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ABM MODULE–C
Chapt
er20:Fundament
alofHumanResour
ses
Management(PART-
I)
Whatwewi
llst
udy
?
*
Whati
sHumanResour
ce?
I
NTRODUCTI
ON:
"IWi
llPayMor
eForTheAbi l
it
yToDealWithPeopl
e
ThanForAnyOtherAbi
li
tyUnderTheSun”
:
Rockef
ell
er
Theeffect
iveut
il
isat
ionofpeoplei
nanyorgani
sed
eff
orthasalwaysbeenapressingprobl
em i
n
soci
ety.
Foralongtimemanagementt heori
eshav ebeen
charact
eri
sedbyasearchofuniversalsolut
ionto
provi
depracti
ti
oner
swithpri
nciplesthatcanbe
appli
edtoallki
ndsoforgani
sati
onswi thuniver
sal
success.
Thisi
smainl
yduetothef
actt
hatt
heor
gani
sat
ions
arepr
imar
il
ysoci
alsy
stems.
 Joi
nCAI
IBWI
THASHOKonYouTube
Theycombinepeopl
eandsci
ence–humani
tyand
technol
ogy
.
I
tis,
theref
ore,
notpossi
bleforever
yorgani
sati
on
t
ohav ethesametypeofpeopleandsamelevelof
t
echnology.
Thus,t
hehumanbehav i
ourinr el
ationt oan
organi
sati
onhasassumedagr eatsi gnifi
canceand
formsthemajorsubjectmat terofv ari
ousst udi
es
conductedint
hef i
eldofhumanr esour ces
managementt oprovidethebasi sf ort he
organi
sati
onaldevel
opmentpr ocessandt o
i
mpr ovetheorgani
sationaleffectiveness.
Inahighlycompet i
ti
veglobalizedbusiness
envir
onmentt hemai ndi
fferentiat
orf
or
organizat
ionalsuccessi
si t
shumanr esource.
Or
ganisat
ionscanr
epl
icat
et het
echnol
ogyand
pr
ocessesbutnott
hepeople.
Eachi
ndi
viduali
sdiff
erentt
hatdi
ffer
ent
iat
est
he
humancapit
alofeachorgani
zati
on.
 Joi
nCAI
IBWI
THASHOKonYouTube
I
nhi sbookTHELANDMARKSOFTOMORROW,
PeterDrucker(
thef
amousmanagementgur
u)
observes:
“nomat terhowmuchwecanquant i
fy,
thebasic
phenomenaar equalit
ati
v eone's:changeand
i
nnov ations, r
iskandjudgment s, gr
owthanddecay,
dedication,v i
sion,r
ewardsandmot i
vati
on,soon
andsof orth.Thediscipl
ineweneedcannotbea
technicaldiscipli
nethoughi twillhavemany
technicalar eas.I
tmustbeat r
ulyhumani st
ic
disci
pline'.
Practi
ti
onersandmanager shavecomet o
recogniset
hecomplexwor ldi
nwhi chtheymust
operateandhavebecomei ncreasi
nglywill
ingto
accepthelpfr
om behaviour
alscienti
stsin
i
dentifyi
ngandresol
vingorganisati
onalprobl
ems.
Anor ganisat
ionisaplannedcoor di
nati
onofthe
activi
ti
esofanumberofpeopl eforthe
achievementofcommonor ganisati
onalobj
ecti
ves
throughinvol
v ementofpeopletoassigned
functi
onsandt hr
oughahierarchyofauthor
it
yand
 Joi
nCAI
IBWI
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r
esponsi
bil
it
yusi
ngappr
opr
iat
etechnol
ogy
.
Thecharacteri
sti
csofanor gani
sat
ionandi
ts
successarelargel
yinf
luencedbyvari
ous
managerialandorgani
sationalf
act
ors.
Thus,t
hestudyofhumanbehav i
ouratworkcannot
bestudi
edinisol
ati
on,ignor
ingv
ari
ousint
er-
dependentcompl
exit
ies.
I
ndust r
ialwork,
origi
nal
ly,
wasorgani
sedaround
thetechnologyavail
abl
eandrul
esofchecksand
balances.
I
natechnol
ogicall
ydri
venorgani
zat
ion,
mostofthe
r
outi
neworkishandledbymachinesandpeopl
eare
i
nvol
vedinst
rategicf
uncti
ons.
Thus,
thecompetenci
esofempl
oyeespl
ayan
i
mportantr
ole.
Thus,t
heemphasi
soforgani
sat
ionshaveshif
ted
fr
om quant
it
ytoqual
it
yofhumanr esour
ces.
Beingthemostsigni
fi
cantdif
fer
enti
ator
,
organi
sati
onsarereadytopaysigni
fi
cant
compensationf
oracquir
ingtal
entedhuman
 Joi
nCAI
IBWI
THASHOKonYouTube
r
esour
ce.
Organisati
onstodayhav ereali
sedthattheyneedto
respondtochangesoccur ri
ngintheenvir
onment;
beittechnology,compet i
ti
vepressur
e,business
dimension,str
ategies,customerexpect
ationsor
theemer gi
ngmar ket
s.
Their(Org.)exper i
encereveal
sthatafterdue
analysi
s,itisrelati
velyeasytothi
nkanddeci de
uponar esponset obusinessortechnology
di
mensi on; but,
t heimplementati
onisof t
enaslow
processoradi f
ficultonetogothrough.
Thisi
sbecauseiti
nvol
vesconvi
nci
ngpeople,
changi
ngthei
rhabi
tsandmindset,
theest
abli
shed
waysofthi
nki
ngandpercepti
on.
Andevent
hebestst
rategycanfai
lifnot
i
mplement
edinther
ightspir
it
.
Thepeoplecomponenti
sthusbecomingthekey
fact
ortosuccessoft
hestrat
egy;bei
tforsur
viv
al
orgrowthorachi
evi
ngexcell
ence.
 Joi
nCAI
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THASHOKonYouTube
Peoplemanagementhasbeenthemosti
ntr
igui
ng
aspectofmanagi
nganorgani
sati
onal
lal
ong.
Theor gani
sat
ionshav erecognisedits(Peopl
e
management )contr
ibuti
oni nthetotalfr
amework
butthi
saspectissody nami cthatitdoesnotseem
toreachalevelofstabil
it
y.
Thet echnol ogy,
thesy st
em andit
ssubsystemsor
theinfrastructur
alresourcest
endtogetstabil
ised
atleastforacer tai
nper i
odinthei
revol
uti
on
process, butpeoplemanagementt endstoremai n
an‘alive'i
ssue.
Oneofthereasonsfort
hisl
iesi
nitsbeingdi
ffer
ent
i
nnaturecomparedtoanyotherr
esourcethe
or
ganisat
iondependsupon.
Theotherresourcesarepassiv
e–i nt
hesensethat
theydonotreactortheirr
eacti
oncanbecontr
oll
ed
orpredi
cted.Buthumanr esourcei
snotso.
Thisresour
ceiscapableofrespondingtot
he
tr
eatmentgiventoitandtheresponseisnot
standardoruni
for
m.
 Joi
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Ev
enasl
ightv
ari
ati
oncancr
eat
ewav
es.
Ul
ti
matel
y,or
gani
sati
onsexi
stforpr
oduci
ng
pr
oduct
sandservi
cestomeethumanneeds.
Thus,manpoweroccupi
esthecentr
alplace,l
ooked
atfr
om anypoi
ntoranyorgani
sati
onalactiv
ity
.
Organi
sati
onshav eat
tempt
edtodealwit
hpeople-
i
tsempl oy
ees–accordingt
otheunderst
andi
ng
preval
entabouthumanbehavi
ouratanypoi
nti
n
ti
me.
Thevar
iat
ionshavebeenchar
act
eri
sedf r
om a
rat
hermechani
sti
capproacht
oaphilosophi
calone.
Theev ol
uti
onofnewappr oacheshasbeen
tr
igger
edbyr esearchint
hefiel
dofmanagementas
wellassocialsci
ences.
Humanaf f
air
si nanyor gani
sationarei
nfl
uencedby
awidevari
etyofemot ionslikeloveandhate,
humanneedsandexpect ati
ons, humanvalues,
bel
ief
sandper cepti
ons, t
radit
ionsandculture,and
al
sobytechnical,
social,economi c,
demogr aphic
andpoli
ti
calchangesanddev elopments.