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, BantwalAlva’s College of Management,MoodbidreMarch 14, 2009

2. Nature of HRMComplexEver EvolvingHeavily depends on psychologyMajor RoleGathered Many MythsHas to Confront the Problem of Poor Quality of LeadershipInability to deal with the leaders

3. Myths in HRMInstitution 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 MythPeter F. Drucker, ”Organisation is people”Evident from the fact that any PSU becomes very strong the minute the leadership becomes effectiveLIC taking on all the private insurance companiesPrivate insurance companies depend upon banks

5. Conclusion: Life-Time EmploymentJapanese ModelStable OrganisationCreation of Institutional HRProtection of the Whistle-blowerReduction of Recruitment, Training and other CostsFor the employees also, better understanding of the organisation

6. Second Myth: Boss is always RightLeadership Crisis in Many OrganisationsHypocritical BossesVested Interest of the Boss Vs the Interest of the InstitutionsGroupism in many organisationsHR also becomes the HR of the Boss and not the Organisations

7. Answer to the MythLeadership decides the success of an organisation-Remember Indian Railways under Laloo PrasadLeader’s Performance should be evaluated by the subordinates and not the other wayLeader should be Accountable

8. Conclusion for the Second MythLeadership must undergo more frequent training than the employeesLeader should spend as much time as the employees in the organisation, if not moreLeader 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 MythHigh Payment leads to abnormal life style resulting in eccentric behaviourOrganisations do run with moderately paid ManagersThis has also increased the cost of management educationNomadic ManagersHas the least concern for the organisation

10. Answers & Conclusion to the MythTry Fresh Graduates for the Succession PlanReduce Managerial RemunerationReduce Severance PackageLink the Bonus to Profit and not to his Remuneration or SalaryGive the Independent Directors the power to evaluate the contribution of the Manager after his assuming charge

11. Myth: Performance AppraisalAll work cannot be quantifiedWorkers under observation for a short period can have a better output than the normal workingQualitative work has to be differentiated from quantitative workPerformance Bonus commercialises the HR, which is counterproductive to the organisationSpoils Relation between the employees

12. Answers & ConclusionNon-monetary IncentiveThe madness of standardisation has to be stoppedVariations are to be accepted as a fact of lifeGeneral Bonus can be encouragedTeam Building and Team Work have to be encouraged moreDocumentation work has to be redicedTime spent on unnecessary meeting should be reduced

13. MYTHWestern HR Practices are superior

14. AnswersSuperiority comes from documentationInternalising the PracticeCreated a lot of social unrestCreated individuals who have superlative competence in certain work and lost the capability to live as a citizen of a civilised societyNo Inner Harmony taught by Zen Buddhism

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