Kal

asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
1.Expl
aint
hechal
lengesofHRM.

NowadaysHRdut
iesandresponsi
bil
it
ieshasbeenbecomeachallengef
orHRM TO
compet
ewit
hcompeti
tor
sandsustaininthedi
versi
fi
edeconomy
.Thechal
lengesar
e.

1.Gl
obal
i
sat
ion

2.Handl
i
ngmul
ticul
tur
al/
Div
ersewor
kfor
ce.

3.Empl
oyeesel
ect
ion

4.Tr
aini
ngandDev
elopment
.

5.Bal
ancewi
thwor
kfor
ce.

6.Ret
aini
ngt
alent
.

7.Conf
li
ctmanagement
.

1.Gl
obal
isat
ion.

Thatisf
acecompeti
ti
onfr
om MNCisaworr
yformanyfi
rms. Asar esul
tof
gl
obal
izat
ionmorefor
eignf
ir
msareent
eri
ngI
ndianmar
ketandchal
l
engebefor
e
domesti
cfir
msaregoi
ngtobemuchsever
e.

2.Handl
ingmul
ti
cul
tur
al/
Div
ersewor
kfor
ce.

Deali
ngwi t
hpeoplefrom di
ff
erentage,
gender,
race,educati
onal
background,
locat
ion,
i
ncome,parent
alst
atus,
rel
igiousbelief
,marit
alst
atusandwor
k
experi
encecanbechal l
engi
ngtaskforHRManager .

3.Conf
li
ctmanagement
.

Hrmanagershoul
dknowhowt ohandl
eemploy er–employeeandemploy
ee-
employee
confl
i
ctwit
houthandl
ingt
hei
rfeel
i
ngs.I
tisnotpossibl
etoav oi
dtoav
oidconf
li
ctbut
handl
ethem t
actf
ull
ycanhel
pHRmanagert oresolvei
ssues.

4.Ret
ainEmpl
oyees.

Gl
obal
i
zat
ionhasgi
venf
reedom t
owor
kingpr
ofessi
onal
towor
kanywher
eint
he

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
worl
d.Theyhaveendl
essoppor t
uni
ti
estowor
k,hi
reandr
etaint
hebestt
alent
s,
prov
idi
ngexcell
entwor
kenv i
ronment,
off
ermorer
emunerat
ionthany
ourcompeti
tor
s,
canhel
ptoretai
nemployees.

5.
Bal
ancewi
thwor
kli
fe.

HRManagershouldprovi
defacil
i
tieswhi
chhelpemployeetobal
anceworkli
fewit
h
per
sonal
lif
e. i
e,
chil
dcareatornearworl
place,j
obshar
ing,
sickl
eavepol
i
cies,f
lex
ibl
e
workt
iming,caref
orsi
ckchil
drenandempl oy
ees.

6.
Empl
oyeesel
ect
ion.

Externalfactorsl
i
ker ecommendati
on,pol
i
tical
infl
uence,per
sonalbi
as,
etcar
e
chal
lenges. Alsoi
nternalf
act
orssuchascostofrecrui
tment,j
obanal
ysi
s,HRplanni
ng
etct urnstobechal l
enge

Toov
ercomet
hechal
lenges.

ProperHRplanning,Faci
li
ti
es,
ethi
cal
behavior,
co-or
dinati
on,sympathyand
consider
ati
on,Fair
ness,knowl
edgeoflocat
ionetcar
et hesuggest
ions.

2.Expl
aint
heev
olut
ionofHRManagement
.

HumanResour
ceManagementi
sthemanagementofwor
kfor
ce

Ev
olut
ion.

1.
Indust
ri
alRev
olut
ion.

TheconceptofHRM Emer gedduring1850inWest er

nEur opeandUSAi n20th
Centur
y,duringIndustr
ial
revoluti
onint hi
sper
iodM/ Cwer ebroughtinTechnol
ogy
mader apidprogress,
Wor kerstr
eatedlikeM/CTools,Empl oyeeskeenfor
med
pr
oduct i
ontargetthansatisf
yempl oyees.Gov
t.di
dli
ttl
etopr otecti
nter
estofworker
s.

2.Tr
adeUni
oni
sm

St
atei
nterv
ent
iontopr
otectwor
ker
’si
nterest.
Wor
ker
sst
art
edt
ofor
m associ
ati
on
Tr
adeUnionAct1926waspassedi
nIndia.

-
Basi
cphilosophyt
osafeguar
dworkersint
erestandsortoutprobl
emsli
kelong
wor
kinghours,
poorwor
kingcondi
ti
ons,uni
onsusest r
ikes,l
ockout
setctobesolv
e

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
t
hei
rpr
obl
ems.Thesegav
eri
set
o.

 Col
l
ect
ivebar
gai
ning.

 Gr
iev
ancer
edr
essal
.

 Ar
bit
rat
ion.

 Empl
oyeebenef
itpr
ogr
am.

 Rat
ional
wagescheme.

3.
Soci
alr
esponsi
bil
it
yer
a

RobertOwenadopt edhumanisti
candpat er
nali
sti
cappr oach.Heviewedsoci aland
economicenv i
ronmentt oinfl
uencephysi
cal,mentalandpsy chol
ogicaldev
elopmentof
workers.
Hisphilosophywast hatownerisli
keaFat heranWor keri
sl i
keachi l
d.He
i
ntroducedreducedwor kinghours,r
educedwor ki
nghour s,Educat
ef orworkersand
chi
ldren,humant reat
mentt oworkers.

4.
Sci
ent
if
icmanagementer
a

I
ntr
oducedbyFW Tay
l n20thcent
ori ury

4pr
inci
ples

 Sci
ent
if
icmet
hodsandwor
kst
andar
d

 Sci
ent
if
icsel
ect
ionandpl
acementofwor
ker
s

 Di
vi
sionofwor
kandr
esponsi
bil
i
tybet
weenmanagementandwor
ker
s

 Har
monyandco-
oper
ati
onwi
thwor
ker
s

Forthathedevel
opedt
imest
udy
,mot
ionst
udy
,st
andar
dizedt
ool
sandequi
pment
s,
i
ncenti
vewageplan.

5.
Humanr
elat
ioner
a

 Focusedonat
ti
tudeandneedofwor
ker
s-bet
ween1925-
1935HugoMunst
erber
g
suggest
edpsy
chol
ogyi
nsel
ect
ion,
placement
,test
ingandt
rai
ningofempl
oyees

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 1924-
1932El
tonMay
oconduct
edHawt
hor
ne Exper
imenti
nWest
ernEl
ect
roni
c
Company
.Hef
oundout

 Goodphy
sical
env
ironment

 At
ti
tudeofempl
oyeest
owar
dswor
kteam andwor
k

 Ful
fi
ll
mentofwor
ker
ssoci
alandpsy
chol
ogi
cal
need

 Wor
ker
scanbemot
ivat
edt
hroughj
obsecur
it
y,r
ightt
oexpr
esst
hei
ropi
nionet
c

6.
Behav
ior
alsci
enceer
a

Concer
nedwi
thsoci
alandpsy
chol
ogi
cal
aspect
sofhumanbehav
ior
.El
ement
sar
e;

 I
ndi
vi
dual
behav
iori
sli
nkedwi
thgr
oupbehav
ior

 I
nfor
mal
leader
shi
pthanf
ormal
leader
shi
p

 Mot
ivat
ionbysel
f-
cont
rol
andsel
f-
dev
elopment

 I
mpr
oveef
fi
ciencyt
hroughsel
f-
oper
ati
ng

7.
Syst
emsappr
oacher
a

 Techni
cal
sub-
syst
em-f
ormal
rel
ati
onshi
p

 Soci
alsubsy
stem-
inf
ormal
rel
ati
onshi
p

 Powersubsy
stem-exer
ciseofpower

8.
Cont
ingencyappr
oacher
a

Thewaytomanagev
ari
ouswi
thsi
tuat
ion.Ther
eisnouni
ver
sal
wayt
omanageal
l
si
tuat
ion

3.Expl
aint
heRol
eofanHRManager
?

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
a)Admini
str
ati
ver
oles-
incl
udepol
i
cymaki
ng,
housekeepi
ng,
recor
dmai
ntenance,
l
egal
compli
anceet
c.

 pol
icymaker-
hel
ptomakepol
ici
esintheareassuchaswageandsal
ary
admini
str
ati
on,
worki
ngcondi
ti
on,
tal
entacquisi
ti
onetc.

 administr
ati
veexper
t-
iti
ncluderesponsibi
l
iti
esli
kemaintai
ningempl
oyee
fi
les,
recordkeepi
ng,
tr
ansportandmedi calf
acil
i
ties,
etc.

 advi
sor-HRmanagershoul dhelpli
nemanager
sby
advi
sing,
suggesti
ng,gui
ding,
andhelpi
ngi
nmat t
ersr
egar
ding,
recr
uit
ment,sel
ecti
on,tr
aini
ngetc.

 housekeeper-
HRmanagerhastomanaget
heshowi
ncludi
ngti
me
keepi
ngmai nt
aini
ngr
ecords,
wageandsal
aryadmi
nist
rat
ion,
wel
l
nesspr
ogr
am
etc.

 counselor–HRmanagerdiscussesv
ariouspr
obl
emsofempl
oyeesr
elat
edwi
th
work,healt
h,car
eer
,f
amil
yetc.andgiveadvi
sest
osol
vei
t

 welf
areoff
icer
-takescareofheal
th,
safety,
wel
far
emat t
ers,
prov
ide
cant
een,
toi
let,
l
unchr ooms,hospi
tal
,
crèches,
tr
anspor
tat
ionet
c.

 l
egalconsul
tant-
Hepl ayt
heroleofint
erpr
eti
ngandimplementi
nglabourlaws,
cont
actlawyereg,f
il
ingsuiti
nlabourcour
t,ci
vi
lcour
t,I
ndust
ri
altr
ibunaletc.

b)Oper
ati
onalr
oles-
thi
sincl
udet
act
ical
rol
es

 r
ecr
uit
er-
heshouldfi
ndoutpot
ent
ial
empl
oyeesandf
indacar
eerpat
handpl
an
t
ogrowthei
rtal
ents

 tr
ainer
,dev
eloper
,mot
ivator-
tal
entret
enti
on,
ski
l
ldevel
opment
,pr
ovi
demeani
ngf
ul
opport
unit
ies,
bri
ngoutlatentpot
enti
alofempl
oyeesaret
hej
obofanHR
manager

 -coor
dinat
or/
li
nkingpin-
maint
aincommuni cat
ionbet
weenv
ari
ous
depart
ments,
levels,
andoutsi
ders,
div
isi
onalheads

 -medi
ator-actasamediat
orattheti
meoff r
ict
ionbet
weensuper
iorand
subor
dinate,
betweenempl
oyees,empl
oyeesandmanagement

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 -empl
oyeechampion-
thepersonrepr
esentempl
oyeesconcer
nwi t
hprobl
ems,
needsetc.doev
eryaspectr
elat
edwithhumanaspectsi
nanor gani
zat
ion

c)
Str
ategi
crol
es

 thesuccessofanorgani
zati
ondependsupont heskil
l
,abi
li
ti
esand
,competenci
esofhumanr esources,
thei
racqui
sit
ion,dev
elopment
andr
etent
ion
hasbecomeast r
ategicaspect

 changeagent-
HRmanagerhelptoembracechangeandhel
ptheempl oyeesto
convertt
hei
rvisi
onst
atement
sintomeaningf
ulter
ms,r
epl
acesresi
stance,i
nit
iat
e
change.

 st
rat
egicpar
tner-
Hehasi mportantrol
einstrat
egyfor
mulati
onand
i
mplementat
ion.eg.
ident
if
yingexternalopport
uni
ti
es,per
for
mfir
efight
ingr
ole,
i
denti
fymanpowergapandf i
l
litetc.

4.
Expl
aint
hei
mpl
icat
ionofcomput
erappl
icat
ioni
nHRM?

Thecomput erappl
icat
ioninhumanr esour
cemanagementisknownasHuman
ResourceI
nformati
onSy st
em(HRIS).
Itconver
tsdat
aint
omeani ngf
uli
nfor
mat
ion
neededbyamanagert omakedeci si
ons,pl
anni
ngandcontr
olli
ng,

 HRI
Sisacomput
erbasedi
nfor
mat
ionsy
stem

 Pr
ovi
descur
renti
nfor
mat
ion

 Speedandaccur
acyi
ninf
ormat
ionandt
ransact
ions

 Comput
ercanhandl
eanyquant
it
yofdat
a

 Largedat
abasecanbeusedf
ormaki
ngdeci
sionsatappr
opr
iat
e
ti
me

 I
nfor
mat
ionar
epr
oper
lycol
l
ect
ed,
organi
zedandst
ored

 HRI
Sisapar
tofMI
S

 HRI
Smaintai
nupt
odat
einf
ormat
ionabouthumanr
esour
cesi
n
anor
gani
zati
on

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 HRISacqui
re,
manipul
ate,
anal
yses,
stor
es,
ret
ri
eves,
andmake
avai
labl
etheinst
anti
nformat
ionabouthumanresources

I
nfor
mat
ionneededi
sdi
vi
dedi
nto3l
evel
s

DECISI
ONSUPPORTSYSTEM-
Thi
shel
pst
opmanagementt
ofr
amest
rat
egyand
t
akest
rat
egicdeci
sions

MANAGEMENTINFORMATI
ONSYSTEM-
usedbymi
ddl
emanagementt
otake
t
act
ical
deci
sions

ELECTRONICDATAPROCESSI
NGSYSTEM-
Usedbyl
owerl
evel
managementf
or
t
aki
ngoper
ati
onaldeci
sions

5.
Expl
aint
heI
mpor
tanceoft
hehumanf
act
ori
nanor
gani
zat
ion?

 Pr
operuti
l
izat
ionofot
herresour
ces-hel
ptr
ansf
orml
i
fel
essf
act
orsof
pr
oduct
ionint
ouseful
lpr
oducts

 Capabl
eofenl
argement
-pr
oduceext
raor
dinar
ythi
ngswhen

 Canhel
por
gani
sat
ionsachi
ever
esul
tsqui
ckl
yef
fi
cient
lyandef
fi
cient
ly

 Thei
rsecr
etpft
hei
rsuccessi
s–t
hewayt
heyt
reatt
hei
rempl
oyees-sony

 Nestl
eCEO–ev er
ysingl
eper
sonintheor
ganizat
ionshoul
daskhi
mselfor
her
selfi
sthei
rany
thi
ngIcandotoaddali
ttl
emor eval
uetoouror
gani
zati
on

 -
howi
mpor
tantar
epeopl
etr
eat
edi
ntheor
gani
zat
ion

 Or
ganizat
ion–acquir
estheser
vicesfr
om t
heempl oy
eesdev
elopt
hei
rski
l
land
moti
vatethem t
oachi
evetheor
ganizati
onobj
ect
ives

 HR-pr
oduct
ivi
tyqual
i
tywor
kandpr
ofi
t

 Theenter
pri
sei
speopl
e–or
gani
zat
ionneedpeopl
eandpeopl
eneedt
he
organi
sat
ion

6.
Expl
aint
hef
unct
ionsofanHRmanager
?

Ther
ear
etwocat
egor
iesoff
unct
ions

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 Manager
ial

 Oper
ati
ve

1.
manager
ial

a.Theplanningf
unct
ionofapersonnelmanagerpert
ainst
ot hest
epstakenin
deter
miningacour
seofacti
ont hi
sinvol
vesdevel
opingapersonnel
pr ogr
am and
speci
fyi
ngwhatandhowoper ati
vepersonnel
funct
ionsaretobeperformed

b.Afterplanshav ebeendevelopedthepersonnelmanagermustest abli

shan
organizationtocarr
ythem outthi
sfunctiontheref
orecall
sforthegroupingof
personal acti
vi
ti
esassignmentsofdiff
erentgroupsofact i
vi
ti
estodiff
erent
i
ndividualsdelegat
ionofauthori
tytocarrythem outandprovisi
onfor
coordinationofauthorrel
ati
onshi
pshorizontal
lyandv er
ti
call
yintheorganiz
ati
on
str
uct ur
e

c.Moti
vationincludesgui
dingandsuper
visi
ngtheper
sonnel
.Personnelmanager
mustinculcateintheworksakeenappreci
ati
onoftheent
erpr
isepoli
cieshe
mustguidet hem towar
dsimprovedper
formanceandmotivat
ethem towork
wi
thconf i
dence

d.Contr
ol i
nvol
vesmeasuri
ngperfor
mancecor rect
ingnegativ
edev i
ati
onand
assur
ingtheaccompli
shmentofplansthroughdirectobser
vati
ondirect
super
visi
onaswel l
asreport
srecordsandauditspersonnelmanagement
assur
esi t
sel
fthati
tsact
ivi
ti
esarebeingcarri
edoutinaccordancewi t
hthepl
ans

2.
oper
ati
ve

Theoper
ati
vef
unct
ionsofper
sonnel
managementar
easunder

a.Pr
ocur
ement

b.Dev
elopment

c.Compensat
ion

d.I
ntegr
ati
on

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
e.Mai
ntenance

f
. Recor
dsr
esear
chaudi
t

a.Procurementismai nl
yconsider
edwiththehi
ri
ngofpersonnelt
her i
ghtpeopl
ein
therightpl
aceattherightt
imeThisfuncti
ondeal
sspecif
ical
lywit
hsuch
subjectsasthedeterminat
ionofmanpowerrequi
rementsandtheirrecr
uit
ment
selecti
onandplacement

b.Devolepmentpertainstot
hetr
aini
ngandeducati
onoft
hehir
edper
sonneltheir
moralebuil
dingeffecti
vecommunicat
ionnetwor
kpr
omoti
onandtr
ansferplans
suggesti
onsy st
emsandsi mil
arot
herplans

c.Compensat
iondealswit
hthemethodsandstandar
dsofremuner
ationwit
h
emphasi
sonsuchact i
vi
ti
esasj
obev al
uat
ionwagesystem monetaryi
ncent
ives
andt
ermsofempl oyment

d.I
nt egrat
ionisconcer
edwiththeatt
empttobr i
ngaboutar easonabl
e
reconcil
iat
ionofindi
vi
dualandorgani
zat
ionalinter
estsnegoti
ati
onswi
thl
abor
unionscollect
ivebar
gai
ninghumanandsoci alimpli
cati
onsofchangear
esome
oft hesubject
swhichconsti
tut
ethisf
uncti
on

e.Mai
ntenancefunct
ionsai
msatmai
ntaini
nggoodwor
kingcondi
ti
onsi
nand
f
avor
ableatt
it
udest owar
dst
heor
ganizat
ion

f
. Recordsresearchandaudi tarethefinalgr
oupofoper at
ivefuncti
onsrecord
keepingisbothnecessaryf orexerci
singcontroloverpersonnelacti
vi
ti
esandf or
doingresearchpersonnelaudithelpstoevaluatetheef f
ecti
venessofvarious
personnelpoli
ciesandprocedur esandindicat
esaf ur
thercourseofacti
on

7.
Expl
aint
hei
mpor
tanceofHRPOLI
CIES?

 I
tprovi
desguidel
inest
othememberstotheorgani
zat
ionfordeci
dingcour
se
ofact
ion.
itexpl
ainwhatshoul
ddor
atherthanwhatheisdoing

 Poli
cyli
mitst
heareawithi
nwhichaadeci
sionist
obemade.
sot
hatev
ery
deci
sionisi
nconsist
entwit
hthemainobj
ectiv
e

 I
tenabl
eor
gani
zat
iont
ohav
ecompet
ent
,mot
ivat
ed,
tr
ainedper
sonnel

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 I
tpr
ovi
deacondi
ti
onwhi
chcr
eat
esenseofuni
ty,
wil
l
ingnesset
c.

 Itdev
elopacondi
ti
onofmut
ual
trustandconf
idencebet
weensuper
ior
sand
subordi
nat
e

 Dev
elopacondi
ti
onofmaxi
mum ut
il
izat
ionofr
esour
ces

 I
tincl
udeal
lthekeyar
easofHRLi
ke -
acqui
sit
ionofper
sonnel

-
tr
aini
nganddev
elopment

-
Appr
aisal
andcompensat
ion

-
Humanr
esour
cemobi
l
ity

-
Wor
kingcondi
ti
onsandschedul
e

-
Indust
ri
alr
elat
ions

8.
Wri
teashor
tnot
eonHRaccount
ingandHRaudi
t?

Amer
icanAccount
ingAssoci
ati
onhasdef
inedHRaccount
ing,i
sthepr
ocessof
i
dent
if
yingandmeasur
ingdat
eabouthumanr
esour
cesandcommuni
cat
ingt
his
i
nfor
mat
iont
oint
erest
edpar
ti
es.Thi
shel
pst
opr
ovi
de

a)Cost
-val
uedat
eabouthumanr
esour
ces

b)Ef
fect
ivenessofhumanr
esour
ceut
il
izat
ion

c)St
atusofhumanasset

d)Ef
fect
iveHRpr
act
ices

I
tinv
olv
esmeasur
ingeconomi
cval
ueofpeopl
einanor
gani
zat
ion.

I
tinv
olv
esmeasur
ingcosti
ncur
redbybusi
nessf
ir
msandot
heror
gani
zat
iont
o
r
ecr
uit
,sel
ect
, hi
re,
trai
nanddev
elophumanasset
s.

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank

HRaudi
tisasy
stemat
icexami
nat
ionandev
aluat
ionofpol
i
cies,pr
ocedur
esand
pr
act
icest
odet
ermi
net
heef
fect
ivenessofhumanr
esour
cemanagement
.The
obj
ect
ivear
e

 Toev
aluat
etot
alHRM pr
ogr
am

 Toev
aluat
etheext
endofi
mpl
ement
ati
onofHRpol
i
ciesand
pr
ogr
ammesbyl
i
nemanager
s

 Toev
aluat
etot
alper
for
manceofHRDept
.iti
ncl
ude

HRPol
i
ciesandst
rat
egy HRf
unct
ions HRcompl
i
ance HR
cl
i
mat
e

9.
Wri
tedownt
hest
epst
ofor
mul
ateHRpol
ici
esandt
hechar
act
eri
sti
csofasound
HRPol
icy
?

Char
act
eri
sti
cs

 Rel
ati
onshi
ptoor
gani
zat
ional
obj
ect
ives-
itshoul
dcont
ri
but
etowar
dst
hemai
n
obj
ect
ive

 Pl
annedf
ormul
ati
on-
thepol
i
ciesar
erel
ati
vel
yper
manent
,sot
her
eshoul
dbeno
conf
usi
on.
soi
tshoul
dbecar
eful
l
ydesi
gned,
noi
mmedi
atedeci
sionmaki
ng
shoul
dbet
her
e

 Fai
ramountofcl
ari
ty-
itshoul
dbecl
ear
,noambi
gui
ty.
itshoul
densur
ether
eno

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
r
oom f
orper
sonal
judgment

 Consi
stency
-pol
i
cyi
nonear
eashoul
dbei
nconsi
stentwi
thpol
i
ciesofot
her
ar
easbecauseev
eryar
easar
eint
err
elat
ed

 Bal
anced-
itmustmai
ntai
nbal
ancebet
weenst
abi
l
ityandf
lexi
bil
i
ty

 Wr
it
ten-
whenpol
i
cyi
sinwr
it
ingi
tbecomespeci
fi
candcl
ear

 Communi
cat
ion-
apol
i
cymustbecl
ear
lycommuni
cat
edt
othosewhoar
e
i
mpl
ement
ingi
t

st
eps

 Or
gani
zat
ional
andHRphi
l
osophy
-phi
l
osophyi
sasetofbel
i
efsandassumpt
ion
onhowt
hingshappenandhowt
hingsshoul
dhappen.
HRphi
l
osophyi
sder
ived
f
rom or
gani
sat
ionl
phi
l
osophy.
HRpol
i
cyf
rami
ngshoul
dbebasedont
hese
t
wo

 Ext
ernal
fact
ors-
HRpol
i
cyshoul
dbef
ramedaf
terconsi
der
inggov
ernment
pol
i
cies,
compet
it
ion,
soci
o-cul
tur
alf
act
orset
c.

 I
nter
nal
fact
ors-
iti
ncl
udenat
ureofwor
k,l
evel
oft
echnol
ogy
,tr
adeuni
ons,
di
ver
sif
icat
ionet
c.pol
i
cyf
ormul
ator
sshoul
dconsi
dert
hesef
act
ors.

 Pol
i
cyal
ter
nat
ives-t
her
ear
enumer
ouspol
i
cyopt
ionsr
egar
dingonemat
ter
.
consi
deral
lopt
ionsandchoosebestonesui
tst
osi
tuat
ionsandcondi
ti
ons

 Pol
i
cychoi
ce-
chooset
hebestpol
i
cyaf
tercar
eful
scr
eeni
ngofal
ter
nat
ives

 Pol
i
cyi
nact
ion-
impl
ementt
hepol
i
cy,
puti
tinact
ionandobser
vewhet
hert
hey
compl
ywi
tht
hepol
i
cyobj
ect
ive

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
 Rev
iew-
wit
hchangi
ngsi
tuat
ionst
hepol
i
ciesshoul
dber
evi
ewed.
per
iodi
c
r
evi
ewshel
ptoi
ncor
por
atesui
tabl
echanges

I
0.Expl
aint
hesour
cesandar
easofHRpol
ici
es?

Sour
ces

 For
mul
atedpol
i
cy-
speci
fi
edbyor
gani
zat
ionf
orpr
ovi
dinggui
del
i
nest
o
member
s.hi
spol
i
cyf
lowsf
rom t
opt
obot
tom.Thesear
ethebr
oadand
cl
earpol
i
ciesgi
vi
nggener
ali
nst
ruct
ions

 I
mpl
i
edpol
i
cy-
somet
imespol
i
cymaynotbecl
ear
lyst
ated.
cer
tai
n
act
ionsar
ebasedondeci
sionmaker
sownwhi
ms,
prej
udi
ces,
gui
del
i
nes
et
c.

 I
mposedpol
i
cy-
thesear
ethepol
i
ciesi
mposedbyout
sideagenci
es,
eg
.
gov
ernment
/par
entcompany
/tr
adeassoci
ati
ons

 Appeal
edpol
i
cy-
itar
isesf
rom t
heappeal
madebysubor
dinat
eto
super
iori
nspeci
fi
csi
tuat
ions.I
fthecondi
ti
onsr
epeatt
hecompanywi
l
l
r
evi
ewt
hepr
esentpol
i
cy.
thi
spol
i
cyi
stot
all
yincompl
eteand
uncoor
dinat
edar
eas

 Acqui
sit
ionofper
sonnel

-
sel
ect
ion

-
recr
uit
mentsour
ces

-
Mini
mum qual
i
ficat
ion

-
sel
ect
ionmet
hodsandt
ool
s

-
Reser
vat
ions

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D
 Kal
asal
ingam AcademyofResear
chandEducat
ion
(DeemedtobeUniversi
ty)
Depar
tmentofBusi
nessAdmi
nist
rat
ion
Uni
t-
I
Questi
onBank
-
Probat
ionper
iod

 t
rai
ninganddev
elopment

-
ont
hej
obandof
f-
thej
obt
rai
ning

-
budgetf
ort
rai
ning

-
in-
companyandout
sidet
rai
ning

-
organi
sat
ionf
ort
rai
ning

 appr
aisal
andcompensat
ion

-
met
hodsofappr
aisal

-
jobev
aluat
ionmet
hods

-
typeofi
ncent
ive

-
typeofbenef
it
s

-
compensat
ionpackage

 humanr
esour
cemobi
l
ity

-
promot
ionbasi
s

-
tr
ansf
erbasi
s

-
basi
sofdemot
ion

-
ret
ent
ionst
rat
egi
es

-
basi
sofl
ay-
off

-
vol
unt
aryr
eti
rement

 wor
kingcondi
ti
onsandwor
kschedul
es

 i
ndust
ri
alr
elat
ions

Dr
.K.
RAVI
NDRAN.MBA.
,MSW.
,M.
Phi
l
.,Ph.
D