This document summarizes several myths in human resource management and provides answers to those myths. It discusses that organizations depend on individuals, not the other way around. It also challenges the myths that bosses are always right, highly paid managers are needed, and that performance appraisals and Western practices are superior. The document advocates for lifetime employment, evaluating leader performance, reducing manager pay tied to company profit, and prioritizing non-monetary incentives, teamwork, and internalizing practices over documentation.

1. A Blueprint for an Ideal HR Model-B.V.Raghunandan, SVS College, Bantwal Alva’s College of Management, Moodbidre March 14, 2009

2. Nature of HRM Complex Ever Evolving Heavily depends on psychology Major Role Gathered Many Myths Has to Confront the Problem of Poor Quality of Leadership Inability to deal with the leaders

3. Myths in HRM Institution does not depend upon individuals -The most understood concept -Leading to Hire and Fire Policy -Creates instability in the organisation - The meaning is that the institution has a perennial existence and the individuals do not have it

4. Answer to the Myth Peter F. Drucker, ”Organisation is people” Evident from the fact that any PSU becomes very strong the minute the leadership becomes effective LIC taking on all the private insurance companies Private insurance companies depend upon banks

5. Conclusion: Life-Time Employment Japanese Model Stable Organisation Creation of Institutional HR Protection of the Whistle-blower Reduction of Recruitment, Training and other Costs For the employees also, better understanding of the organisation

6. Second Myth: Boss is always Right Leadership Crisis in Many Organisations Hypocritical Bosses Vested Interest of the Boss Vs the Interest of the Institutions Groupism in many organisations HR also becomes the HR of the Boss and not the Organisations

7. Answer to the Myth Leadership decides the success of an organisation-Remember Indian Railways under Laloo Prasad Leader’s Performance should be evaluated by the subordinates and not the other way Leader should be Accountable

8. Conclusion for the Second Myth Leadership must undergo more frequent training than the employees Leader should spend as much time as the employees in the organisation, if not more Leader must create opportunities to interact with employees in the form sharing the same facilities with the HR

9. Third Myth: Highly Paid Managers are Needed MNCs created this Myth High Payment leads to abnormal life style resulting in eccentric behaviour Organisations do run with moderately paid Managers This has also increased the cost of management education Nomadic Managers Has the least concern for the organisation

10. Answers & Conclusion to the Myth Try Fresh Graduates for the Succession Plan Reduce Managerial Remuneration Reduce Severance Package Link the Bonus to Profit and not to his Remuneration or Salary Give the Independent Directors the power to evaluate the contribution of the Manager after his assuming charge

11. Myth: Performance Appraisal All work cannot be quantified Workers under observation for a short period can have a better output than the normal working Qualitative work has to be differentiated from quantitative work Performance Bonus commercialises the HR, which is counterproductive to the organisation Spoils Relation between the employees

12. Answers & Conclusion Non-monetary Incentive The madness of standardisation has to be stopped Variations are to be accepted as a fact of life General Bonus can be encouraged Team Building and Team Work have to be encouraged more Documentation work has to be rediced Time spent on unnecessary meeting should be reduced

13. MYTH Western HR Practices are superior

14. Answers Superiority comes from documentation Internalising the Practice Created a lot of social unrest Created individuals who have superlative competence in certain work and lost the capability to live as a citizen of a civilised society No Inner Harmony taught by Zen Buddhism

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