowing is same.(True/False)