Human Resource Roles & Functions

Unit - I
1
DEFINITION OF HRD
 A set of systematic and planned activities
designed by an organization to provide its
members with the necessary skills to meet current
and future job demands.

2
EMERGENCE OF HRD
 Employee needs extend beyond the training
classroom
 Includes coaching, group work, and problem
solving
 Need for basic employee development
 Need for structured career development

3
RELATIONSHIP BETWEEN HRM AND HRD
 Human resource management (HRM)
encompasses many functions
 Human resource development (HRD) is just one
of the functions within HRM

4
PRIMARY FUNCTIONS OF HRM
 Human resource planning
 Equal employment opportunity
 Staffing (recruitment and selection)
 Compensation and benefits
 Employee and labor relations
 Health, safety, and security
 Human resource development

5
SECONDARY HRM FUNCTIONS
 Organization and job design
 Performance management/ performance appraisal
systems
 Research and information systems

6
HRD FUNCTIONS
 Training and development (T&D)
 Organizational development
 Career development

7
ORGANIZATIONAL DEVELOPMENT
 The process of improving an organization’s
effectiveness and member’s well-being through
the application of behavioral science concepts

 Focuses on both macro- and micro-levels

 HRD plays the role of a change agent

8
CAREER DEVELOPMENT
 Ongoing process by which individuals progress
through series of changes until they achieve their
personal level of maximum achievement.
 Career planning
 Career management

9
LEARNING & PERFORMANCE

10
CRITICAL HRD ISSUES
 Strategic management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD

11
STRATEGIC MANAGEMENT & HRD
 Strategic management aims to ensure
organizational effectiveness for the foreseeable
future – e.g., maximizing profits in the next 3 to 5
years
 HRD aims to get managers and workers ready for
new products, procedures, and materials

12
SUPERVISOR’S ROLE IN HRD
 Implements HRD programs and procedures
 On-the-job training (OJT)
 Coaching/mentoring/counseling
 Career and employee development
 A “front-line participant” in HRD

13
ORGANIZATIONAL STRUCTURE OF HRD DEPARTMENTS

 Depends on company size, industry and maturity

 No single structure used
 Depends in large part on how well the HRD
manager becomes an institutional part of the
company – i.e., a revenue contributor, not just a
revenue user

14
SAMPLE HRD JOBS/ROLES
 Executive/Manager
 HR Strategic Advisor
 HR Systems Designer/Developer
 Organization Change Agent
 Organization Design Consultant
 Learning Program Specialist
 Instructor/Facilitator
 Individual Development and Career Counselor
 Performance Consultant (Coach)
 Researcher
15
HR’S STRATEGIC ROLE
 Employees as organisation’s assets
 Driving business strategy
 Spanning organizational functions
 HRD Deliverables:
 Performance
 Capacity Building
 Problem solving/consulting
 Org. change and development

16
STRATEGIC HRD
 Integration of HRD with strategy formulation and
implementation
 Long-term view of HR policy
 Horizontal integration among HR functions
 Vertical integration with corporate strategy
 SHR as core competitive advantage

17
DEFINITION OF HR ROLES

Role/Cell Deliverable/ Metaphor Core Activity

Outcome

Mgmt of SHR Executing corp. Strategic Partner Aligning HR and bus.

strategy Strategy
Mgmt of Firm Building an efficient Administrative Expert Reengineering org.
Infrastructure infrastructure Processes

Mgmt of Employee Increasing employee Employee Champion Providing resources

Contributions commitment and to employees
capability
Mgmt of Organizational Change Agent Managing
Transformation/Chan renewal transformation and
ge change,

18
IMPORTANCE OF HUMAN RESOURCES
 Human resources are an important part of the
value chain
 They can be unique, and thus a source of core
competence in an organization
 If a core competence is related to HR, then HR
can contribute to competitive advantage

19
STRATEGIC ANALYSIS OF HR: PURPOSE
 People related strategies may be important to new
strategy (for example, a change in the way the
organization does business)
 In today’s technologically complex business world,
analysis of existing human resources is important
in order to determine what options are available
 The network of people within an organization and
their relationships with people can be an important
part of strategy

20
HR AND SUSTAINABLE COMPETITIVE ADVANTAGE

 In some industries, people are the most important factor

in success
- advertising and creative development
- leisure and tourism
- management consulting
- hospitals and medical professions
 The adaptability of people to changing environments is an
important skill
 “The ability to learn faster than your competitors may be
the only sustainable advantage” – Arie De Geus, former
head of planning at Royal Dutch Shell
21
CHALLENGES FOR HRD
 Changing workforce demographics
 Competing in global economy
 Eliminating the skills gap
 Need for lifelong learning
 Need for organizational learning

22
COMPETING IN THE GLOBAL ECONOMY
 New technologies
 Need for more skilled and educated workers
 Cultural sensitivity required
 Team involvement
 Problem solving
 Better communications skills

23
TRAINING & HRD PROCESS MODEL

24
 High Performance Organizations
25
 Design  Traditional
 High Performance Organizations
Components  Multi-skilled team players
Organizations
 People  Dispersed
 Narrow expertise
 Decision Systems
 Rugged individuals  Open
 Human Resources
 Structure  Centralized  Realistic job interviews
 Values & Culture  Closed  Continuous learning

 Standardized selection  Performance-based pay

 Routine training  Enriched jobs

 Job-based pay  Flat, flexible hierarchies

 Narrow, repetitive jobs  Self-contained businesses

 Tall rigid hierarchies  Promote involvement

 Functional departments  Innovation and cooperation

 Promote compliance
 Routine behaviors
HUMAN RESOURCES MANAGEMENT

26
RECRUITMENT

27
RECRUITMENT
 The process by which a job vacancy
is identified and potential employees are notified.
 The nature of the recruitment process
is regulated and subject
to employment law.
 Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal vacancy
lists.

28
RECRUITMENT
 Job description – outline of the role
of the job holder
 Person specification – outline
of the skills and qualities required
of the post holder
 Applicants may demonstrate their suitability through
application form, letter or curriculum vitae (CV)

29
SELECTION

30
SELECTION
 The process of assessing candidates and
appointing a post holder
 Applicants short listed –
most suitable candidates selected
 Selection process –
varies according to organisation:

31
SELECTION
 Interview – most common method
 Psychometric testing – assessing the personality of the applicants – will
they fit in?
 Aptitude testing – assessing the skills
of applicants
 In-tray exercise – activity based around what the applicant will be doing,
e.g. writing a letter to a disgruntled customer
 Presentation – looking for different skills
as well as the ideas of the candidate

32
EMPLOYMENT LEGISLATION

33
EMPLOYMENT LEGISLATION
 Increasingly important
aspect of the HRM role
 Wide range
of areas for attention
 Adds to the cost of the
business

Even in a small business, the legislation

relating to employees is important –
chemicals used in a hairdressing salon for
example have to be carefully stored and
handled to protect employees.

34
DISCRIMINATION
 Crucial aspects
of employment legislation:
 Race
 Gender
 Disability

Disability is no longer an issue for employers

to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu

35
DISCIPLINE

36
DISCIPLINE
 Firms cannot just ‘sack’ workers
 Wide range of procedures and steps
in dealing with workplace conflict
 Informal meetings
 Formal meetings
 Verbal warnings
 Written warnings
 Grievance procedures
 Working with external agencies

37
DEVELOPMENT

38
DEVELOPMENT
 Developing the employee
can be regarded as investing
in a valuable asset
 A source of motivation
 A source of helping the employee fulfil potential

39
TRAINING

40
TRAINING
 Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date
with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’

41
***Good Afternoon Budding Managers***

***Unit 01 HR Roles and Functions***

contd

42
ROLE OF HR MANAGER 8/1/13

 Conscience Role
 Counsellor
 Mediator
 Spokesman
 Problem solver
 Change Agent
 - As a Specialist
 - As a Source of help and also a controller
43
DEPARTMENT OF HUMAN RESOURCES
ORGANIZATIONAL CHART

DISCIPLINARY
COMMITTEE

ADMINISTRATIVE
ASSISTANT

CHANGE
MANAGEMENT

-Staff Recruitment
-Staff Training & -Trade unions
-Staff Loans -Statutory
Development -Team Building
-Retirement Benefits Deductions- This is a new
-Staff Deployment -CSR Activities
-Medical Cover NSSF,NHIF strategy by large
& Transfers -HIV/AIDS
-Sexual Harassment -Overtime Claims Corporate entities
-Staff Performance -Leave Allowances -Tax Returns
-Staff welfare to manage many
Management -Daycare for Staff -Pay slips
-Staff Canteen Staff in many
-Promotions Children production
-Staff Clinic Departments /
-
-Staff Health, Safety Branches
& Security

44
HR ORGANIZATION STRUCTURE

The organizational structure of HR is

usually very flexible and it reflects the
immediate need of the organisation.
There is no modern organisation where
the HRM organizational Structure
stayed the same for 18 months.

45
 TYPES OF ORGANISATIONAL STRUCTURE

 HR department in line organisational structure.

 HR department in functional organisational
structure.
 HR department in line and staff organisational
structure.
 HR department in divisional organisational
structure.
 HR department in matrix organizational structure.

46
H R DEPARTMENT IN LINE
ORGANIZATIONAL STRUCTURE
C.E.O.

H R Manager

Employment Officer Training Officer Wage & Salary Officer Welfare Officer

clerks clerks clerks clerks

47
H R DEPARTMENT IN FUNCTIONAL
ORGANIZATIONAL STRUCTURE
C.E.O.

H R Manager

Employment Officer Training Officer Wage & Salary Officer Welfare Officer

clerks clerks clerks clerks

48
H R DEPARTMENT IN LINE & STAFF
ORGANIZATIONAL STRUCTURE
C.E.O.

H R Manager

Employment Officer Training Officer Wage & Salary Officer Welfare Officer

clerks clerks clerks clerks

Line Function
Staff Function
49
H R DEPARTMENT IN DIVISIONALISED
ORGANIZATIONAL STRUCTURE
C.E.O.

H R Manager

H R Officer H R Officer H R Officer H R Officer

(Northern Division) (Southern Division) (Eastern Division) (Western Division)

Employment Officer Training Officer Wage & Salary Officer Welfare Officer

clerks clerks clerks clerks

50
H R DEPARTMENT IN MATRIX
ORGANIZATIONAL STRUCTURE
C.E.O.

G.M.

Engineering H. R. Finance Marketing

Department Department Department Department

Project A

Project B

Project C
51
Human Resource
Development

52
SIGNIFICANCE OF HRD

 It refers to the Knowledge, skills, abilities,

talents, aptitude, values and beliefs of an
Organizational Work force.

53
CHARACTERISTICS OF HR
 HR is complete humanbeing, emp enter with their
own values and sentiments.
 Competencies are developed through HRD
Programmes.
 Background, expectations and values vary from
person to person, hence every one should be
managed differently.

54
FEATURES OF HRD
 HRD is a systematic approach
 HRD is a continuous Process approach
 HRD is multidisciplinary
 HRD is embodied with techniques and processes
 HRD develops skills at all fn levels

55
SCOPE FOR HRD
 Recruiting with possibilities of Dev.
 Selecting to meet future demands
 Analysing, Appraising & developing
performance of employees
 Training to acquire new skills
 Planning for succesion
 Learning through Group dynamics, Job rotation,
Enlargement & empowerment.

56
NEED FOR HRD

 Changes in Economic policies

 Changing Job requirements
 Need for multi skilled HR
 Orgn Visibility and Transformation Process
 Technological Advances
 Organizational Complexity
 Human Relations

57
HRD OBJECTIVES
 To Prepare the employee to meet the present and
changing future job requirements.
 To prepare for higher level jobs.
 To enhance Orgn. Capabilities.
 To ensure smooth and efficient working of the
Orgn.

58
HRD FUNCTIONS
 Performance Appraisal
 Employee Training
 Executive Development
 Career Planning & Development
 Succession plng
 Involvement in Quality Circles
 Worker’s Participation in Mgt

59
TECHNIQUES/ METHODS/INSTRUMENTS
 Performance App / Potential Appraisal
 Career Plng / CareerDevelopment
 Employee Training / Executive development
 Organizational Change / Orgn Development
 WPM / Qly Circles
 Employee Councelling / Team work / Role Analysis
 Monetary rewards/Employee Benefits/Grievance
Mechanism

60
HR Strategies &
Organizational
Strategies

61
“WHAT IS STRATEGY”?

 Unified, comprehensive and integrated plan

designed to ensure that the basic objectives of the
enterprise are achieved”
 StrategicManagement:
 Cross functional process to view the Orgn as a
Single system.
 Matching Strengths with Opportunities.
 Set of decisions and actions to achieve Orgn.
Objectives.
62
MISSION, VISION AND OBJECTIVES
 Vision: An Organizational Vision is to identify
What they want to be? / What they want to
create?
 Mission: It relates to the Company’s existence
with the needs of the Society.
 Objectives: These are ends towards which
activity is aimed. Accomplishment of Mission
requires formulation of number of objectives.

63
STRATEGY – AN OVERLOOK
 SWOT Analysis.
 Formulation of Strategies.
 Selecting the best Strategy.
 Strategy Implementation.
 Strategy Evaluation and Control.

64
 LEVELS IN STRATEGIES
 Corporate Level Strategies.
 Stability Strategy.
 Growth Strategies.
 Concentration Strategies.
 Merger and Acquisiton Strategies.
**Horizontal Integration. ( Related Diversification )
**Conglomerate Diversification. ( Diversification into unrelated activity )
**Joint Ventures. ( Two firms carry out a specific project )
 Retrenchment Strategies. ( Liquidation & Divestment )

 SBU Level Strategies.

 Low cost Leadership. ( Enhancing Labour Productivity )
 Differentiation Strategy. ( Produce pdt different from others )
 Focus/ Niche Strategy. ( Concentrate on a specific product )

 Functional Level Strategies.

65
International HRM (
Global
Environment )
66
INTERNATIONAL HRM ( GLOBAL ENVIRONMENT)

 International Co: “Export the Pdt manufactured

in the home country.”

 Multinational Co: “ Establishes

branches/subsidiaries in various countries and
operate as a domestic company”

67
INTERNATIONAL HRM ( GLOBAL ENVIRONMENT)

 Global Co: Produces Globally and Market

Locally (or) Produces locally and Market
Globally.

 Transnational Co: Produces, Markets, Invests and

Operates across the world.

68
SOURCES OF GLOBAL RECRUITMENT
 Parent Company Nationals.

 Host Company Nationals.

 Third Country Nationals.

69
GLOBAL SELECTION APPROACH
 Ethnocentric Approach
 Polycentric Approach
 Geocentric Approach

 ## Concept of Expatriates

70
COMPENSATION IN GLOBAL ENVIRONMENT
 Expatriate Pay
 Gratuity
 Allowances
 Taxation

71
 UNIT II

HUMAN RESOURCE PLANNING AND

RECRUITMENT
72
HR PLANNING
 HR Planning is the process of examining an organizations’
future human resource need.
 It involves:
 Identifying and acquiring the right number of people with the proper
skills
 Motivating them to achieve high performance
 Creating interactive links between business objectives and resource
planning activities

73
HUMAN RESOURCE PLANNING
Human Resource Planning (HR Planning) is both a process and a set of plans.

It is how organizations assess the future supply of and demand for human resources.

An effective HR plan also provides mechanisms to eliminate any gaps that may exist
between supply and demand. Thus, HR planning determines the members and types of
employees to be recruited into the organization or phased out of it.

Dynamic by nature, the HR planning process often requires periodic readjustments as

labor market conditions change.

74
 HRP PROCESS
Strategic Planning Human Resource Demand Human Resource Supply

Technological
Technologicalforecasts
forecasts Annual
Annualemployment
employment Existing
Existingemployment
employmentinventory
inventory
Economic forecasts
Economic forecasts requirements
requirements After application of expected
After application of expected
Market Compared
Marketforecasts
forecasts Numbers
Numbers loss
lossand
andattrition
attritionrates
rates
Organizational
Organizationalplanning
planning Skills
Skills with
Investment planning
Investment planning Occupational
Occupationalcategories
categories
Annual
Annualoperating
operatingplans
plans

If none
Variances
Variances End
End

IfIfsurplus
surplus IfIfshortage
shortage

Decisions
Decisions Decisions
Decisions
Action
Layoff,
Layoff, Overtime,
Overtime,
Decisions
retirement,
retirement, recruitment,
recruitment,
etc.
etc. etc.
etc.

End
End End
End
75
 THE HRP PROCESS
All effective HR planning shares certain features. It is generally agreed that HR
planning involves four distinct phases or stages:

Situation
Situation analysis
analysis or
or environmental
environmental scanning
scanning

Forecasting
Forecasting demand
demand for
for human
human resources
resources

Analysis
Analysis of
of the
the supply
supply of
of human
human resources
resources

Development
Development of
of plans
plans for
for action
action

76
WHAT IS HRP?
 HRP is a sub-system of total organizational planning.
 HRP facilitates the realization of the company’s objectives
for the future by providing the right type and number of
personnel
 HRP is also called Manpower planning, Personnel planning
or Employment planning

77
BENEFITS OF HRP
 Create reservoir of talent
 Prepares people for future
 Expand or Contract
 Cut Costs
 Succession Planning

78
FORECASTING TECHNIQUES
 Managerial Judgment
 Ratio trend analysis
 Work Study Techniques
 Delphi Technique
 Flow Models
 Others

79
FACTORS IN DEMAND FORECASTING

 Social factors – Working conditions, Govt. regulations,

environmental conditions, religious, cultural.
 Technological Factors
 Political Factors – Trade restrictions, War etc.
 Economic Factors
 Demand generation
 Growth
 Employee Turnover

80
JOB ANALYSIS

 Job Analysis is not a one time activity as jobs are changing

constantly

 The job and not the person – an important consideration in

job analysis is conducted of the job and not of the person

 It simply highlights what are the minimum activities that are

entailed in a job.

81
 JOB ANALYSIS

 Skill Range
 Does the job cover a reasonable but not too extensive
range of different tasks?
 Are there opportunities to use knowledge and skills
associated with effective performance of the job?
 Can the individual make full use of their skills and
develop their skill base?

82
JOB ANALYSIS
 Job Purpose
 Is the purpose of the job clearly and unequivocally
 Is its contribution to the organisation’s objectives
evident?
 Is its contribution to its dept obvious?
 Is the post holder responsible for the successful
completion of the whole job?
 Do the internal systems help the post holder do the
job?

83
 JOB ANALYSIS

 Relationships
 Are the formal relationships clearly specified and
related to the achievement of the objectives?
 Is there opportunity to develop working relationships
within and across the department’s boundaries?
 Are colleagues available with whom the post holder
can discuss professional issues

84
 JOB ANALYSIS
 Job Outcomes:
 Can the post holder see the result of their efforts?
 Can the results of the post holders efforts be

recognised?
 Does the post holder have the opportunity to influence

their own levels of performance?

 Rewards
 Are the rewards appropriate and obtainable?
 Are the rewards linked directly with the performance
of the post holder?

85
 STEPS IN JOB ANALYSIS

1. Organizational Analysis – Overview of various jobs in the

organization and the linkages between them and the
contribution of various jobs towards achieving
organizational efficiency and effectiveness.
2. Uses of Job Analysis Information
3. Selection of jobs for analysis
4. Collection of Data
5. Preparation of Job description – tasks, duties,
responsibilities
6. Preparation of Job Specification – personal attributes
required in terms of education, training, aptitude and
experience to fulfill the job description
86
 Job Analysis: A Basic Human Resource Management Tool

 Human Resource Planning

Tasks Responsibilities Duties  Recruitment
 Selection
 Training and Development
 Performance Appraisal
Job Descriptions  Compensation and Benefits
 Safety and Health
Job
Analysis  Employee and Labor
Job Specifications Relations
 Legal Considerations
 Job Analysis for Teams

Knowledge Skills Abilities

87
 JOB DESCRIPTION
 A job description
 Clarifies work functions and reporting relationships,
helping employees understand their jobs.
 Aids in maintaining a consistent salary structure.
 Aids in Performance evaluations.
 Is a set of well written duty statements containing
action words which accurately describe what is being
done.

88
 Duty statements
 should focus on primary, current, normal, daily duties and
responsibilities of the position (not incidental duties, an employee’s
qualifications or performance, or temporary assignments). Related or
similar duties should be combined and written as one statement.

 Should be a discreet, identifiable aspect of the work assignment,

described in one to three sentences, and should be outcome-based,
allowing for alternate means of performing the duty, changes in
technology, preferences of employees and supervisors, and
accommodations of workers with disabilities, without altering the
nature of, and/or the duty itself.

89
 WRITING A JD

 Duties are to be listed in order of importance, not necessarily

frequency.
 There is no need to group tasks/duties under sub headings,
however it is acceptable.
 Commence each statement with a verb eg 'processes',
'maintains', 'records' etc, .
 Avoid using the term 'responsible for' rather describe the action
e.g. 'obtains', 'coordinates' etc.

90
WRITING A JD
 Frequencies should be identified in multiples of 5%.
Duties that take less than 5% of the officer's time should
not be shown as separate but grouped with other duties.

 Use action verbs which tell what the position does.

Examples include "supervises", "programs", "directs" and
"analyzes". Provide specific examples to illustrate the
duties Avoid ambiguous terms such as "oversees" or
"manages", instead, describe the activities involved in
overseeing or managing. Quantify activities when
possible. Examples may include: How often is the activity
performed? How much money does this position manage?
What is the volume of work handled?

91
WRITING A JD : PRIMARY FUNCTION

 What is the Position's objective?

 What is the Role of Position (including key
relationships)?
 Position summary [Briefly state the purpose or objective
of the position]:
 Essential job functions [State the major responsibilities,
indicate New (N) or Existing (E), and the estimated
percent of time devoted to each - include descriptive
statements of typical or representative tasks associated
with the major responsibilities/functions]:
 State briefly the general function of your position,
including the basic nature of the department and the
relationship of your position with other positions in your
work area 92
PERSON SPECIFICATION
 Person Specification is a statement derived
from the job analysis process and the job
description

 Of the characteristics that an individual

would need to possess in order to fulfill the
requirements of a job

93
REASONS FOR CONDUCTING JOB
ANALYSIS
 Staffing – would be haphazard if recruiter did not know
qualifications needed for job
 Training and Development – if specification lists a
particular knowledge, skill, or ability, and the person
filling the position does not possess all the necessary
qualifications, training and/or development is needed
 Compensation and Benefits – value of job must be known
before dollar value can be placed on it

94
REASONS FOR CONDUCTING JOB
ANALYSIS (CONTINUED)
 Safety and Health – helps identify safety and health considerations
 Employee and Labor Relations – lead to more objective human
resource decisions
 Legal Considerations – having done job analysis important for
supporting legality of employment practices

95
CONDUCTING JOB ANALYSIS

The people who participate in job analysis

should include, at a minimum:
 The employee
 The employee’s immediate supervisor
 Other key stakeholders in the organization

96
HR Processes – An Employee Life Cycle

97
ROUTINE HR FUNCTIONS
 Manpower planning
 Recruitment and Selection
 Training & Development
 Appraisals – Performance Management
 Transfers / Promotions
 Compensation and Benefits

98
NON ROUTINE HR FUNCTIONS
 Culture Management
 Change Management
 Cross Cultural Issue Management
 HR Audit
 HR Accounting
 Outsourcing of HR
 VRS / Existing Employee Management / Succession
Planning

99
 HR PROCESS MAPPING

Business HR Policy HR Recruitment

Planning Planning Selection

Performance Compensation Talent Training

Management Management Management Development

HR Systems Employee Occupational

Data Mgmt Relations Health and Safety

100
 Definitions

 Recruitment: Overall process of defining

jobs profiles and inviting applicants.

 Selection: Specific process of narrowing

the focus and selecting the perfect fit

101
MANPOWER PLANNING
 Business Needs
 Financial Feasibility
 Future Plans
 Brand Name

102
MANPOWER PLANNING

 Why does the position exist?

 Temporary Replacement
 Permanent Replacement
 Creation of new position

103
 RECRUITMENT AND SELECTION PROCESS

 Business Plan
 Related HR Plan
 Competencies
 People
 Compensation and Benefits
 Numbers
 Current : Budgeted and Actual
 Future : Short Term and Long Term
 Three Conditions
 Current = Future
 Maintenance B = A
 Vacancy Filling B > A
 Current > Future
 Redundancy Planning
 Current < Future
 Recruitment Plan

104
 RECRUITMENT AND SELECTION PROCESS

 Recruitment Plan
 Position Description/Specifications
 Person Specifications
 Method of Recruitment
 Internal
 Reference/Promotions/Transfers
 External
 Advertisement
 Where to advertise

 Writing an advertisement

 Consultants
 Retainer

 Multiple

 Internet
 Receiving Applications and Screening/Filing

105
 RECRUITMENT AND SELECTION PROCESS

 Screening /Short-listing
 Coding
 Computer aided screening
 Selection Tools
 Written Tests
 Group Discussions
 Interviews
 Assessment Centres
 Reference Checks
 Offer
 Joining

106
WHY OBJECTIVE SETTING?
 Gives direction to job.
 Helps focus on important job areas.
 Assists review and change in job emphasis.
 Provides a basis for appraisal, counselling and
feedback.
 Increases mutual job understanding with superior.

107
HRS ROLE IN PERFORMANCE MANAGEMENT

 Delivering time-lines
 Ensuring timely adherence
 Auditing the objectives jointly with line
managers
 Ensuring objectives are in line with
organisational goals
 Requesting modification if required

108
TRAINING & DEVELOPMENT AND
PERFORMANCE APPRAISAL

UNIT III

109
 INTRODUCTION
 Performance appraisal is an evaluation of the
performance of an employee against the job
standards in terms of quantitative, qualitative and
behavioural aspects at the workplace.
 A successful PA process involves explaining the
job, communicating expectations, observing and
documenting behaviour and providing frequent
informal feedback.

110
WHY PA ?

 It helps the supervisor and the employee to –

 Understand individual strengths & weaknesses of
performance
 Mutually understand expectations for performance
 Form a basis for personnel action
 Determine training & development needs of
employees

111
PERFORMANCE APPRAISAL AND TRAINING NEEDS

 Review org. goals to associate preferred org. results

in terms of units of performance i.e. quality, quantity,
cost or timeliness.
 Specify desired results for the domain, gives guidance
& focus on results needed by other domains
Learning goals
 Prioritize the range of results needed from the
employee helps the supervisor understand what
training needs to be given.

112
PERFORMANCE APPRAISAL AND TRAINING NEEDS

 Identify measures to evaluate if an how well the

domain’s desired results were achieved.
 Identify standards for evaluating how well the desired
results were achieved.
 Document a performance plan – desired results,
measures and standards.
 Conduct ongoing measurement to track the
performance of the employee.

113
PERFORMANCE APPRAISAL AND TRAINING NEEDS

 To provide an opportunity for the employee for

introspection, Self-evaluation and goal-setting so that he
remains on the path of development.
 To prepare the employees for higher jobs by reinforcing
development of behaviour & qualities for these higher
level positions.
 To generate relevant data on each employee periodically.
 To enable employee to adopt the norms and values of the
organization and develop commitment.

114
PERFORMANCE APPRAISAL PROCESS
 Done on certain criterions or standards fixed in
advance.
 Employee should be aware of those yardsticks.
 Steps in PA
 Establishing standards
 Communicating stds. to employees
 Measuring actual performance.
 Comparing actual with stds.
 Discussing reports with employees
 Taking corrective action

115
PERFORMANCE APPRAISAL METHODS

 Individual Evaluation Methods

 Confidential report
 Essay evaluation
 Critical incidents
 Checklists
 Graphic rating scale
 Behaviorally anchored rating scale
 MBO

116
 PERFORMANCE APPRAISAL METHODS

 Group Appraisal
 Ranking
 Paired comparison
 Forced distribution
 Performance tests
 Field review technique

117
Performance Appraisal Methods

1. Confidential report Traditional

2. Essay evaluation methods
3. Critical incidents
4. Checklists
5. Graphic rating scale
6. Straight Ranking
7. Paired comparison
8. Forced distribution
9. Grading system
10. Field review technique
11. Nominations
12. Work samples
118
Performance Appraisal Methods

Modern methods

1. Assessment centre
2. Human resource accounting – costs &
contribution
3. Behaviorally anchored rating scale
4. MBO
5. 360º performance apparaisal

119
CRITICAL INCIDENT METHOD

Ex: A fire, sudden breakdown, accident

Workers reaction scale

A informed the supervisor immediately 5

B Become anxious on loss of output 4
C tried to repair the machine 3
D Complained for poor maintenance 2
E was happy to forced test 1

120
CHECKLIST METHOD

Simple checklist method

Weighted checklist method

Forced choice method

Simple checklist method:

Is employee regular
Y/N

Is employee respected by subordinate Y/N

Is employee helpful
Y/N

Does he follow instruction Y/N

Does he keep the equipment in order Y/N

121
WEIGHTED CHECKLIST METHOD

weights performance rating

(scale 1 to 5 )
Regularity 0.5
Loyalty 1.5
Willing to help 1.5
Quality of work 1.5
Relationship 2.0

122
FORCED CHOICE METHOD

Criteria Rating

1.Regularity on the job Most Least

• Always regular
• Inform in advance for delay
• Never regular
• Remain absent
• Neither regular nor irregular

123
GRAPHIC RATING SCALE
• Continuous Rating Scale
• Discontinuous Rating Scale

Employee name_________ Deptt_______

Rater’s name ___________ Date________
------------------------------------------------------------------------
Exc. Good Acceptable Fair Poor
5 4 3 2 1 _
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
Total score Continuous Rating Scale

124
DISCONTINUOUS RATING SCALE

Indifferent
Enthusiastic

Attitude

No Interested Very
Interest enthusiastic

125
BARS( BEHAVIORALLY ANCHORED RATING SCALE)

Step 1. Identify critical incidents

Step 2. Select performance dimension

Step 3. Retranslate the incidents

Step 4. Assign scales to incidents

Step 5. Develop final instrument

126
MBO PROCESS

 Set organizational goals

 Defining performance target
 Performance review
 feedback

127
 PERFORMANCE APPRAISAL METHODS

 Group Appraisal
 Ranking
 Paired comparison
 Forced distribution
 Performance tests Field review technique

128
RANKING METHOD

Employee Rank

A 2

B 1

C 3

D 5

E 4

129
PAIRED COMPARISON METHOD

A B C D E Final Rank
A - - - + + 3

B + - - + + 2

C + + - + + 1

D - - - - + 4

E - - - - - 5
No of Positive evaluation
Total no. of evaluation * 100 = employee superior evaluation

130
FORCED DISTRIBUTION METHOD

No.
of
employees

10% 20% 40% 20% 10%

poor Below average good Excellent

average

Force distribution curve

131
FIELD REVIEW METHOD
Performance subordinate peers superior customer
Dimension

Leadership ^ ^

Communication ^ ^

Interpersonal skills ^ ^

Decision making ^ ^ ^

Technical skills ^ ^ ^

Motivation ^ ^ ^

132
PERFORMANCE CRITERIA FOR EXECUTIVES

 For top managers

 Return on capital employed
 Contribution to community development
 Degree of upward communication from middle-
level executives
 Degree of growth and expansion of enterprise.

133
FOR MIDDLE LEVEL MANAGERS

 Departmental performance
 Coordination among employees
 Degree of upward communication from supervisors
 Degree of clarity about corporate goals and policies

134
FOR SUPERVISORS

 Quality and quantity of output in a given period

 Labor cost per unit of output in a given period
 Material cost per unit in a given period
 Rate of absenteeism and turnover of employees
 No of accidents in a given period

135
COMPENSATION MANAGEMENT

UNIT - IV
136
A DEFINITION . . .
 All forms of
 financial return,
 tangible services and
 benefits
 that employees receive as part of their
employment relationship

137
COMPONENTS OF A TOTAL COMPENSATION
PROGRAM - 1
 Financial
 Direct
 wages, salaries, commissions, bonuses
 Indirect
 insurance plans
 life, health, dental, disability
 social assistance benefits
 retirement plans, social security, workers’ comp
 paid absences
 vacations, holidays, sick leave

138
COMPONENTS OF A TOTAL COMPENSATION
PROGRAM - 2
 Non-Financial
 The Job
 interesting, challenging, responsible
 opportunity for recognition, advancement
 feeling of achievement
 Job Environment
 policies, supervision, co-workers, status symbols,
working conditions, flextime, compressed work week,
job sharing, telecommuting, flexible benefits programs

139
 FACTORS THAT INFLUENCE WAGE
LEVELS
Conditions of
Labor Market Compensation
Policy of
Organization
Area Wage
Rates Worth of
Job
Cost of WAGE
Living
MIX Employee’s
Relative Worth
Collective
Bargaining
Employer’s
Legal Ability to Pay
Requirements
140
STEP 1 - ESTABLISH GENERAL WAGE LEVEL FOR
ORGANIZATION

 Factors to consider:
 Other firm’s rates
 Union demands
 Cost-of-living changes
 Firm’s ability to pay

141
 STEP 2 - ESTABLISH WAGE STRUCTURE
(THE PAY FOR EACH JOB)
 Employ a job evaluation system
 Ranking
 Job Classification
 Point System
 Factor Comparison
 Results:
 pay grades
 rate ranges

142
STEP 3 - ESTABLISH PAY FOR EACH INDIVIDUAL ON EACH JOB

 Inputs:
 Performance appraisal information
 Seniority system

143
A PAY MODEL -- 3 BASIC COMPONENTS
 I. Compensation Objectives
 II. Foundation Concepts
 III. Techniques for Management

144
A PAY MODEL
I. COMPENSATION OBJECTIVES - 1
 Organization Performance
 Labor Costs
 Attitudes and Behaviors
 Laws and Regulations

145
A PAY MODEL
I. COMPENSATION OBJECTIVES - 2
 Influence forms & procedures
 For example:
 if objective is pay for performance, emphasize
incentives, merit pay plans
 if objective is stable, experienced workforce,
emphasize seniority-based pay

146
A PAY MODEL
II. FOUNDATION CONCEPTS
 Equity
 External Equity
 Comparison: outside organization
 Internal Equity
 Comparison: inside organization, among jobs
 Employee Equity
 Comparison: individuals doing same job for
same organization

147
A PAY MODEL
III. TECHNIQUES FOR MANAGEMENT

 A. Pay Level
 B. Pay Structure
 C. Individual Pay Rates

148
A PAY MODEL
III. TECHNIQUES FOR MANAGEMENT
A. PAY LEVEL

 Defined: average rates paid by employer

 Applicable concept: External Equity
 3 Pure Alternatives
 lead competition
 match competition
 lag competition
 Mechanism used: Market Wage Survey

149
MARKET WAGE AND SALARY SURVEYS
 Select key jobs.
 Determine relevant labor market.
 Select organizations.
 Decide on information to collect:
wages/benefits/pay policies.
 Compile data received.
 Determine wages and benefits to pay.

150
MARKET WAGE LEVELS

evel
L
a ge
’s W
n y A
e vel
mpa g eL
a vel
Co t W L e
a rke W a ge
M B’s
n y
m pa
C o

• Which company is leading the market?

• Which company is lagging the market?
• What would the wage level line look like for a
company that was meeting/matching the market? 151
A PAY MODEL
III. TECHNIQUES FOR MANAGEMENT
B. PAY STRUCTURE
 Defined: pay rates for different jobs within
a single organization
 Applicable concept: Internal Equity
 Pay more for jobs with
 greater qualifications
 less desirable working conditions
 more valuable output
 Mechanism used: Job Analysis & Job
Evaluation
152
JOB EVALUATION
 defined: the systematic evaluation of job
descriptions
 outcome: a hierarchy of organizational jobs
according to their content and value to the
organization
 Methods:
 ranking
 classification
 factor comparison
 point method
153
JOB RANKING SYSTEM

Simplest and oldest system of job

evaluation by which jobs are arrayed
on the basis of their relative worth

155
JOB CLASSIFICATION SYSTEM

System of job evaluation by which jobs

are classified and grouped according
to a series of predetermined wage grades

156
POINT SYSTEM

Quantitative job evaluation procedure

that determines the relative value of a job
by the total points assigned to it

157
FACTOR COMPARISON SYSTEM

Job evaluation system that permits the

evaluation process to be accomplished
on a factor-by-factor basis by developing
a factor comparison scale

158
HAY PROFILE METHOD

Job evaluation technique using three

factors – knowledge, mental activity,
and accountability – to evaluate
executive and managerial positions

159
A PAY MODEL
III. TECHNIQUES FOR MANAGEMENT
C. INDIVIDUAL PAY RATES

 Defined: pay rates for different individuals

doing the same job within an organization
 Applicable concept: Employee Equity
 2 Techniques
 Flat Rate
 Pay Ranges
 Mechanisms used: Performance or Seniority

160
WAGE CURVE

Curve in a scattergram representing

the relationship between relative worth
of jobs and wage rates

161
COMPONENTS OF THE WAGE STRUCTURE

162
PAY GRADES

Groups of jobs within a particular class

that are paid the same rate or rate range

163
ELEMENTS OF THE RATE RANGE

164
COMMON PAY GRADE RANGES
 Laborers & Trades, up to 20%
 Clerical, Technical, Para-professional, 15-49%
 First Level Supervisors, Professionals 30-50%
 Middle and Senior Level Management, 40-100%

165
MONITORING COMPENSATION COSTS
 Compra-Ratio
 Formula:

Actual Average Pay for Grade

Midpoint Pay for Grade
 A compra ratio < 1 indicates lag
 A compra-ratio > indicates excess

166
HOW WOULD YOU HANDLE OUTLIERS?
An individual whose current pay is beyond
the maximum of the pay grade for his/her
job

An individual whose current pay is

below the minimum of the pay grade
for his/her job

167
FEDERAL WAGE LAWS

Davis-Beacon Act of
1931

Walsh-Healy Act of
1936

Fair Labor
Standards Act of
1938

168
NONEXEMPT EMPLOYEES

Employees covered by the overtime

provisions of the Fair Labor Standards Act

169
EXEMPT EMPLOYEES

Employees not covered by the overtime

provisions of the Fair Labor Standards Act

170
COMPARABLE WORTH

The concept that male and female jobs

that are dissimilar, but equal in terms
of value or worth to the employer,
should be paid the same

171
WAGE-RATE COMPRESSION

Compression of differentials between

job classes, particularly the differential
between hourly workers and their managers

172
INDUSTRIAL RELATIONS

Unit V

173
MEANING
 Simply the relationship between employer and employee is called
Industrial Relation.
 But it also covers the relation between employer vs. employer and
employees vs. employees.
 To safeguard the interests of the all the parties, harmonious
relationship is necessary for both employers and employees of the
production.
 In order to maintain good relationship with the employees, the main
functions of every organization should be to avoid any dispute with
them or settle it as early as possible, so as to ensure industrial peace
and harmony with higher productivity. The Industrial Relation
relations is also called as labor - management, employee-employers
relations.

174
174
175
175
DEFINITIONS
 Industrial Relation deals with the manpower of the
enterprise and the management which is concerned with
– whether machine operator, skilled worker or manager.
 Industrial Relation is a relation between employer and
employees, employees and employees and employees
and trade unions. and the “process by which people and
their organizations interact at the place of work to
establish the terms and conditions of employment.” -
Industrial dispute Act 1947

176
176
 IMPORTANCE OF INDUSTRIAL RELATIONS
The healthy industrial relations are key to the progress and
success. Their significance may be discussed as under-

1. Uninterrupted production – The most important benefit of industrial

relations is that this ensures continuity of production. This means,
continuous employment for all from manager to workers. The resources are
fully utilized, resulting in the maximum possible production. There is
uninterrupted flow of income for all. Smooth running of an industry is of
vital importance for several other industries; to other industries if the
products are intermediaries or inputs; to exporters if these are export goods;
to consumers and workers, if these are goods of mass consumption.

177
177
 2. Reduction in Industrial Disputes – Good industrial
relation reduce the industrial disputes. Disputes are
reflections of the failure of basic human urges or
motivations to secure adequate satisfaction or expression
which are fully cured by good industrial relations. Strikes,
lockouts, go-slow tactics, gherao and grievances are some of
the reflections of industrial unrest which do not spring up in
an atmosphere of industrial peace. It helps promoting co-
operation and increasing production.

178
178
 3. High morale – Good industrial relations improve the
morale of the employees. Employees work with great zeal
with the feeling in mind that the interest of employer and
employees is one and the same, i.e. to increase production.
Every worker feels that he is a co-owner of the gains of
industry. The employer in his turn must realize that the gains
of industry are not for him along but they should be shared
equally and generously with his workers. In other words,
complete unity of thought and action is the main
achievement of industrial peace. It increases the place of
workers in the society and their ego is satisfied. It naturally
affects production because mighty co-operative efforts alone
can produce great results.

179
179
 4. Mental Revolution – The main object of industrial
relation is a complete mental revolution of workers and
employees. The industrial peace lies ultimately in a
transformed outlook on the part of both. It is the business
of leadership in the ranks of workers, employees and
Government to work out a new relationship in consonance
with a spirit of true democracy. Both should think
themselves as partners of the industry and the role of
workers in such a partnership should be recognized. On
the other hand, workers must recognize employer’s
authority. It will naturally have impact on production
because they recognize the interest of each other.

180
180
 5. New Programmes – New programmes for workers
development are introduced in an atmosphere of peace
such as training facilities, labor welfare facilities etc. It
increases the efficiency of workers resulting in higher and
better production at lower costs.

 6. Reduced Wastage – Good industrial relations are

maintained on the basis of cooperation and recognition of
each other. It will help increase production. Wastages of
man, material and machines are reduced to the minimum
and thus national interest is protected.

181
181
 Thus, from the above discussion, it is evident that good
industrial relation is the basis of higher production with
minimum cost and higher profits. It also results in increased
efficiency of workers. New and new projects may be
introduced for the welfare of the workers and to promote the
morale of the people at work.
 An economy organized for planned production and
distribution, aiming at the realization of social justice and
welfare of the massage can function effectively only in an
atmosphere of industrial peace. If the twin objectives of rapid
national development and increased social justice are to be
achieved, there must be harmonious relationship between
management and labor.

182
182
TRADE UNIONS
 "Trade Union" means any combination, whether temporary
or permanent, formed primarily for the purpose of regulating
the relations between workmen and employers or between
workmen and workmen, or between employers and
employers, or for imposing restrictive conditions on the
conduct of any trade or business
 Trade unions are formed to protect and promote the interests
of their members. Their primary function is to protect the
interests of workers against discrimination and unfair labor
practices.

183
OBJECTIVES
 Representation
 Negotiation
 Voice in decisions affecting workers
 Member services
(a) Education and training
(b) Legal assistance
(c) Financial discounts
(d) Welfare benefits
184
FUNCTIONS OF TRADE UNIONS
 (i) Militant functions
(a) To achieve higher wages and better working
conditions
(b) To raise the status of workers as a part of
industry
(c) To protect labors against victimization and
injustice

185
 (II) FRATERNAL FUNCTIONS
 To take up welfare measures for improving the morale of
workers
 To generate self confidence among workers
 To encourage sincerity and discipline among workers
 To provide opportunities for promotion and growth
 To protect women workers against discrimination

186
IMPORTANCE OF TRADE UNIONS
 Trade unions help in accelerated pace of economic development in many
ways as follows:
 by helping in the recruitment and selection of workers.
 by inculcating discipline among the workforce
 by enabling settlement of industrial disputes in a rational manner
 by helping social adjustments. Workers have to adjust themselves to the
new working conditions, the new rules and policies. Workers coming from
different backgrounds may become disorganized, unsatisfied and frustrated.
Unions help them in such adjustment.

187
TRADE UNIONISM IN INDIA

Indian trade union movement can be divided into

three phases.

* The first phase (1850 to1900)

* The second phase (1900 to 1946)
* The third phase (in 1947).

188
 TRADE UNIONS IN INDIA

The Indian workforce consists of 430 million workers,

growing 2% annually. The Indian labor markets consist of
three sectors:
 The rural workers, who constitute about 60 per cent of the
workforce.
 Organized sector, which employs 8 per cent of workforce,
and
 The urban informal sector (which includes the growing
software industry and other services, not included in the
formal sector) which constitutes the rest 32 per cent of the
workforce.

189
STRIKES

 A strike is a very powerful weapon used by trade unions and

other labor associations to get their demands accepted. It
generally involves quitting of work by a group of workers for
the purpose of bringing the pressure on their employer so that
their demands get accepted. When workers collectively cease
to work in a particular industry, they are said to be on strike.

190
According to Industrial Disputes Act 1947, a
strike is “a cessation of work by a body of
persons employed in an industry acting in
combination; or a concerted refusal of any
number of persons who are or have been so
employed to continue to work or to accept
employment; or a refusal under a common
understanding of any number of such persons
to continue to work or to accept employment”.

191
CAUSES OF STRIKES
 Strikes can occur because of the following reasons:
 Dissatisfaction with company policy
 Salary and incentive problems
 Increment not up to the mark
 Wrongful discharge or dismissal of workmen
 Withdrawal of any concession or privilege
 Hours of work and rest intervals
 Leaves with wages and holidays
 Bonus, profit sharing, Provident fund and gratuity
 Retrenchment of workmen and closure of establishment
 Dispute connected with minimum wages

192
TYPES OF STRIKE
 Economic Strike
 Sympathetic Strike
 General Strike
 Sit down Strike
 Slow Down Strike
 Sick-out (or sick-in )
 Wild cat strikes

193
LOCKOUTS

 A lockout is a work stoppage in which an

employer prevents employees from working. It is
declared by employers to put pressure on their
workers. This is different from a strike, in which
employees refuse to work. Thus, a lockout is
employers’ weapon while a strike is raised on
part of employees.

194
LABOR LAW AND
COLLECTIVE BARGAINING

195
 OBJECTIVES

 Define
 Collective bargaining
 Bargaining in good faith
 Past practice
 Strike
 Union shop
 Closed shop

196
 OBJECTIVES

 Define
 Open shop
 Dues check-off
 Agency shop
 Fair-share agreement
 Maintenance of membership
 Right-to-work

197
 OBJECTIVES

 Explain the primary differences between

private sector labor relations and public sector
labor relations.
 Identify and explain three categories of
subjects for collective bargaining:
 Mandatory, prohibited, and permissive

198
 OBJECTIVES

 Explain dispute resolution mechanisms used for

three types of impasse disputes:
 Representational, interest, and grievance
 Explain the duty of fair representation.
 Explain how Weingarten and Garrity rights
serve to protect employees.

199
 COLLECTIVE BARGAINING

 Process
 Employer and duly appointed representatives of
the employees negotiate an agreement
 Pertaining to wages, hours, and other terms and
conditions of employment

200
 GOOD-FAITH BARGAINING

 Active participation in deliberations

 Intention to find a basis for agreement
 Sincere effort to reach common ground
 Does not require either party to make a
concession

201
 UNFAIR LABOR PRACTICE

 Defined in Labor Relations Act

 Authorizes labor board to impose sanctions
and orders for violations

202
 IMPASSE DISPUTES

 Representation
 Interest
 Grievance

203
SCOPE OF COLLECTIVE BARGAINING

 Wages, hours, and other terms and conditions

of employment
 Three subjects
1. Mandatory
2. Permissive
3. Prohibited

204
 COLLECTIVE BARGAINING

 Impact bargaining
 Unilateral changes to workplace
 Past practices

205
WORKERS’ PARTICIPATION IN MANAGEMENT

206
OBJECTIVES OF WPM
 Pie enlarging NOT Pie splitting
 Gain sharing – improving profitability
 Future sharing – improving competitiveness
 Power sharing – Placing Stockholders and
Stakeholders on a even keel
 Self actualisation – availing opportunity to
contribute meaningfully

207
DEFINING WPM

A system of communication and consultation,

either formal or informal, by which employees of
an organisation are kept informed about the
affairs of the undertaking and through which they
express their opinion and contribute to the
management decisions

208
HOW WPM WORKS?

KF Walker Model
Employee Area Union
Planning Directors of
H
Managerial I
Organizing Works Colle- E
R
Motivating Council ctive A
Hierarchy R
Controlling Suggestion Barga- C
Schemes ining H
Y
Participative Supervision
and Job enlargement

Doing Workers

209
FORMS OF PARTICIPATION

 Informative
 Information Sharing
 Involving
 Consultative
 Idea generating
 Democratic functioning
 Co deterministic
 Joint decision making
 Partnering

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SOME KEY DIMENSIONS IN WPM
(DAVID GUEST,1995)

Dimension Industrial Relation HRM/HRD

Psychological Compliance Commitment
contract
Norms, customs and
Behaviour practices Values / Mission
referent
Low trust, pluralist, High trust, unitarist,
Collective Individual
Relations
Formal roles, hierarchy, Flexible roles,
Organisation Division of labour, Flat structure/teamwork
and design Managerial controls Autonomy, self-control

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 THE COMMITMENT MATRIX & BEHAVIOUR
PATTERNS

Commitment to ORGANISATION
t
High / High
o Common / integrated High / Low
U Goals & Values
N Business Partnership Habitual Resistance
I
O
Low / High Low / Low
N Co-operation Indifference

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THE MISSING FOCUS

 Organisations view HRM and IRM as

Either – Or options
 HRM focused on Individual
 Industrial Relations focused on Collective

 The new realism :

High emphasis on both HR & IR management

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