The document provides information about a Human Resource Management course being offered at the Institute of Professional Education & Research in Bhopal, India.
The course objectives are to provide understanding of effectively managing human resources, contemporary HR concepts and practices, and the complexities of managing human resources. The course will cover HR functions, implications of HR in organizations, and linkage with other functions.
The course will use theoretical and practical exercises like assignments, presentations, organizational visits and cases to facilitate learning about HR concepts. Upon completion, students are expected to develop a practical understanding of key HR areas like recruitment, performance management, learning and development, and delivering equity and fairness. The course will be evaluated based on assignments, presentations, qu
This document discusses human resource management. It defines HRM as employing, developing, utilizing, maintaining, and compensating human resources according to job and organizational needs. It describes the nature, functions, scope, and objectives of HRM. It also discusses the roles and responsibilities of HR professionals in managing environmental factors like the economy, technology, law, and society. Finally, it covers topics like human resource planning, errors in interviewing, and placement.
The document provides an overview of key concepts in human resource management including defining HRM functions, the scope of HRM, HRM objectives from societal, organizational, and personal perspectives, and common HRM activities like recruitment, selection, training, and development. It also discusses integrating HRM strategy with business strategy and analyzing work and job design. Finally, it covers topics like human resource planning, recruiting human resources, and analyzing and designing jobs.
human resource management introduction and evolutionSwathi Sree
This document discusses the evolution of human resource management (HRM) from the Industrial Revolution era to modern times. It covers several important eras: [1] The Industrial Revolution from 1750-1900 saw the treatment of employees as commodities. [2] The Social Responsibility era from 1900 emphasized paternalistic and humanistic approaches. [3] Scientific Management from 1910 focused on applying science to work processes. [4] The rise of trade unions in 1926 led to collective bargaining and other personnel practices. [5] The Human Relations era from 1930 studied social and psychological factors in work. [6] Behavioral science from 1936 examined how individual behavior impacts groups. [7] Systems approaches from 1960-1970 viewed the organization hol
This document defines human resource management and discusses its strategic importance. It explains that HRM involves leveraging people's capabilities to achieve competitive advantage through distinctive employment policies, programs, and practices. The document also outlines some of the key roles and responsibilities of HR managers and line managers in performing HRM activities. It provides a brief history of the development of HRM as a field.
This document discusses key aspects of human resource management in libraries. It begins by outlining the objectives of understanding the importance of human resources, what human resources means, and its relation to institutions. It then covers topics like types of library staff including professional, support, part-time and outsourced staff. Other areas covered include recruitment and hiring processes, job descriptions and analyses, and evaluating staff. The document provides details on frameworks for organizing staff and strategies for attracting a diverse workforce.
This document discusses human resource management (HRM). It defines HRM as managing the people working in an organization, including attracting, selecting, training, assessing, and rewarding employees. The key aspects of HRM include recruitment, placement, training, and development of employees. HRM helps organizations achieve their goals by ensuring they have the right employees with the right skills. It also plays an important role at the corporate, professional, social, and national levels by developing employees, improving work quality, and contributing to economic growth.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
This document discusses human resource management. It defines HRM as employing, developing, utilizing, maintaining, and compensating human resources according to job and organizational needs. It describes the nature, functions, scope, and objectives of HRM. It also discusses the roles and responsibilities of HR professionals in managing environmental factors like the economy, technology, law, and society. Finally, it covers topics like human resource planning, errors in interviewing, and placement.
The document provides an overview of key concepts in human resource management including defining HRM functions, the scope of HRM, HRM objectives from societal, organizational, and personal perspectives, and common HRM activities like recruitment, selection, training, and development. It also discusses integrating HRM strategy with business strategy and analyzing work and job design. Finally, it covers topics like human resource planning, recruiting human resources, and analyzing and designing jobs.
human resource management introduction and evolutionSwathi Sree
This document discusses the evolution of human resource management (HRM) from the Industrial Revolution era to modern times. It covers several important eras: [1] The Industrial Revolution from 1750-1900 saw the treatment of employees as commodities. [2] The Social Responsibility era from 1900 emphasized paternalistic and humanistic approaches. [3] Scientific Management from 1910 focused on applying science to work processes. [4] The rise of trade unions in 1926 led to collective bargaining and other personnel practices. [5] The Human Relations era from 1930 studied social and psychological factors in work. [6] Behavioral science from 1936 examined how individual behavior impacts groups. [7] Systems approaches from 1960-1970 viewed the organization hol
This document defines human resource management and discusses its strategic importance. It explains that HRM involves leveraging people's capabilities to achieve competitive advantage through distinctive employment policies, programs, and practices. The document also outlines some of the key roles and responsibilities of HR managers and line managers in performing HRM activities. It provides a brief history of the development of HRM as a field.
This document discusses key aspects of human resource management in libraries. It begins by outlining the objectives of understanding the importance of human resources, what human resources means, and its relation to institutions. It then covers topics like types of library staff including professional, support, part-time and outsourced staff. Other areas covered include recruitment and hiring processes, job descriptions and analyses, and evaluating staff. The document provides details on frameworks for organizing staff and strategies for attracting a diverse workforce.
This document discusses human resource management (HRM). It defines HRM as managing the people working in an organization, including attracting, selecting, training, assessing, and rewarding employees. The key aspects of HRM include recruitment, placement, training, and development of employees. HRM helps organizations achieve their goals by ensuring they have the right employees with the right skills. It also plays an important role at the corporate, professional, social, and national levels by developing employees, improving work quality, and contributing to economic growth.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance and strategic role in organizations. The document outlines key milestones in the development of HRM and describes the main components of the HRM process. It also discusses how organizations can build human capital through training, talent management, and performance evaluation. The conclusion emphasizes that HRM involves acquiring and developing employees to support organizational goals.
This document outlines a syllabus for a course on Human Resource Management. It is divided into 4 modules that cover the following topics:
Module 1 discusses HRM concepts like strategic HRM and HRIS. It also covers HR planning processes such as job analysis, design, recruitment, selection and interviews.
Module 2 focuses on Human Resource Development, including training, management development programs, performance appraisal, and career planning.
Module 3 is about human relations and discusses leadership theories, motivation theories, employee morale and grievance handling.
Module 4 examines recent HRM trends like HR accounting, emotional and spiritual intelligence, mentoring and challenges faced by HR managers.
The document also provides the exam pattern for
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
This document summarizes a paper on the challenging scenario of human resource management in the Indian context. It discusses several key challenges faced by HR managers in India, including high attrition rates, workforce demographics and diversity, recruitment, employee engagement and retention, motivation, globalization, economic and technological changes, managing change, developing leadership, and conflict management. The conclusion states that HR in India has transformed from a support function to a strategic partner in business growth, becoming a critical differentiator for companies.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its objectives from personal, organizational, and societal perspectives. These objectives include utilizing human resources effectively, developing employee skills, and serving social responsibilities. The document also examines the evolution of HRM in Bangladesh and compares HRM to traditional personnel management. It outlines the key activities of HRM like recruitment, training, and performance management. Finally, it states that while HR departments support these activities, the primary responsibility for HRM lies with individual managers.
The document discusses key aspects of human resource management including definitions, importance, objectives and qualities of good personal managers. It covers topics such as human resource planning, job analysis, recruitment, selection, placement, induction and types of orientation programmes. The objectives of human resource management are outlined as resource utilization, professional growth, better union-management relations, teamwork, identifying future talent and allocating the right people to jobs. Job analysis is defined as a process to identify job duties and skills required to perform jobs effectively. Recruitment aims to attract qualified candidates while selection identifies the best candidates. Placement, induction and orientation programmes help new employees adjust to their roles.
Human resources management involves attracting, selecting, orienting, training, developing, and evaluating an organization's most important resource - its employees. It includes critical functions like creating job descriptions and specifications, advertising positions, handling payroll and benefits, and ensuring compliance with local laws. The human resources manager acts as a social counselor, arbitrator, mediator, contact person, negotiator, teacher, and lawyer. They must integrate personnel aspects with the economic and financial strategies of the organization using knowledge of administration, law, psychology, pedagogy, and social issues. The human resources manager advises management on developing staff and coordinating between departments. They are often internally promoted and must understand diverse company cultures to effectively support the business. Modern
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
This document provides an overview of human resource management (HRM). It defines HRM and its objectives, which include helping the organization reach its goals and ensuring effective utilization of human resources. The key challenges of HRM mentioned are change management, leadership development, and staff recruitment and retention. The basic functions of HRM are identified as manpower planning, recruitment, selection, training and development, performance appraisal, and others. Each of these functions is then briefly described in one or two paragraphs, covering topics like the recruitment and selection process, different training methods, and the purpose and process of performance appraisal.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
The document provides an overview of key concepts in human resource management including the definition of human resources and human resource management, the functions of HRM including managerial and operative functions, and processes involved in HRM like human resource planning, recruitment, selection, and training and development. It also discusses concepts like job analysis, job description, job specification and sources of recruitment along with factors affecting recruitment and selection.
This document discusses human resource management and its evolution from personnel management. It describes how HRM is broader in scope than personnel management and focuses on developing employees and teams to maximize organizational success. Key differences highlighted include HRM taking a long-term strategic approach while personnel management is more administrative and reactive. The document also lists HRM functions and provides references.
This chapter discusses managing human resources in organizations. It covers attracting human resources through job analysis, recruitment, and selection. It also discusses developing human resources through training, performance appraisal, and feedback. Maintaining human resources is discussed, including determining compensation and benefits. The chapter also describes the legal environment of human resource management and key laws affecting areas like equal employment opportunity, labor relations, and health and safety.
HRM involves planning, recruiting, selecting, training, developing, compensating, and maintaining the workforce. The key functions of HRM are acquisition, training, appraisal, compensation, labor relations, health and safety, fairness, motivation, and maintenance of employees. HRM helps achieve organizational goals through strategic workforce planning and developing high-performance work systems. Emerging trends shaping HRM include globalization, technological changes, workforce demographic shifts, and a need for more strategic and evidence-based approaches.
Presentation On Human Resource Managementanshuvaish01
The presentation provides an overview of human resource management (HRM). It discusses what HRM is, its nature and objectives. It outlines the importance and functions of HRM. It also examines the organization of HR departments and how HRM has evolved, covering traditional versus strategic HRM approaches and the skills required of HR professionals. In summary, the presentation defines HRM, explains its key aspects and importance to organizations, and explores how the role and practice of HRM has developed over time.
This document discusses measurement scales and establishing the reliability and validity of measurement instruments. It describes the four main types of scales - nominal, ordinal, interval, and ratio - and provides examples of each. Rating and ranking scales are also discussed, along with specific scales like Likert scales. The document stresses the importance of establishing the reliability and validity of measures to ensure the instruments accurately measure the intended constructs. Item analysis is presented as the first step, followed by assessing reliability and validity.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance and strategic role in organizations. The document outlines key milestones in the development of HRM and describes the main components of the HRM process. It also discusses how organizations can build human capital through training, talent management, and performance evaluation. The conclusion emphasizes that HRM involves acquiring and developing employees to support organizational goals.
This document outlines a syllabus for a course on Human Resource Management. It is divided into 4 modules that cover the following topics:
Module 1 discusses HRM concepts like strategic HRM and HRIS. It also covers HR planning processes such as job analysis, design, recruitment, selection and interviews.
Module 2 focuses on Human Resource Development, including training, management development programs, performance appraisal, and career planning.
Module 3 is about human relations and discusses leadership theories, motivation theories, employee morale and grievance handling.
Module 4 examines recent HRM trends like HR accounting, emotional and spiritual intelligence, mentoring and challenges faced by HR managers.
The document also provides the exam pattern for
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
Human resource management has evolved over time from a personnel administration function focused on employee welfare to a strategic function. Key developments include the emergence of HRM as a comprehensive model in the 1970s allowing better management of employees. HRM encompasses activities from recruitment to training and development to compensation. The main functions of HRM include planning human resource needs, recruiting and selecting employees, orienting and training new hires, managing compensation and benefits, ensuring performance and career development, and maintaining employee records and government compliance. HRM aims to align human resource strategies with business goals to help organizations gain employee commitment and add value.
This document summarizes a paper on the challenging scenario of human resource management in the Indian context. It discusses several key challenges faced by HR managers in India, including high attrition rates, workforce demographics and diversity, recruitment, employee engagement and retention, motivation, globalization, economic and technological changes, managing change, developing leadership, and conflict management. The conclusion states that HR in India has transformed from a support function to a strategic partner in business growth, becoming a critical differentiator for companies.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its objectives from personal, organizational, and societal perspectives. These objectives include utilizing human resources effectively, developing employee skills, and serving social responsibilities. The document also examines the evolution of HRM in Bangladesh and compares HRM to traditional personnel management. It outlines the key activities of HRM like recruitment, training, and performance management. Finally, it states that while HR departments support these activities, the primary responsibility for HRM lies with individual managers.
The document discusses key aspects of human resource management including definitions, importance, objectives and qualities of good personal managers. It covers topics such as human resource planning, job analysis, recruitment, selection, placement, induction and types of orientation programmes. The objectives of human resource management are outlined as resource utilization, professional growth, better union-management relations, teamwork, identifying future talent and allocating the right people to jobs. Job analysis is defined as a process to identify job duties and skills required to perform jobs effectively. Recruitment aims to attract qualified candidates while selection identifies the best candidates. Placement, induction and orientation programmes help new employees adjust to their roles.
Human resources management involves attracting, selecting, orienting, training, developing, and evaluating an organization's most important resource - its employees. It includes critical functions like creating job descriptions and specifications, advertising positions, handling payroll and benefits, and ensuring compliance with local laws. The human resources manager acts as a social counselor, arbitrator, mediator, contact person, negotiator, teacher, and lawyer. They must integrate personnel aspects with the economic and financial strategies of the organization using knowledge of administration, law, psychology, pedagogy, and social issues. The human resources manager advises management on developing staff and coordinating between departments. They are often internally promoted and must understand diverse company cultures to effectively support the business. Modern
Strategic human resource management links a company's strategic business plan and objectives to developing and deploying human resources. It is important because human assets do not depreciate over time like physical assets, but rather increase in value with experience. Strategic HRM looks beyond daily transactions to focus on cross-cultural issues from global operations, facilitating corporate culture changes needed to adapt to global competition, and managing employees across developing and developed countries as business plans shift to tap growing consumer markets worldwide.
This document provides an overview of human resource management (HRM). It defines HRM and its objectives, which include helping the organization reach its goals and ensuring effective utilization of human resources. The key challenges of HRM mentioned are change management, leadership development, and staff recruitment and retention. The basic functions of HRM are identified as manpower planning, recruitment, selection, training and development, performance appraisal, and others. Each of these functions is then briefly described in one or two paragraphs, covering topics like the recruitment and selection process, different training methods, and the purpose and process of performance appraisal.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
Introduction of Human Resource Management
Outline:::
Introduction
What is HRM?
The Challenges
(Environmental, Organizational & individual)
Planning and Implementing
Strategic Policies
The HR Department and Manager
The document provides an overview of key concepts in human resource management including the definition of human resources and human resource management, the functions of HRM including managerial and operative functions, and processes involved in HRM like human resource planning, recruitment, selection, and training and development. It also discusses concepts like job analysis, job description, job specification and sources of recruitment along with factors affecting recruitment and selection.
This document discusses human resource management and its evolution from personnel management. It describes how HRM is broader in scope than personnel management and focuses on developing employees and teams to maximize organizational success. Key differences highlighted include HRM taking a long-term strategic approach while personnel management is more administrative and reactive. The document also lists HRM functions and provides references.
This chapter discusses managing human resources in organizations. It covers attracting human resources through job analysis, recruitment, and selection. It also discusses developing human resources through training, performance appraisal, and feedback. Maintaining human resources is discussed, including determining compensation and benefits. The chapter also describes the legal environment of human resource management and key laws affecting areas like equal employment opportunity, labor relations, and health and safety.
HRM involves planning, recruiting, selecting, training, developing, compensating, and maintaining the workforce. The key functions of HRM are acquisition, training, appraisal, compensation, labor relations, health and safety, fairness, motivation, and maintenance of employees. HRM helps achieve organizational goals through strategic workforce planning and developing high-performance work systems. Emerging trends shaping HRM include globalization, technological changes, workforce demographic shifts, and a need for more strategic and evidence-based approaches.
Presentation On Human Resource Managementanshuvaish01
The presentation provides an overview of human resource management (HRM). It discusses what HRM is, its nature and objectives. It outlines the importance and functions of HRM. It also examines the organization of HR departments and how HRM has evolved, covering traditional versus strategic HRM approaches and the skills required of HR professionals. In summary, the presentation defines HRM, explains its key aspects and importance to organizations, and explores how the role and practice of HRM has developed over time.
This document discusses measurement scales and establishing the reliability and validity of measurement instruments. It describes the four main types of scales - nominal, ordinal, interval, and ratio - and provides examples of each. Rating and ranking scales are also discussed, along with specific scales like Likert scales. The document stresses the importance of establishing the reliability and validity of measures to ensure the instruments accurately measure the intended constructs. Item analysis is presented as the first step, followed by assessing reliability and validity.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
HCL is a leading global technology company with core competencies in various areas including human resources, marketing, R&D, and financial management. It has a large, skilled workforce and focuses on training and developing its employees. HCL also has a strong global presence through its marketing and partnerships. Additionally, it continuously upgrades its technology through investments in R&D and has a strong financial position with above average returns. These core competencies across key business areas have allowed HCL to gain and sustain a competitive advantage in the industry.
The document discusses emerging trends in human resource management, with a focus on the IT industry. It outlines key HR functions like recruitment, performance management, and training. Emerging trends include an increased focus on skills, diversity, and demographics. Specifically in the IT sector, demand is high for highly skilled jobs, while companies look for mid- and entry-level talent. HR managers must focus on talent acquisition, leadership development, and aligning performance with business goals. New techniques are needed to manage HR in the dynamic IT industry.
The document discusses various aspects of human resource management (HRM) including the key activities, importance for managers, changing environment, and strategic approach. It outlines the eight main HRM activities as planning, recruitment, selection, orientation, training, performance management, compensation and benefits, and career development. It emphasizes that HRM is important for managers to hire the right employees, reduce turnover, ensure training, and comply with legal requirements. New trends like globalization, technology, and workforce changes are altering the HRM field. An effective strategic HRM approach aligns HR activities with the company's overall strategic plan and goals.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
The document discusses organizational structure and human resource management. It covers topics like formal and informal organizations, tall and flat organizational structures, line and staff functions, and the roles of human resource development in an organization. Different approaches to organizational design are presented, including the classical, task-technology, and environmental approaches. The relationship between human resources and other organizational functions like products, technology, and marketing are also discussed.
The document discusses the human resource management selection and selection process. It defines selection as a systematic process of choosing the best qualified candidate for a job. The selection process involves multiple steps from initial application screening to making a final hiring decision. These steps include application forms, resume screening, testing, interviews, evaluating candidates, making an offer, and negotiating salary. The objectives of selection are to identify the most suitable candidates and fill positions with high caliber employees.
Hcl summer internship project A STUDY ON CONSUMER BEHAVIORvikramkr3116
This document provides a timeline of key events in the history of HCL from 1976 to 1998. It outlines HCL developing India's first indigenous microcomputer in 1978, three years before IBM's PC. In the 1980s, HCL introduced various technologies and expanded operations internationally. HCL's R&D was spun off as HCL Technologies in 1997 to focus on software services, while HCL Infosystems focused on hardware, networking and infrastructure services. By 1998, HCL had facilities in multiple Indian cities and partnerships with major technology companies.
The document discusses human resource policies and practices in the telecom services sector. It covers key areas such as organizational structure, recruitment, training and development, compensation management, performance management, employee services, workplace health and safety, grievance handling, security, termination, and global factors. Recruitment includes internal and external hiring processes. Training methods include on-the-job and off-the-job training. Compensation consists of monetary benefits like base pay and bonuses as well as non-monetary benefits. Performance is reviewed through annual appraisals. Employee services, health and safety policies, and grievance procedures are also outlined.
The document discusses training in businesses, including why it is important for productivity, quality, and adapting to change. It outlines different types of training like induction, on-the-job, and off-the-job training and how businesses can assess training effectiveness through needs analysis, appraisals, and measuring how learning transfers to work. While training has costs, it provides benefits to businesses like higher retention, motivation, and ability to implement new strategies.
Dell was founded in 1984 by Michael Dell to develop, sell, and support personal computers directly to customers. It pioneered the direct sales model of PCs and grew to become the largest PC manufacturer in the world. Dell employs strategies like cost effectiveness, customization, and direct-to-customer sales. It faces competition from companies like Lenovo, Acer, and Compaq. Dell's HR department focuses on recruitment, training, performance management, compensation & benefits to attract and retain talented employees.
Rizal spent time in several European cities from 1885-1887, including Barcelona, Paris, Strasbourg, Heidelberg, Liepzig, Dresden, and Berlin. In Berlin, he was welcomed into scientific circles and became the first Asian to join the city's anthropological, ethnological, and geographical societies. He worked as an assistant to prominent German doctors while furthering his own studies. Rizal led a frugal life in Berlin and experienced his darkest winter financially, but continued his research, writing, and socialization within German academic communities.
This document appears to be a summer training project report submitted by Prashant Mishra towards partial fulfillment of a Bachelor of Business Administration program at Amity University, Lucknow. The report provides a comparative study of the presence of IT products from HCL in corporate houses and institutes located in Delhi and the NCR region. It includes sections on the objectives, methodology, data analysis, findings and conclusions of the research project.
Employee relationship management (ERM) refers to managing the relationships between employees and employers within an organization. ERM aims to control core issues like communication, conflict management, and employee growth. An online ERM system allows all employee information, contacts, duties, and documents like tax forms to be in one place and editable by employees. It also facilitates communication, monitors employee growth and satisfaction, ensures timely salary payments, and generates various reports to analyze productivity and performance over time. The benefits of ERM include reduced time and manual work while increasing productivity, performance, and proper communication within an organization.
This document discusses organizational structures and ways to improve them. It covers alternative structures like hierarchies, spans of control, and how structures impact business performance. Specific topics include narrow vs wide spans of control, chains of command, levels of hierarchy, common types of structures, delegating authority, empowering employees, and changing structures. Communication within and outside the business is also addressed as important for coordination, motivation, and decision making. Barriers to effective communication and methods to obtain feedback are outlined.
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
Human Resources Champion by Dave Ulrich Chapter 2 & 3Hedi Fauzi
This is my final presentation in Human Relation Class at Sampoerna University. The material of this presentation is taken from Human Resources Champion's Book by Dave Ulrich Chapter 2 & 3.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
All Managers Are Hr Managers An Open Discussionsimply_coool
This document discusses the roles and responsibilities of line managers and HR managers/professionals. It explains that while line managers are responsible for direct personnel management tasks, HR professionals provide specialized support and advice. Both play a role in key HR activities like recruiting, training, compensation, and performance management. The ideal relationship is one of partnership, with HR advising and line managers implementing strategies while sharing responsibility for human resource management.
This document outlines two courses on human resource principles and human resource training. The first course aims to equip students with knowledge of human resource management principles and their application. Students will learn to handle human resources, explain employee selection, communicate effectively, solve motivation problems, and promote individual development. The course covers introduction to HRM, functions, planning, job design, analysis, recruitment, training, compensation and organizational structures. Assessment is based on a CAT and final exam.
The second course aims to teach training strategies used in organizations. Students will distinguish between training, development and education, identify training benefits, design effective programs, discuss training types and methods, undertake training needs analysis, and evaluate training transfer. The course covers these topics as
The document discusses various topics related to human resources research. It outlines myths associated with past HR research such as small sample sizes and lack of policy implications. It also discusses core assumptions in HR like measuring ROI and the impact of HR. Several objectives of HR research are provided like developing new theories and models or exploring underdeveloped areas. Challenges for HR chiefs from a 2012 survey are summarized, showing talent acquisition and retention as top issues. Finally, the document reviews recent HR research topics from various publications between 2011-2012 covering areas like strategic HRM, talent management, and compensation.
This document provides an overview of various HR forms and templates for conducting job analysis and developing job descriptions. It includes examples of different types of job analysis questions, templates for writing KSAs, and outlines the process of competency mapping. The key elements covered are critical incident technique questions, sample job analysis interview questions, examples of position analysis questionnaires, and the typical steps involved in competency mapping. In under 3 sentences.
This document discusses research in human resources and management. It outlines the objectives of HR research such as identifying gaps in existing literature and overlooked areas. It also compares 20th century and 21st century models of HR. Some current areas of HR research discussed include strategic HRM, talent acquisition, performance management, learning and development, compensation and rewards, coaching, and diversity. Challenges for HR chiefs and what makes Harvard Business Review a leading publication are also summarized.
This document discusses research in human resources and management. It outlines the objectives of HR research as identifying gaps in existing literature, overlooked areas, and underdeveloped topics. Some current areas of HR research include strategic HRM, talent acquisition, performance management, learning and development, compensation and rewards, coaching, and diversity. The biggest challenges for HR chiefs are cited as transforming HR through technology, managing a virtual organization, employer branding, and leadership.
This document discusses research in human resources and management. It begins by outlining learning objectives around research in HR, what it entails, and setting an agenda. It then contrasts 20th century and 21st century HR models. Current areas of HR research are discussed, along with objectives of research in management and HR. Big challenges for HR chiefs are presented. Finally, sources for HR research are suggested.
This document discusses research in human resources and management. It begins by outlining learning objectives around research in HR, what it entails, and setting an agenda. It then contrasts 20th century and 21st century HR models. Current areas of HR research are discussed, along with objectives of research in management and HR. Big challenges for HR chiefs are presented. Finally, sources for HR research are suggested.
HRM 500 – Student NotesCOURSE DESCRIPTIONExamines the theo.docxwellesleyterresa
HRM 500 – Student Notes
COURSE DESCRIPTION
Examines the theoretical foundation of the human resource management field and the evolution of the human resource management body of knowledge, including workforce planning and employment, employee development and performance, compensation and benefits, labor and employee relations, and risk. Trends and issues influencing the development and application of these elements within contemporary organizations will be analyzed. Awareness of the effects of federal laws and regulations on businesses will be explored.
INSTRUCTIONAL MATERIALS
Required Resources
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill.
Supplemental Resources
Marler, J. H. (2012). Strategic human resource management in context: A historical and global perspective. Academy of Management Perspectives, 26(2), 6-11.
O*NET. (2013). General format. Retrieved from http://www.onetonline.org/
Society for Human Resource Management (SHRM). (2013). General format. Retrieved from http://www.shrm.org/Pages/default.aspx
Sultana, M., Rashid, M., & Huda, M. M. (2013). Cross-cultural management and organizational performance: A content analysis perspective. International Journal of Business & Management, 8(8), 133-146. doi: 10.5539/jjbm.v8n8p133
COURSE LEARNING OUTCOMES
1. Examine the theoretical constructs of human resource management.
2. Analyze the external environmental factors that impact human resource policies and procedures.
3. Analyze issues involved in job design, resource planning, and recruitment.
4. Evaluate an organization’s approaches to and procedures for training employees to meet organizational goals.
5. Examine performance management issues and processes.
6. Examine the influences on and various approaches to compensation.
7. Analyze issues related to developing and implementing employee benefit packages.
8. Apply relevant theories and knowledge to human resource practices in organizations.
9. Use technology and information resources to research issues in human resource management foundations.
10. Write clearly and concisely about human resource management foundations using proper writing mechanics.
WEEKLY COURSE SCHEDULE
The standard requirement for a 4.5 credit hour course is for students to spend 13.5 hours in weekly work. This includes preparation, activities, and evaluation regardless of delivery mode.
Week
Preparation, Activities, and Evaluation
Points
1
Preparation
· Reading(s)
· Chapter 1: Managing Human Resources
· Scenario (See Faculty Notes for more details)
· Other Preparation (Optional)
· Read the article titled “Is HR at Its Breaking Point?” located at http://www.workforce.com/article/20130405/NEWS02/130329989/is-hr-at-its-breaking-point.
Activities
· Discussions
Evaluation
· None
20
2
Preparation
· Reading(s)
· Chapter 2: Trends in Human Resource Management
· Chapter 3: Providing Equal Employment Oppor ...
Human Resource Development Training (SABPP Certificate)freddy Vitshima
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The document discusses various future roles and responsibilities for human resources professionals. It lists potential HR positions including managing outsourcing contracts, serving as an ethics officer or knowledge officer, conducting due diligence, and supporting corporate boards. It also mentions roles like talent acquisition specialist, communications specialist, and HR metrics/data mining specialist. The document emphasizes strategic focuses for HR like organizational development, business integration, change management, and HR planning.
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Human resource planning is the process of forecasting an organization's future human resource needs and determining how to meet those needs. It involves assessing the current human resource inventory, forecasting future needs, matching needs to inventory, and managing any surpluses or demands. The objectives of HRP are to maintain optimal staffing levels, forecast future requirements, optimize human resources, and utilize human resources effectively. HRP is important because it helps organizations ensure they have the right number, skills, and people at the right time and cost to achieve organizational goals.
Human resource Management- Role of technology in HRM processes (e.g., HRIS, t...LeelavathiR8
The content covered in Unit 1 typically serves as a foundational framework upon which subsequent units build, delving deeper into specific HRM functions, strategies, and contemporary issues.Introduction to HRM:
Definition and scope of HRM.
Evolution and historical development of HRM.
Importance and role of HRM in organizations.
Current trends and challenges in HRM.
HRM Functions:
Overview of primary HRM functions: recruitment, selection, training and development, performance management, compensation and benefits, employee relations, and HR planning.
Explanation of the purpose and objectives of each function.
Interrelationship between HRM functions and their impact on organizational effectiveness.
Strategic HRM:
Understanding strategic human resource management and its significance.
Aligning HRM practices with organizational goals and objectives.
Role of HRM in fostering a competitive advantage for the organization.
Strategic HRM frameworks and models.
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Ethical principles and considerations in HRM decision-making.
Importance of diversity and inclusion in HRM practices.
HRM in Global Context:
Challenges and opportunities of managing human resources in a globalized environment.
Cross-cultural differences and their implications for HRM practices.
Strategies for international staffing, training, and compensation.
HRM and Technology:
Role of technology in HRM processes (e.g., HRIS, talent management systems, data analytics).
Impact of technological advancements on HRM practices and workforce management.
Ethical considerations in HR technology use.
Emerging Trends in HRM:
Exploration of emerging trends shaping the future of HRM (e.g., remote work, gig economy, artificial intelligence in HR).
Implications of these trends for HRM practitioners and organizations.
The document describes an executive human resources management training program. The program provides comprehensive training on modern HR practices and strategies through interactive lectures, discussions, and real-world case studies. It covers topics such as HR planning, recruitment, performance management, compensation and benefits. The program aims to help HR executives gain business skills and strategies to leverage human capital and play a strategic role within their organizations. It is intended for corporate HR executives, managers, and consultants seeking to advance their HR careers.
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Human resource management
1. INSTITUTE OF PROFESSIONAL EDUCATION & RESEARCH
MISROD, BHOPAL
MBA II Semester 2011-13
Course Title: HUMAN RESOURCE MANAGEMENT
FACULTY: Dr. Resham Chopra
Course Objective:
Managing humans is at the heart of almost all real life management problems. Why “humans” are
considered as a resource and what takes managers to manage them? .Fundamentally, this course is
aims at:
• Providing an understanding of how to effectively manage people and resources to accomplish
shared organizational goals.
• To understand human resource management concepts and best practices across industries and
organizations
• To learn the complexities involved in managing the most dynamic resource i.e. human.
• The human resource major provides 21st-century skills, knowledge and understanding of human
resource functions in private- and public-sector organizational settings.
• To understand the implications and linkage of HR with other functions and processes.
Course Requirement:
The course imperatives will be basic understanding of the terminology of this discipline and
knowledge of the principles and practices of management. After studying this course student should
be able to understand, formulate and draw inferences from HR policies.
Course Pedagogy:
The course uses a mix of theoretical and practical exercises to understand the concepts of HR
practiced. Assignments, presentations, organizational visits will be conducted as a part of course to
facilitate learning. Cases are also incorporated to familiarize with contemporary HR situations and
policies
Course Outcome:
As a management graduate following outcomes are expected on the completion of course:
• Candidate should be able to develop a practical understanding of recruitment and selection,
managing performance for added value, maximizing employee contribution, managing
2. learning processes, effective employment relations, resolving differences and gaining
commitment, motivating staff and rewarding contributions, delivering equity and fairness
• He/she will be able to explain strategic development, and discuss and evaluate the connection
between business and HR strategy
• identify, describe, analyze and evaluate current strategic issues in HR
• Explain principles underlying psychometric assessment in the employment context and
interpret test results.
Scheme of Evaluation:
Component Number Weightage (%)
Assignment 03 20
Presentation 02 (per student) 25
Quiz and Exercise 02 15
Internal Assessment Exam 01 25
No of Hours 35
Text Book:
T1 = Human Resource & Personnel Management, K Aswathappa, V edition, Tata McGraw Hill,
2005
Reference Books:
(R1) = Personnel Management, Edwin B Flippo, IV edn, Tata Mc Graw Hill, 1984
(R2) = Human Resource Management, Garry Dessler, VII edn, Prentice Hall of India,2000
(R3) = Personnel & Human Resource Management, David DeCenzo, Stephen P. Robbins, III edn,
Prentice Hall of India.
(R4) = Human Resource Management, VSP Rao, II edn, Excel Books,2005
(R5) = Organizational Behaviour, Stephens Robbins, Timothy Judge and Seema Singhai, Pearson,
13th edition 2009
3. MODULE ONE:
Title HUMAN RESOURCE MANAGEMENT
Contents Concepts & perspectives of HRM, HRM in changing environment,
Text T1 = Chapters 1, 2 & 27
References • R1: Chapters 1, 2, 6
• R2: Chapter 1,
• R3 Chapter: 23
• R4: Chapters 1, 2, 3
• R5: Chapter 18
Assignment
The students will be divided into 20 groups of three students each. Each group
A1 is required to prepare a report on the emerging concepts of HRM in
changing business scenario. All the groups will be allotted different and novel
concepts.
Case Harvard Business Review, March 2002, “The Coach Who Got Poached” by Idalene
F Kesner, pp 31-40 (class reference only)
No Presentation
Presentation
Readings
• Harvard Business Review, June 2005, Vol 83, No.6, “The Surprising Economics
of People Business” by Flexi Barber & Rainer Strack, pp-81-90
• Harvard Business Review, Dec 2005, Vol 83, No.12, “A Players or Positions –
The Strategic Logic of Workforce Management” by Mark Huselid, Richard
Beaty & Brian Becker, pp-110-117
• Organizational Dynamics, August 2003, pp261-272, “Seeing The elephant:
HRM Challenges in the Age of Globalization” by Mendenhall & Jensen
• Harvard Business Review, March 2005, “ What great managers do”, Page 70
• Harvard Business Review, July-August, 2008, “Why did we ever go into
HR?” By Matthew D.Breitfelder and Daisy Wademan Dowling, , Page 31
• Harvard Business Review, June 2008, “Contradictions that drive Toyota’s
success” – By Hirotaka Takeuchi, Emi Osono, Norihiko Shimizu
• Vikalpa, VOl 30, No2, April-June 2005, “HRD Practices & Philosophy of
4. Management in Indian Organizations” by Anil Km Singh, pp 71-78
Videos • http://www.youtube.com/watch?v=WZfbrupIXV4
• http://www.youtube.com/watch?v=plmTgl2wUiY&feature=related
Web Resources http://www.unc.edu/~healdric/soci31/Jana.html
http://www.hrmguide.net/hrm/buscon1.html
http://conceptspace.london.edu/textview.asp?id=FA&term=Human+resource+m
anagement
http://www.hrmguide.com/general/chro.htm
http://www.pwc.com/extweb/pwcpublications.nsf/docid/7ACA93FA424E80E88
525721E006E82C5/$file/hrs-brochure.pdf
• http://www.marshallgoldsmithlibrary.com/docs/EEP/Retain%20Your%20To
p%20Performers.doc
• http://www.oracle.com/applications/human_resources/ds_core_hr.pdf
No. of Sessions Five
5. MODULE TWO:
TITLE Human Resource Planning in Organizations
Contents Corporate objectives
HR Planning
Job analysis and role description
Text T1 = Chapters: 3, 4, 5
References
• R1 chapters: 5, 6, 7, 8, 11
• R2 Chapters: 4 & 5
• R3 Chapters: 4 & 5
• R4 Chapters: 4, 5 & 13
• R5 Chapters
The students will be divided into 20 groups of three students each. Further the 10
Assignment groups of 3 students will be bifurcated into two categories. Following topics will be
allotted:
A2 • 10 groups of three students each will prepare a report on job description of the
allotted job (each group will be given different job title)
• Next 10 groups of three students each will prepare a report on managing
manpower surplus & deficiencies in organizations (each group will be given
different organization)
Presentation No Presentation
Readings
• Harvard Business Review, July-Aug 2005, Vol 83, No.7, “Designing High
Performance Jobs” by Robert Simons, pp-55-63
• Harvard Business Review, Nov 2005, Vol 83, No.11, “Hiring for Smart” by Justin
Menkes, pp-100-109.
• Harvard Business Review, Oct 2004, “America’s Looming Creativity Crisis” by
Richard Florida, pp-122-136
• Harvard Business Review, Oct 2005, Growing Talent – As if your business
depended on it” by Jeffrey M.Cohn, Rakesh Khurana and Laura Reeves, Page 63
Web Resources
• http://www.oracle.com/applications/human_resources/ds_core_hr.pdf
• http://www.bprpct.nhs.uk/corporate_objectives.htm
7. MODULE THREE:
TITLE Talent Hunt Acquisition
Contents
Methods of manpower search
Attracting and selecting human resource
Induction & Socialization
Text T1 = Chapters: 6, 7, 8
References
• R1 Chapter: 9
• R2 Chapters 5, 6 & 7
• R3 Chapters: 6, 7, 8 & 9
• R4 Chapters: 6, 7 & 8
• R5 Chapter 18
Assignment No Assignment
Exercise Designing the ad of manpower requirement on job portal
Presentation The students will be divided into 20 groups of three students each. Each group is
required to prepare a presentation on recruitment and selection process of the
firm allotted to them. Each group will be given a different firm.
Readings
• Indian Management, March 2001, Vol 40, No.3, “Train With Developing Objectives”
by Manorama Kaul, pp-83-86
• Harvard Business Review, March 2007, “What it means to work here”, by
Tamara J.Erickson and Lynda Gratton, Pg 82
Web
Resources • http://www.hrmguide.net/canada/recruitment/billboard_recruitment.htm
• http://www.culpepper.com/eBulletin/1997/163allen.asp
•
http://www.insurancejournal.com/magazines/southcentral/2002/09/16/features/23373.
htm
• http://www.tata.com/0_our_commitment/employee_relations/articles/20060824_visio
n_HR.htm
9. MODULE FOUR:
TITLE Training Manpower
Contents Manpower Training and Development
Career Planning
Succession Planning
Text T1 = Chapters: 9
References
• R1 Chapters: 5, 10, 11, 12, 13
• R2 Chapters 8, 9 & 10
• R3 Chapters 10 & 11
• R4 Chapters 9, 10 & 11
• R5 Chapter 18
Assignment The students will be divided into 15 groups of three students each. Further the
entire group of 15 students will be bifurcated into two categories. Following topics
A3 will be allotted:
• 8 groups of three students each will prepare a report on training and
development of employee(each group will be given different organization)
• 7 groups of three students each will prepare a report on career planning
which the firms design for their employees (each group will be given
different organization)
Presentation No presentation
Readings
• Harvard Business Review, Feb 2005, Vol 83, No.2, “Ending The CEO
Succession Crisis” by Ram Charan, pp-72-81
• Harvard Business Review, Feb 2005, Vol 83, No.2, “Two executives One
Career” by Cynthia R. Cunnigham, Shelley Murray, pp-125-131
• Harvard Business Review, July-Aug 2005, Vol 83, No.7, “Turning Great
Strategy Into Great Performance” by Michael Mankins Richard Steel, pp-65-72
• Harvard Business Review, July-Aug 2005, Vol 83, No.7, “Learning in The
Thick of It” by Marilyn Darling, Charles Parry & Joseph Moore, pp-84-92
• Harvard Business Review, July-Aug 2005, Vol 83, No.7, “Manage Your
Human Sigma” by John Fleming & Curt Coffman, James Harter, pp-106-114
10. • Indian Management, April 2001, Vol 4, No.4, “Assessing Competency the
Scientific Way” by Biswajeet Pattnayak, pp-46-51
• Indian Management, March 2001, Vol 40, No.3, “Train With Developing
Objectives” by Manorama Kaul, pp-83-86
Web Resources • http://www.edisonblake.co.nz/careermanagement.html
• http://www.hronline.com/hro_successor.asp
• http://www.ineda.com/ref_succession.htm
• http://www.shrm.org/hrresources/casestudies_published/CMS_013567. pdf
• https://mis.doe.gov/ess/training_catalog.cfm?sort_by=reg&skey=none
• http://www.hindu.com/thehindu/jobs/0204/05030033.htm
• http://www.businessweek.com/print/technology/content/jun2006/tc20060626_7
62246.htm
• http://www.microsoft-
watch.com/content/corporate/gates_ballmer_succession_watch.html
• http://www.aesa.us/Conference/TX%20Succession%20Planning.pdf
No. of Sessions Five
11. MODULE FIVE:
TITLE Appraising Personnel and Job
Contents Performance Appraisal
Potential Appraisal
Job Evaluation
Wage Determination
Text T1 = Chapters: 10, 11, 12
References
• R1 Chapters 14, 18, 19, 20, 22
• R3 Chapters 14 & 15
Assignment No Assignment
Presentation The students will be divided into 20 groups of three students each. Each
group is required to prepare a presentation on performance appraisal
methods of the firm allotted to them. Each group will be given a
different firm.
Readings
• Harvard Business Review, July-Aug 2005, Vol 83, No.7,
“Turning Great Strategy Into Great Performance” by Michael
Mankins Richard Steel, pp-65-72
• Harvard Business Review, July-Aug 2005, Vol 83, No.7,
“Learning in The Thick of It” by Marilyn Darling, Charles Parry
& Joseph Moore, pp-84-92
• Harvard Business Review, July-Aug 2005, Vol 83, No.7, “Manage
Your Human Sigma” by John Fleming & Curt Coffman, James
Harter, pp-106-114
• Indian Management, April 2001, Vol 4, No.4, “Assessing
Competency the Scientific Way” by Biswajeet Pattnayak, pp-46-51
Web Resources
• http://www.360-degreefeedback.com/
• http://www.360-degreefeedback.com/
• http://www.performance-appraisal.com/intro.htm
• http://www.sfgate.com/cgi-
bin/article.cgi?file=/chronicle/archive/1997/05/05/BU65200.DTL
• http://www.quality.org/tqmbbs/tools-techs/360pa.txt
13. MODULE SIX:
TITLE Industrial Relations in Manufacturing set up
Contents Employee Welfare
Industrial Relation
Trade Union
Dispute Resolution & Grievance Management
Employee Empowerment
Text T1 = Chapters: 13, 19, 20, 22, 23, 24
References
• R1 Chapters: 14, 18, 19, 20, 22
• R2 Chapter 14, 15, 16, 17
• R3 Chapters: 15, 17, 19, 20, 21
• R4 Chapters: 17, 18, 19, 20, 22, 23, 24, 25, 26
Assignment No Assignment
Presentation No Presentation
Quiz Ten groups of six students each will give quiz on trade union and IR practices of
firm
Readings
• Indian Journal of Industrial Relations, April 2005, Vol 40, No.4, “Psychological
Empowerment & Organizational Citizenship (OCB) in IT Managers: A Talent
Retention Tool” by Jyotsna Bhatnagar & Sheetal Sandhu, pp-449-462
• Indian Journal of Industrial Relations, April 2005, Vol 40, No.4, “Industrial
Relation Scenario in Textile Scenario in Tamil Nadu” by N Krishna Moorty, pp-
470-481
• Indian Journal of Industrial Relations, October 2006, Vol 42, No.2, “Managing
Employee Relations Through Strategic HRM: Evidence From Tata Companies”
by Debi Saini.
• Indian Management, June 2001, Vol 40, No.6, “Safety & Employee Participation”
by P N Kutharia, pp-53-62
Web
Resources http://members.tripod.com/j_fox/thesis.html