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Vol. 2 -- Title
1. DR. K.C. SHARMA
DR. KIYANOUSH GHALAVAND
HUMAN RESOURCE MANAGEMENT
AND
PROFESSIONAL ETHICS
(Volume 2)
REGAL PUBLICATIONS
New Delhi
HUMAN RESOURCE MANAGEMENT
AND
PROFESSIONAL ETHICS
(Volume 2)
Approx. 364 pp.
3. viii Human Resource Management and Professional Ethics (Vol. 2)
CONTENTS
Preface ix
Acknowledgements xi
1. Human Resource Management: An Introduction 012 - 055
2. Job Evaluation 056 - 067
3. Wages and Salary Administration 068 - 085
4. Incentive Payments: Sharing of Profits, Fringe
Benefits 086 - 105
5. Management of Discipline (or Indiscipline) 106 - 121
6 Collective Bargaining 122 - 131
7. Workers’ Participation in Management 132 - 150
8. Health and Safety of Human Resources 151 - 156
9. Human Resource Audit and Research 157 - 170
10 Human Resource Audit and Research Management
171 - 179
11 Human Resource Management and Personnel
Management 180 - 183
12 Strategic Human Resource Management –
A Framework 184 - 202
13 Management Development 203 - 219
14 Organisational Development (OD) 220 - 230
15 Ethical Issues involved in Human Resource
Management 231 - 241
16. International Human Resource Management 242 - 259
17 Human Value Education and Professional Ethics 260 - 270
APPENDIX
Annexure No. 1: Glossary on HV & PE 271 - 277
Annexure No. 2: Activities of Self (‘I’ or Jeevana) 278 - 279
Annexure No. 3: Ethical Conduct or the
Humane Conduct 280 - 283
Bibliography 284 - 293
Index
4. combination of different emotional responses to different stimuli;
possess different values, attitudes, motives and modes of thought as
they are the product of both heredity and environment. Besides,
human behaviour is not precisely predictable. Various research
studies assert that human beings behave in widely differing and
complicated ways while in similar environment. Their perceptions,
responses and reactions are different, not the same.
Due to increased access to education, modern employees are
better educated, possess varied, greater and higher skills; use the more
sophisticated technology available due to development of science and
technology and enjoy (or at least aspire to enjoy) higher standards of
living than previous generations had the privilege so to do.
A human being has tendency to work based on self-set standard
and norms regarding what he will contribute and whether he will
contribute at all if he can escape punishment. It has been observed by
researches if he is motivated, he will commit himself to work for an
organization more efficiently and effectively. Motivation, to them, is
the prime driver of all human activities. And we can not deny
accepting this observation.
Placing credence on the above stated facts, the manager must
realise that individuals, more often in groups, achieve excellence.
Therefore, recognizing importance of the human element in the
production process, P. F. Drucker had remarked that “man, of all the
resources available to man, can grow and develop”. The role of
establishing the right type of working climate or environment to
promote and maximize employee motivation and bring forth not
only his commitment to the job but also promote strategies to bring
forth blossoming his potential, is still with the management.
There is, therefore, right assertion that the most significant
resource of any organization is often said to be its people. Such claims
appear in organizations’ annual reports and mission statements which
are masterly articulated. Of course, an organization is nothing but a
group of people whose activities have been planned and co-ordinated
to meet organizational objectives. An organization that exists to
produce goods and services has a good chance to survive and prosper
if it consists of the right people. This is true for all organizations. In
a similar fashion, people need organizations to get engaged in
activities of choice. The vast majority of people must work to
support themselves and their families. But people work for many
reasons other than economic security. For example, many also work
to keep them busy and feel being useful (not dead assets), out to
PREFACE
This book on Human Resource Management and Professional
Ethics (Volume 2) is a conscious and timely attempt realising the fact
that human resource is the most significant and crucial factor of
production, invaluable but invisible as far as the balance sheet of an
organisation is concerned. The book draws attention to various
fundamental aspects concerning human resources. It is well known
that there are complexities involved in managing Human Resources
in the modern context. There is also general awareness all around that
one of the important aspects of the role of the modern manager is to
get things done through people inviting their participation and
adopting democratic approach for meaningful involvement. We also
know that the people are variously referred to as manpower,
workers, employees, personnel, human resource, etc. A manager has
to bring employees into contact with the organization in such a way
that the objectives of both groups (organization and workers of all
denominations) are achieved. He must simultaneously be interested
in the people for infusing sense of team working for achievement of
pre-determined objectives. To be effective as a Manager, he must
strike a balance between his concerns for people and concern for
work (objectives). In other words, he must know, directly by
experience or indirectly by studying situations handled elsewhere
(which are presented by academicians in case studies), how to utilize
human as well as non-human resources for translating behaviour into
desired action.
It is in the process of managing critical human assets (people)
that the manager’s capabilities are summoned to be tested fully
because people are different in their understanding and behaviour.
This concludes that humans are always heterogeneous. They are
different individuals, each of whom has a unique personality, a
x Human Resource Management and Professional Ethics (Vol. 2)
5. ACKNOWLEDGEMENTS
Many wise men have asserted, many celebrated authors have
endorsed and affirmed, and we most humbly and with absolute
sincerity admit and hereby acknowledge, that a book of the kind as
we are presenting before the general readers, students, academicians,
and men-management practitioners in particular, could not have been
produced without the pieces of sane advice, suggestions and guidance
of a number of experts, university and college professors, industry
icons/executives as well as with the needed encouragement of our
near and dear ones.
Our heart-felt respectful acknowledgement of guidance goes
first and foremost to Professor P. Parkash Arya, Director/Principal
of Dr I T Group of Institutes; his mentoring and maturity in the field
of Industrial Relations and his rich and long teaching experience at
the University Business School (UBS) of the Panjab University
spanning over three decades made our task easier and qualitatively
better. The other brilliant colleagues (one senior and the other at the
peer level), namely Dr. (Mrs.) Geetanjali Bhatnagar and Dr. Sunanda
Mitra (Ghosh), respectively, made observations on human resource
related matters and human relations which benefited us very much as
those observations and views provided us beacon light to steer clear
the fog of ignorance and less understanding of certain aspects of
HRM. We listened to their mature views at seminars, interactions
and during their participation in meetings and informal discussions
with keen interest.
The other persons in the long list of academicians and
professionals, which we are not able to furnish here in toto, are
Professor (Dr.) A.K. Vashisht, former Dean of Commerce and
Business faculty, and currently head and Chairman of University
Business School (UBS) of Panjab University, Chandigarh; he leads
create and achieve something. They want to gain recognition and
achieve status or to test and stretch their capability. Due to these
multifarious human needs, people and organizations join forces.
Unfortunately, this union is seldom successful. Organizations
encounter several obstacles in meeting their goals and, in a similar
way, all employees report some problems in their attempts to be
productive and efficient in their jobs and to feel satisfied in their
work lives. The challenge to human resource management is to
minimize these obstacles and problems providing substantive support
services. Likewise, there is need on the part of employees to maintain
work-life balance; the organizations have to render help in this regard
to win the hearts of the working people and thereby reap rich
dividends in the form of achievement of organization objectives.
The authors got inspiration to write this book as contribution
to society realising that values were being thrown to the winds and
professional ethics remained on paper and in syllabus; and there was
less of its role in to-day’s working in any business organisations. With
this disturbing situation stuck to their mind, the author added a
chapter on Human Values and Professional Ethics with fond hope
that the readers will mould their views to serve society with humane
approach and keep off from the sole factor-profit maximization—
through whatever means at command.
K.C. SHARMA
KIYANOUSH GHALAVAND
Preface xi
6. the list as his affable nature made us always comfortable to ask
anything where we got stuck, and he left all work/engagements to
spare time for us. Then there are other professionals in the Panjab
University namely Prof. M.L. Sharma, Prof. J.N. Sharma and
Dr. Ashu Pasricha who gave their ideas and helped me to complete
this assignment. Dr. Charu Sharma is Associate Professor at Post-
Graduate Government College, Dharamsala (District Kangra, H.P.);
her wisdom and research experience guided us at every step of this
work, and we thank her for this voluntary help.
Our thanks are due to Mrs. Anjana Sharma and Dr. Anupama
S. Pathak—both experienced teachers and keen learners and engaged
in teaching occupation.
We thank Shri Abhimanyu K. Pathak for his computer related
assistance including page designing, and Shri Vipan Sharma for
correctly typing the manuscript in time.
Last but not the least, we are grateful to Mrs. Vidya Sharma,
extremely understanding and hospitable wife of Prof. K.C. Sharma,
for her support and encouragement.
We are grateful to Regal Publishers, New Delhi for agreeing to
publish this book as otherwise the book would not see the day out in
public hands without publishers’ cooperation.
K.C. SHARMA
KIYANOUSH GHALAVAND
xiv Human Resource Management and Professional Ethics (Vol. 2)
