Advance Bank Management HRM Model C For CAIIB PDF

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Index
Unit 1- Fundamentals of HRM
Unit 2- History of HRM
Unit 3- Important Stages in Growth of Human Resource Management in India
Unit 4- Role of Information Technology in HRM
Unit 5- Human resources development
Unit 6- Sub Systems of HRD
Unit 7- Qualities of HRM
Unit 8- HRM - Training and Development
Unit 9- Stages in group formation and group behaviour
Unit 10- Type A and Type B personality theory
Unit 11- Psychoanalytic Theory
Unit 12- Trait Theory
Unit 13- Left Brain vs. right Brain
Unit 14- Personality–job fit theory (John Holland)
Unit 15- Alderfer’s ERG Theory
Unit 16- Achievement Theory of Motivation
Unit 17- Interpersonal Skills
Unit 18- Life Positions Theory
Unit 19- Life Stages
Unit 20- Motivation Theories
Unit 21- Human Implications of Organizations
Unit 22- Employees’ Feedback and Reward System
Unit 23- Performance Appraisal by Edwin B Flippo
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Human Resources Management (HRM) (Module-C)
Fundamentals of HRM
What is HRM?
Human Resource Department is an integral part of any organization. Also, the Human
Resource Manager (HRM) is a member of the management. Four basic functions of Human
Resource Management are Planning, Directing, Controlling and Organizing.
Functions of Human Resource Management
1)Managerial Functions
2) Operative Functions
Managerial Functions:
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Planning
A manager must plan ahead in order to get things done by his subordinates. It is also
important to plan in order to give the organization its goals.
Also, planning helps establish the best procedures to reach the goals. Further, some
effective managers devote a substantial part of their time to planning.
With respect to the human resource department, planning involves determining the
personnel programs that can contribute to achieving the organization’s goals.
These programs include anticipating the hiring needs of the organization, planning job
requirements, descriptions, and determining the sources of recruitment.
Organizing
After the human resource manager establishes the objectives and develops plans and
programs to achieve them, he needs to design and develop the organization’s structure to
carry out the different operations. Developing the organization’s structure includes:
• Grouping of personnel activity into functions or positions
• Assigning different groups of activities to different individuals
• Delegating authority according to the tasks assigned and responsibilities involved
• Coordinating activities of different employees
Directing
The HR Manager can create plans, but implementing the plans smoothly depends on how
motivated the people are. The directing functions of HRM involve encouraging people to
work willingly and efficiently to achieve the goals of the organization. In simpler words, the
directing functions of HRM entail guiding and motivating people to accomplish the
personnel programs.
The HRM can motivate the employees through career planning and salary administration
by boosting the employee’s morale, developing relationships, providing safety
requirements, and looking after the welfare of employees.
In order to do this effectively, the HRM must identify the needs of the employees and the
means and methods to satisfy them. Motivation is a continuous process as employees have
new needs and expectations when the old ones are satisfied.
Controlling
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Controlling is all about regulating activities in accordance with the plans formulated based
on the objectives of the organization. This is the fourth function of the HRM and completes
the cycle. In this, the manager observes and subsequently compares the results with the set
standards.
Further, he corrects any deviations that might occur. Controlling is one of the important
functions of HRM as it helps him evaluate and control the performance of the department
with respect to different operative functions. It also involves appraisals, audit, statistics,
etc.
Operative Function
Recruitment/Hiring
Hiring is a process which brings pool of prospective candidates who can help organization
achieve their goals and allows managements to select right candidates from the given pool.
Job Analysis & Design
Describing nature of the job like qualification, skill, work experience required for specific
job position is another important operative task. Whereas, job design includes outlining
tasks, duties and responsibilities into a single work unit to achieve certain goal.
Performance Appraisal
Checking and analyzing employee performance is another important function that human
resource management has to perform.
Training & Development
This function allows employees to acquire new skills and knowledge to perform their job
effectively. Training and development also prepares employees for higher level
responsibilities.
Salary Administration/Compensation
Human Resource Department also determines pays for different job types and incudes
compensations, incentives, bonus, benefits etc. related with a job function.
Employee Welfare
This function takes care of numerous services, benefits and facilities provided to an
employee for their well-being.
Maintenance
Minimizing employee turnover and sustaining best performing employees within the
organization is the key. Minimizing ROI within HR department is also a key goal for Human
resource management team.
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Labor Relations
Labor relation is regards to the workforce who work within a trade union. Employees in
such domain form a union/group to voice their decisions affectively to the higher
management.
Personal Research
Research is a vital part of human resource management. It is performed to keep a check on
employee opinion about wages, promotions, work condition, welfare activities, leadership,
employee satisfaction and other key issues.
Personal Record
This function involves recording, maintaining and retrieving employee related information
including employment history, work hours, earning history etc.
History of HRM
The Human Resources field began to take shape in 18th century Europe.
Robert Owen (1771-1858): The Robert Owen had raised the demand for ten-hour day in
year 1810, and instituted it in his New Lanark cotton mills. By 1817 he had formulated the
goal of the 8-hour day and coined slogan 8 hours labour, 8 hours recreation, 8 hours full
rest. Women and children in the England were granted the ten-hour day in 1847. 8-hour
day movement. The 8-hour day movement forms part of the early history for the
celebration of the Labour Day, and the May Day in many nations and cultures.
Charles Babbage (1791-1871): was the embodiment of a polymath: elected a Royal
Society fellow, holder of the Lucasian Chair of mathematics at Cambridge, founder of the
London Statistical Society, author of many papers and full-length monographs and, most
famously from a 21st century perspective, the architect of modern computing with his
difference engines and designs for the analytical engine. The scale and complexity of these
machines meant their realisation was dependent upon the latest industrial advances like
parts standardization and machine tool technology. As a result Babbage committed large
amounts of his time and money to the theoretical and empirical study of advanced
production and engineering practice. This paper argues that Charles Babbage deserves to
be recognised as a pioneer in the field of operations management. His path-breaking
contributions were born of a singular intellect and degree of creativity combined with a
commitment to empiricist scientific method and statistical measurement. Moreover, he was
working as Britain transformed itself into the most highly industrialized country the world
had ever seen. The paper draws in particular upon the various editions of his best-selling
book, ‘On the Economy of Machines and Manufactures’, first published in 1832. It reviews
the many core operations principles evident in Babbage's analyses and highlights insights
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that remain relevant to today's theoretical and practical concerns. The paper concludes
with a discussion of how a combination of contextual and biographical factors left Charles
Babbage a largely unsung pioneer in the field of operations management.
During the industrial revolution. These men concluded that people were crucial to the
success of an organization. They expressed the thought that the well-being of employees
led to perfect work; without healthy workers, the organization would not survive.
Frederick Winslow Taylor (1856–1915): HR emerged as a specific field in the early 20th
century, influenced by Frederick Winslow Taylor explored what he termed "scientific
management" (sometimes referred to as "Taylorism"), striving to improve economic
efficiency in manufacturing jobs. He eventually focused on one of the principal inputs into
the manufacturing process—labor—sparking inquiry [by whom?] into workforce
productivity.
Elton Mayo (1880-1949) and others to document through the Hawthorne studies (1924–
1932) and other studies how stimuli, unrelated to financial compensation and working
conditions, could yield more productive workers. Work by Abraham Maslow (1908–1970),
Kurt Lewin (1890–1947), Max Weber (1864–1920), Frederick Herzberg (1923–2000), and
David McClelland (1917–1998), forming the basis for studies in industrial and
organizational psychology, organizational behavior and organizational theory, was
interpreted[by whom?] in such a way as to further claims[when?] of legitimacy for an
applied discipline.
Important Stages in Growth of Human Resource Management in

India
The Report of the Royal Commission on Labour in India:

Human resource management in India dates back to the Report of the Royal Commission
on labour in India (1929-31) which recommended the appointment of labour officers to
deal with recruitment in order to check corrupt practices in industries in India, particularly
in areas of selection of workers. The Royal Commission observed that:
(i) The jobber should be excluded from the engagement and dismissal of labour and that,
instead, a labour officer is appointed for the purpose.
(ii) The qualities required of a labour officer should be integrity, personality, energy and
the gift of understanding individuals and he should have a linguistic facility.
If he is of the right type, the workers will rapidly team to place confidence in him and
regard him as a friend.
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(iii) All labour should be engaged by him, and none should be dismissed without consulting
him and
(iv) The labour officer should fulfil many duties and should particularly initiate and
administer welfare measures.
2. Appointment of Labour Officers:

Labour officers were entrusted with the responsibility of promoting welfare activities.
They functioned as industrial relations officers to handle grievances. The Bombay Mill
Owners Association in Bengal appointed Iabour officers to settle grievances and disputes.
3. The Second World War:

During the Second World War, the need for enlisting labour support for the war effort was
considered imperative.
These officers were generally entrusted with the handling of welfare and labour
administration. They were to deal with working conditions, canteens, ration shops,
recreation facilities, medical facilities, workers’ housing etc.
The Second World War resulted in welfare officers being appointed by government as well
as industry. The function of the welfare officers included welfare activities, personnel
activities and industrial relations.
4. Enactment of Industrial Disputes Act:

The enactment of the Industrial Disputes Act 1947 made adjudication compulsory. This
made the welfare officer handle disputes and adjudicate relating to conditions of service,
wages, benefits etc.
The welfare officer thus became industrial relations officers. As a result employers
employed welfare officers with a legal background.
5. Enactment of Factories Act:

Section 49 of the Factories Act 1948 made it obligatory for factories employing 500 or
more workers to appoint welfare officers.
A welfare officer had a list of duties laid down for him. Thus, they had to perform activities
concerned with welfare, personnel administration and industrial relations.
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6. 1960 And After:

Till 1960, recruitment was untouched by law but the rapid growth of industry and the
consequent demand for skilled and semi-skilled workers led to the government enacting
the Employment Exchange Act, 1959, to regulate recruitment of workers and the
Apprentice Act, 1961, to regulate the training of workers to some extent.
7. In India:
Thus, human resource management in India began with industrial discipline and getting rid
of troublemakers. At a later stage, personnel officers were appointed as “labour welfare
officers” to satisfy statutory requirements.
Later, the role of a personnel officer was converted into that of an “industrial relations
officer”. Today, his role is that of a “human resource manager”.
He works in the three areas-labour welfare, industrial relations and personnel

administration.
Period Development Outlook Emphasis Status

Status
1920s Beginning Pragmatism Statutory Clerical

to1930s of capitalists welfare
paternalism
1940s Struggling for Technical Introduction Administrative

to1960s recognition legalistic
Of
Techniques
1970s Achieving Professional Regulatory Managerial

conforming
imposition
of
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1980s Sophistication Legalistic Standards Managerial

promising impersonal on other
function
1990s Philosophical Human Executive

values,
productivity
through
people
Role of Information Technology in HRM

Innovation in this digital era has shot up over all vital business exercises. This article
envisions the role of IT in real-time measurements of the HRM capacity. It additionally
concentrates on the opportunities and difficulties confronted by the organizations in
actualizing IT crosswise over HRM work. A few basic zones of HR capacity are additionally
highlighted where IT has been executed effectively by different organizations.
Introduction
HRM depicts a procedure of overseeing and using the employees of the organizations. It
involves varied functions, including enrollment and choice of appropriate candidates,
providing opportunities to enhance their KSA (Knowledge, Skills and Abilities), evaluating
their skills and fixing appropriate pay packages, promotion and incentive procedures,
guiding in overall professional success, and in relieving the employees from the company.
Essentially there are three sorts of e-HRM, i.e. operational, social and transformational e-
HRM. Operational relates with the managerial elements of HR division, social relates with
giving data to the representatives and making virtual relationship among them so they can
be constantly associated, while transformational e-HRM centers over the key introduction
of the HR work. It connects the HR work with business system to accomplish the objectives
adequately and productively. It also enables overseeing and sharing the information over
virtual systems.
Significance of using technology in HRM

These days, all types of organizations are making use of innovation in their HR
administrations. HR and technology must be integrated. In the present day, organizations
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are forced to be digital in practically every business area. E-HR enables data accessibility to
directors and representatives at anytime and anyplace. Right now, an e-HR framework may
incorporate enterprise asset arranging programming (ERP), HR benefit focuses, interactive
voice reactions, director and employee entryways and web applications. An advanced e-HR
framework permits us to analyze the data and decide, direct investigations, to
communicate with others (without counseling the HR office).
Scope of IT in HRM
1. Human Resource Planning: With the help of innovation construct databases,
voluminous information about the employees can be stored, which not just aides in
distinguishing the involved and vacant positions, additionally it also helps determining if
the individual is the best fit or not.
2. Administration: All the basic data identified with the workforce, like their name,
address, email, contact no., capability, compensation benefits, encounter, date of passage in
organizations, employment status (contract, perpetual, full-time, low maintenance, and so
on), are incorporated in a database that can be recovered at any time.
3. Recruitment: The web has brought on the biggest change to the enrollment procedure
in the previous decade, as it connects the companies and the job seekers.
4. Training and Development: E-learning is a progressive approach to enable the
workforce to keep pace with a quickly evolving market. By connecting the evaluation
process to the HR database, the e-learning framework can be used effectively.
5. Compensation and Benefits: The e-pay bundles offer straightforward, simple, precise
and assessable data on the compensation structure of the employees.
Opportunities for implementing IT with HR function
1. Competitive Advantage: Giving customized applications through HRM portals implies
that e-HRM can be a key technique in innovation.
2. Accessibility: Data is accessible to everyone, through web or intranet. Any employee can
get any information effortlessly HR entryways permit the representatives to get to all the
required data at a transgression click.
3. Rapid and Mistake-free exchanges: Technological innovations have expanded the pace
of administration in organizations. Mechanical frameworks eliminate human errors.
4. Interactive Atmosphere: Technology enhances interactions among the representatives
through the electronic gateways. Bigger organizations have more data needs, and they can
take more points of interest from these data. With mid-size organizations, it enables data
spread over various structures and locations.
Challenges associated with HR technology:
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1. Fetched: “Technology pulls cost”. An innovation-based HR framework is expensive, but

once executed, it decreases the operational expenses. Substantial organizations may
introduce HR gateways/bundles, while small- to mid-size organizations find it difficult to
bear the cost.
2. Acknowledgment: Because of IT usage, different issues like skills/knowledge for its
utilization, job dangers and so on dependably ascend in its direction. Acknowledgment
from the workforce is required for using it up to its fullest.
3. Back-ups and Security: Maintenance cost is high if we need to prevent hacking/open to
all arrangement/illegal acts. A lot of thought is required on these lines.
4. Increasing Isolation: Due to the arrangement of virtual networks through intranet or
eHR gateways, the individual collaboration among the representatives has reduced. In the
traditional frameworks, they collaborate with the representatives, and were integral to the
organization. They are disengaged from each other now, and are connected for all intents
and purposes through such entryways only.
Conclusion
In the field of HRM, innovation has made a drastic change towards reducing cost and
increasing proficiency. It reduces the administrative expenses greatly. It enables data
management, which helps in taking vital choices. It bolsters HR strategies and hones the
organizations. Although there are a few practical difficulties, innovation and HRM are
inseparable ideas.
Human resources development

What is human resources development?
Human resource development includes training an individual after he/she is first hired,
providing opportunities to learn new skills, distributing resources that are beneficial for
the employee’s tasks, and any other developmental activities.
This set of processes within the HR department is critical to employee on-boarding and
retention. Without proper training, employees can not succeed. Without learning and
development of personal and professional skills, employees grow stale and stagnant.
Human resource development is the integrated use of training, organization, and career
development efforts to improve individual, group, and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current
and future jobs through planned learning activities. Groups within organizations use HRD
to initiate and manage change. Also, HRD ensures a match between individual and
organizational needs.
Difference between HRD and HRM
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Both are very important concepts of management specifically related with human
resources of organization. Human resource management and human resource
development can be differentiated on the following grounds:
i)Human resource management is mainly maintenance oriented (admin tasks, employee
files, payroll, etc.) whereas human resource development is learning oriented.
ii) Organization structure in the case of human resource management is independent,
whereas human resource development creates a structure that is inter-dependent and
inter-related.
iii) Human resource management aims to improve the efficiency of the employees,
whereas HRD aims at the development of the employees as well as organization as a whole.
iv) Responsibility of human resource development is given to the personnel/human
resource management department and specifically to personnel manager, whereas
responsibility of HRD is given to all managers at various levels of the organization.
v) HRM motivates employees by giving them monetary incentives or rewards whereas
human resource development stresses on motivating people by satisfying higher-order
needs.
Advantage of Human Resource Development
Human resource development s considered as the key to higher productivity, better
relations and greater profitability for any organization. Appropriate HRD provides
unlimited benefits. Some of the most important are:
i)HRD (Human Resource Development) makes people more competent. HRD develops new
skills, knowledge and attitudes of the workforce.
ii) With an appropriate HRD program, people become more committed to their jobs. People
are assessed on the basis of their performance by having a acceptable performance
appraisal system.
iii) An environment of trust and respect can be created with the help of human resource
development.
iv) Acceptability toward change can be created with the help of HRD. Employees found
themselves better equipped with problem-solving capabilities.
v) It improves the all around growth of the employees. HRD also improves team spirit in
the organization.
vi) It also helps to create an “efficiency culture” in the organization. It leads to greater
organizational effectiveness. Resources are properly utilized and goals are achieved in a
better way.
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vii) It improves employee participation. Workers feel a sense of pride and achievement
while performing their jobs.
viii) It also helps to collect useful and objective data on employee programs and policies
which further facilitate better human resource planning.
Sub Systems of HRD

Performance Appraisal:
Performance appraisal is a process of rating or ensuring the performance of an employee of
his job. Performance appraisal is the assessment of an individual’s performance in a
systematic way. The performance of an employee is measured against the factors such as
knowledge of job, quality and quantity of output, initiative, supervision, leadership
qualities, cooperation, dependability, health, versatility, judgment etc. The purpose of
appraisal is to assess the present position of efficiency of employee in order to determine
the need for training.
The performance appraisal process consist of:
(a) Job analysis.
(b) Establishing standards of performance.
(c) Communicating performance standards to employees.
(d) Measuring actual performance.
(e) Comparing actual performance with standards and discuss with employees.
(f) Initiating corrective actions, if necessary.
Potential Appraisal:
The object of potential appraisal is to develop latent abilities of individuals. Potential
appraisal provides vital information about individuals to prepare career plans for them.
Potential appraisal evaluates the leadership abilities and potentials of the individuals. It
ensures a good match between employees potentials and the job. Nowadays organisations
are diversifying their operations involving vital changes. To meet these requirements they
need people with courage and capabilities to meet the challenges. Therefore they have to
make potential appraisal of the present employees so that they can undertake a variety of
tasks.
Career Planning:
Planning for Career makes employee grow in his working life time while unplanned careers
flopped. The first and foremost step in career planning is to make one’s SWOT analysis. He
should assess his strength, weaknesses, opportunities and threats.
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One must plan his career by means of education, training, job search and should acquire
work experience. Employee should trace the career paths in the organisations available
and compare them and join the organisation with full devotion. The organisation help the
young promising people for they provide necessary infor-mation through various ways as
per their needs to plan their career.
Training:
Training is an attempt to improve current or future employee performance by increasing
an employee’s ability to perform through learning usually by changing the employee’s
attitude or increasing his or her knowledge. The need for training is determined by the
deficiency of employee’s performance, Training process include; acquiring skills, concepts,
attitudes for increasing effectiveness in doing a specific job or jobs. Training provides
necessary impetus to implement change, improve efficiency, managerial effectiveness and
increase productivity.
Employees working as supervisors and executives need interpersonal skills or people
skills. They are required to understand one and others better and act in accordance.
Interpersonal skills include persuading listening and respecting others feeling. Some
organization appoint a senior person as training manager.
Organisation Development:
Organisation Development intend to change beliefs, attitudes, values and structure of
organisations that they can better adapt to new technologies, markets and challenges and
the dizzying rate of change itself. Organisation is an open system and therefore must
develop itself by adopting various changes to meet the challenges thrown out by the
constantly changing environment.
It emphasizes on appropriate interventions in the on-going activities of the organisation. It
provides a framework in which changes in climate and culture of the organisation takes
place. This enables organisation to harness human potential for attaining organisational
objectives. OD methods include survey feedback, team building interpersonal sensitivity
training, M.B.O., brain storming, process consultation, stress management etc.
Rewards:
Rewarding employees for their excellent professional performance over and above their
usual wages and salaries boost up their morale and encourage others to work hard. Reward
systems are to be looked after by HRD. By rewarding hard work employees are motivated
further. Output goes up. It leads to maximum utilization of available human resources to
enhance productivity. Rewards are one of the ways to frustration, depression and
dissatisfaction from the employees. Slow work tendencies can also be removed.
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Reward system encourages employees to seek self development through their own ability.
Rewards system is considered as the quickest way to increase productivity. Rewarding is
motivational factor. One should remember that there is always a room for achievement.
Many of the rewards like salary increases, employee benefits, and preferred job
assignments are controlled by the organisations. The rewards that organisation can
allocate is direct compensation and indirect compensation. These can be distributed on the
basis of an individual, group or organization-wide.
Intrinsic rewards received by individuals themselves are the result of employee’s
satisfaction with his job e.g.: job enrichment, redesigning of work to increase personal
work to the worker. Intrinsic reward is a pleasure or value received from the content of a
work by the employee.
Extrinsic rewards, on the other hand, are received by the employee including direct
compensation, indirect compensation and non financial rewards like higher basic pay
Overtime wages, bonus, profit sharing, opportunities to purchase stocks pay for holidays
etc. The employees want this direct compensation to be linked with their assessment of
work performance.
Counseling:
Counseling is an essential instrument of HRD. It serves several purposes. Counseling is a
service provided to the employees regarding their personal problems. For this purpose
services of professional counselors need to be obtained. It reduces employee turnover,
absenteeism, tardiness and helps in strengthening the superior subordinate & relationship,
understanding problems of juniors and seniors thereby facilitating better communication
and effective decision making. Through counseling employees can understand their
strengths and weaknesses and overcome the problems arising out of their ignorance in the
work performance. It helps in avoiding stress.
Quality Circle:
Quality circle is a small group of people doing same or similar work. They meet voluntarily
together on regular basis for an hour per week, during office hours under the leadership of
their supervisor and trained to identify, analyze and solve some of the problems of their
work and submit solutions to management. They also implement the solutions themselves
if possible. It is a participative manage-ment system. It promotes understanding and
respect between managers and subordi-nates. It helps in building upon the hidden
potentials of human resources.
The objectives of quality circles are summarized below:
(1) It is people building philosophy to develop, enhance and use human resources
effectively.
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(2) Development of others through the members of quality circle.

(3) Promotion of participative management.
(4) Improvement of supervisory skills of employees.
(5) To promote interpersonal skills and thereby seek resolution of conflict.
(6) Encouragement of creativity and problem solving techniques.
(7) To promote leadership qualities among employees.
(8) To develop quality improvement consciousness among the employees.
(9) To develop group efforts.
Role Analysis:
Role is a set of expected behaviour patterns attributed to a person occupying a given
position in a unit. Every employee has a role to play. Everyone does not have to be
consistent and regular in one role. Employees have to play diverse roles both on and off the
jobs. To understand the behaviour of a person, it is essential to know what role he is
currently playing. The attitude and behaviour of a person vary with the role identity. Roles
change according to the circumstances.
What person is confronted by divergent role expectations, there comes a role conflict. He
finds himself in a dilemma to comply divergent roles at a time. When the prescribed
behaviour of an employee is not clear, it is role ambiguity. Role conflict occurs when
expectations are difficult to satisfy. Employee experiences role overload when he is
expected to do more. This may cause stress.
Human Resource Planning:
H. R. Planning is an integral part of business and organisation planning. It concerns with
detailed planning to establish the future human resource requirements at every level by
skill and category. The quality of human requirements plan depends on the quality of the
analysis and data on which it is based. A reasonable degree of accuracy is essential in the
business projections and operations from which HR requirements are to be determined.
The object of HR planning is to have sufficient number of persons having adequate
qualifications and skills to perform jobs and available as per needs of the organisation. It is
an effort to match demand of and supply for varied types of human resources in the
organisation.
Procurement and Placement:
It is one of the important sub systems of HRD. Procurement of human resources is done
through recruitment and selection. Vacancies are filled through these two methods.
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Placement is the process of assigning the procured candidates with suitable jobs. It is
placing right persons at right jobs to obtain the best results.
Job Rotation: Jobs are rotated among the employees to increase their knowledge and skill
required for performance of various jobs. This is essential because during absence or leave
of employees work should not suffer.
Quality of Working Life:
Employees are the assets of an organisation. To extract the best from employees adequate,
healthy and hygienic working conditions should be provided. This increases the
productivity. Unhygienic and inadequate working conditions will adversely affect the
physical and mental health of the employees affecting their efficiency. The enterprises
should be very careful about quality of working life.
Qualities of HRM
Qualities of an HRM
Sympathetic Attitude
Quick Decisions
Integrity
Patience
Formal Authority
Leadership
Social Responsibility
Good Communication Skills
Sympathetic Attitude
A good personnel manager must have a humane approach to human resource problems.
Regardless of the problems faced by the employees, he must have a sympathetic attitude
while dealing with them.
Quick Decisions
He should display the ability to make quick decisions. Let’s assume that there is a conflict
between a superior and an employee in the organization. When the HR manager tries to
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mediate and put an end to the conflict, he might have to make some quick decisions. He
should be mentally alert and therefore not get caught unawares.
Integrity
Being the head of the personnel or human resource department, an HR manager should
display integrity. Honesty and frankness are the hallmarks of a good human resource
manager. At no time can the employees doubt the integrity of the personnel manager.
Patience
He should be extremely patient and not someone who loses his temper easily. While
dealing with employees, it is important to be a good listener, especially when an employee
is voicing his concerns. And good listening skills require a lot of patience.
Further, since employees tend to talk to the HR manager about their problems, they can get
agitated and verbally abusive. In such situations, it is imperative that the HR manager
keeps his cool and controls the situation.
Formal Authority
He should depend on his formal authority alone. In fact, an effective HR manager earns his
informal authority of influencing people through his interpersonal skills.
Leadership
Good leadership skills are essential to guide the employees towards achieving the
organization’s objectives. He should also keep people motivated and encourage them to use
their skills for the overall good of the enterprise.
Social Responsibility
He should have a sense of social responsibility. Further, he must encourage employees to
discharge their social obligations to different segments of society. After all, a good human
resource manager isn’t only about the organization. He also needs to look at the broader
human resource element.
Good Communication Skills
Another essential quality of a human resource manager is that he must possess good
communication skills. In fact, since a major part of his role involves interacting with
employees, unions, and management, being a good communicator is a must.
HRM - Training and Development

Career Development
Career Development is the process by which employees improve through a series of stages,
each associated with a different set of development tasks, activities and relationship.
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It can also be defined as an ongoing formalized effort by an organization that aims at

developing and enriching the organization’s human resources in the light of both the
employee and the organization’s need.
The Need for Career Development
From a company’s perspective, the failure to encourage employees to please their careers
can result in a shortage of employees to fill open positions, lower employee commitment,
and inappropriate use of money allocated for training and development program.
When a company helps employees in developing a career plan, the employees are less
inclined to quit that company. Developing a career can boost the morale of the employee,
enhance productivity and help the company become more efficient.
Career Development-Objectives
Career development has major objectives −
To meet the immediate and future human resource requirements of the company on a
timely basis.
To better update the company and the individual about potential career path within the
company.
To utilize existing human resource programs to the fullest by integrating activities and
practices that select, assign, develop, and manage individual careers in alignment with the
company’s plan.
Probably, the most important objective of any career development program is to facilitate
the tools and techniques that will enable employees to gauge their potential for success in a
career path.
Career development is also essential because career development can minimize
unemployment and provide opportunity on the basis of performance & qualification. It
tries to improve the overall personality of an individual solely as well as when in group.
HRM & Career Development Responsibilities
Career Development has its duties distributed at various levels and each level is
answerable for their share of responsibilities. We have responsibilities assigned to the
organization, employees as well as mangers.
Career development plays a crucial role in grooming an individual, group as well as the
organization as a whole.
Organization’s Responsibilities
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Organization’s responsibilities include instigation and ensuring in the first place that career
development does take place. Specifically, organization’s responsibilities are to enhance
career opportunities and improve interaction between employees.
The organization should promote the conditions and create a surrounding that will
facilitate the development of individual career plans by the employees. Basically, the
organization provides information regarding the mission and policies and helps employee
prepare their career development plan and career path.
Employee’s Responsibilities
The only person who really knows what she or he needs is the individual and these desires
differ from person to person. The duty of an employee varies with his/her designation.
While the individual is ultimately answerable for preparing his or her individual career
plan, experience has shown that people make considerable progress only when they
receive some motivation and direction.
Manager’s Responsibilities
The manager should act as a catalyst and sounding board. The manager should show an
employee how to go about a process and then help the employee understand what is
required of him in the position.
The immediate manager facilitates guidance and encouragement. The manager typically
verifies the employee’s readiness for job mobility. Moreover, managers are often the
primary source of information about position openings, training courses, and other
development options.
These are the major career development responsibilities an HRM needs to take care of in
an organization.
Career Development Process

Career planning entails an individual and organizational requirements and options that can
be matched in a variety of ways. Thus, career planning is the process through which
employees −
Become aware of their interests, values, strengths and weakness.
Collect information about job options within the company.
Identify and choose career goals.
Establish action plans to achieve those specific career goals and objectives.
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Career development process may sound like just the qualifications that an individual gets
throughout his/her educational field, but here we have unfolded a new side of it, as we see
how an individual’s career gets affected by the place where he/she works.
Career Planning System
Career planning system can be defined as a step by step process of improving as an
individual; we can also call it as a process of self-development.
This system consists of the following different stages −
Evaluation Process
The evaluation phase includes activities like self-assessment and assessment by the
company. The objective of having evaluation is to understand the employee’s strengths and
weaknesses.
Self-Assessment
Self-assessment assists employees in determining their career interest, values, aptitudes
and behavioral tendencies. In order to do self-assessment, employees often take
psychological tests and conduct self-directed searches.
Large amount of self-assessment materials is available over the internet and other
commercial outlets. Tests also assist employees identify the relative value they place on
work and leisure activities.
Career counselors are often used to help employees in the self-assessment process and
translate the results of psychological tests into measurable goals and activities.
Assessment by the Organization
Organizations have several potential sources of information that also help for assessing
employees. One of the most frequently used sources has been the performance appraisal
process.
Direction Phase
The direction phase includes determining the career desired by the employee. What exactly
interests the employee? How can we match the employee’s interest with the desirable job
in the organization?
Thus, the steps that should be taken in order to realize their career objectives are −
Evaluation Process
Direction Phase
Goal setting
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Action Planning
The description given above says it all about career planning system. As we can see, not a
single stage can be avoided, as all are interlinked and are crucial to career development.
As we end this chapter, we know what exactly career development is, why HRM needs to
deal with career development management, and how it is important individually as well as
for a team.
Stages in group formation and group behaviour

Stages of group formation can be a rather exciting and effective process. Before heading
into the intricacies of group formation, it is important to learn about the basic group
dynamics. These group dynamics provide a strong base for a clear understanding of the
different stages in the process of group formation.
This stage can last for some time, as people start to work together, and as they make an
effort to get to know their new colleagues.
Forming
In this stage, most team members are positive and polite. Some are anxious, as they haven't
fully understood what work the team will do. Others are simply excited about the task
ahead.
As leader, you play a dominant role at this stage, because team members' roles and
responsibilities aren't clear.
Storming
Next, the team moves into the storming phase, where people start to push against the
boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working
styles. People may work in different ways for all sorts of reasons but, if differing working
styles cause unforeseen problems, they may become frustrated.
Storming can also happen in other situations. For example, team members may challenge
your authority, or jockey for position as their roles are clarified. Or, if you haven't defined
clearly how the team will work, people may feel overwhelmed by their workload, or they
could be uncomfortable with the approach you're using.
Some may question the worth of the team's goal, and they may resist taking on tasks.
Team members who stick with the task at hand may experience stress, particularly as they
don't have the support of established processes or strong relationships with their
colleagues.
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Norming
Gradually, the team moves into the norming stage. This is when people start to resolve
their differences, appreciate colleagues' strengths, and respect your authority as a leader.
Now that your team members know one another better, they may socialize together, and
they are able to ask one another for help and provide constructive feedback. People
develop a stronger commitment to the team goal, and you start to see good progress
towards it.
There is often a prolonged overlap between storming and norming, because, as new tasks
come up, the team may lapse back into behavior from the storming stage.
Performing
The team reaches the performing stage, when hard work leads, without friction, to the
achievement of the team's goal. The structures and processes that you have set up support
this well.
As leader, you can delegate much of your work, and you can concentrate on developing
team members.
It feels easy to be part of the team at this stage, and people who join or leave won't disrupt
performance.
Adjourning
Many teams will reach this stage eventually. For example, project teams exist for only a
fixed period, and even permanent teams may be disbanded through organizational
restructuring.
Team members who like routine, or who have developed close working relationships with
colleagues, may find this stage difficult, particularly if their future now looks uncertain.
Type A and Type B personality theory

Based on personality, people can be bifurcated into two categories i.e. Type A personality
and Type B personality. It is the most common individual-level stressor and explains two
different types of personality. These are known to influence the possibility of an
individual’s acquiring health-related problems like heart ailments. Type A people are highly
competitive, self-critical. They continuously strive for goals without paying much attention
to efforts and accomplishments.
On the other extreme, Type B individuals are usually more tolerant, relaxed, reflective than
Type A. So, if you are concerned about which personality type you carry, take a glance at
the article excerpt and identify yourself. It may also help to understand the difference
between the two.
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Comparison Chart
BASIS FOR
TYPE A PERSONALITY TYPE B PERSONALITY
COMPARISON
Meaning Type A personality is one which is Type B personality is one which

stress prone, in a hurry, impatient is less stress prone patient,
and fast in whatever they do. relaxed and easy going.
Nature Sensitive and proactive Reflective and innovative
Patience level Low High
Temperament Short-termpered Even-tempered
Competition Highly-competitive Less-competitive
Multitasking Does several things at a time. Does one thing at a time.
Stress level High Low
Time constraints Encounters pressure because of Is not affected by time

time constraints constraints.
Type A Personality
Type A personality implies a temperament which is stress prone, concerned with time
management. They are ambitious, rigidly organised, hard-working, anxious, highly status
conscious, hostile and aggressive. Individuals who possess Type A personality have the
following behavioural patterns:
• They move, walk and eat fast.

• Great at multitasking.
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• Self-driven feels guilty when relaxing.

• Feels impatient with the pace of things, dislikes waiting.
• They have a busy schedule and does not have time to enjoy life.
• Uses nervous gestures, like clenched fist or banging hand on the table.
• They are high-achievers, perform beyond par.
• They do not easily accept failure.
Type B Personality
Type B personality is one that is less prone to stress, easy going, work steadily, enjoy
achievement, modest ambition, and live in the moment. They are social, creative,
thoughtful, procrastinating. Individuals who possess Type B personality are associated
with the following behavioural traits:
• They are not concerned about time.

• They compete for fun, not to win.
• Mild-mannered.
• Never in a hurry and has no pressing deadlines.
• Does not brag.
• Focus on quality rather than quantity.
• Laid back and live stress-less life.
Differences Between Type A and Type B Personality

The fundamental differences between Type A and Type B personality are given as
under:
i)Type A personality is one which is stress prone, in a hurry, impatient and fast in whatever
they do. Type B personality is one which is less stress-prone patient, relaxed, easy-going
and lacks time-urgency.
ii) Type A individuals tend to be sensitive and proactive. On the other hand, type B
individuals tend to be reflective and creative in nature.
iii) Type A individuals are impatient while Type B people are just opposite of it.
iv) When it comes to temperament, type A personality is short-tempered, whereas type B
personality is even-tempered.
v) Type A individuals are highly competitive. In contrast, Type B individuals focus more on
enjoying the game rather than winning and losing.
vi) The person who possess type A personality can do several things at a time. Unlike, type
B personality individuals who can do one thing at a time.
vii) The stress level of type A individuals is typically higher than type B individuals.
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viii) Time constraints strongly affect type A individuals as they are pressurised by it. As
opposed to type B individuals who are not affected by it.
Psychoanalytic Theory
The Psychoanalytic Theory is the personality theory, which is based on the notion that an
individual gets motivated more by unseen forces that are controlled by the conscious and
the rational thought.
Sigmund Freud is closely related to the psychoanalytic theory. According to him, the human
behavior is formed through an interaction between three components of the mind, i.e. Id,
Ego and Super Ego.
Id: Id is the primitive part of the mind that seeks immediate gratification of biological or
instinctual needs. The biological needs are the basic physical needs and while the
instinctual needs are the natural or unlearned needs, such as hunger, thirst, sex, etc. Id is
the unconscious part of the mind; that act instantaneously without giving much thought to
what is right and what is wrong.
Example: If your Id passed through a boy playing with a ball, the immediate urge to get
that ball will drive you to snatch it by any means, this is irrational and may lead to the
conflict between the boys. Thus, Id is the source of psychic energy, a force that is behind all
the mental forces.
Super-Ego: The Super-Ego is related to the social or the moral values that an individual
inculcates as he matures. It acts as an ethical constraint on behavior and helps an individual
to develop his conscience. As the individual grows in the society, he learns the cultural
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values and the norms of the society which help him to differentiate between right and
wrong.
Example: If the super-ego passed that boy playing with a ball, it would not snatch it, as it
would know that snatching is bad and may lead to a quarrel. Thus, super ego act as a
constraint on your behavior and guides you to follow the right path. But if the Id is stronger
than super-ego, you will definitely snatch the ball by any means.
Ego: Ego is the logical and the conscious part of the mind which is associated with the
reality principle. This means it balances the demands of Id and super-ego in the context of
real life situations. Ego is conscious and hence keep a check on Id through a proper
reasoning of an external environment.
Example: If you pass through the same boy playing with the ball, your ego will mediate the
conflict between the Id and super-ego and will decide to buy a new ball for yourself. This
may hurt you Id, but the ego would take this decision to reach to a compromise situation
between the Id and super-ego by satisfying the desire of getting a ball without committing
any unpleasant social behavior.
Hence, these are the fundamental structures of the mind, and there is always a conflict
between these three. The efforts to attain the balance between these defines the way we
behave in the external environment.
Trait Theory
The Trait Theory asserts that an individual is composed of a set of definite predisposition
attributes called as traits. These traits are distinguishable and often long lasting quality or a
characteristic of a person that makes him different from the others.
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Allport’s Trait Theory: This theory is given by Gordon Allport. According to him, the
personality of an individual can be studied through a distinction between the common
traits and the personal dispositions.
The common traits are used to compare the people on the grounds of six values, such as
religious, social, economic, political, aesthetic and theoretical. Besides the common traits,
there are personal dispositions which are unique and are classified as follows:
Cardinal Traits: The cardinal traits are powerful, and few people possess personality
dominated by a single trait. Such as Mother Teressa’s altruism.
Central Traits: These traits are the general characteristics possessed by many individuals
in the varying degrees. Such as loyalty, friendliness, agreeableness, kindness, etc.
Secondary Trait: The secondary traits show why at times, a person behaves differently
than his usual behavior. Such as a jolly person may get miserable when people try to tease
him.
Cattell’s Trait Theory: This trait theory is given by Raymond Cattell. According to him, the
sample of a large number of variables should be studied to have a proper understanding of
the individual personality.
He collected the life data (everyday life behaviors of individuals), experimental data
(standardizing experiments by measuring actions), questionnaire data (responses gathered
from the introspection of an individual’s behavior) and done the factor analysis to identify
the traits that are related to one another.
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By using the factor analysis method, he identified 16 key personality factors:

Abstractedness – Imaginative Vs Practical
Warmth – Outgoing Vs Reserved
Vigilance – Suspicious Vs Trusting
Tension – Impatient Vs Relaxed
Apprehension – Worried Vs Confident
Emotional Stability – Calm Vs anxious
Liveliness – Spontaneous Vs Restrained
Dominance – Forceful Vs Submissive
Social Boldness – Uninhibited Vs Shy
Perfectionism – Controlled Vs Undisciplined
Privateness – Discreet Vs Open
Sensitivity – Tender Vs Tough
Self Reliance – Self sufficient Vs Dependent
Rule-Consciousness – Conforming Vs Non-Conforming
Reasoning – Abstract Vs Concrete
Openness to Change – Flexible Vs Stubborn
The trait theory is based on the assumption that the traits are common to many individuals
and they vary in absolute amounts. Also, the traits remain consistent over a period of time,
and thus can be measured through the behavioral indicators.
Left Brain vs. right Brain

Brain:
Some people believe that a person is either left-brained or right-brained and that this
determines the way they think and behave.
The brain is a complex and hardworking organ. It is made up of as many as 100 billion
neurons or brain cells but only weighs 3 pounds.
It is an energy-intensive organ, making up around 2 percent of a person's weight but using
a huge 20 percent of the body's energy.
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The left and right sides of the brain are connected by a great number of nerve fibers. In a
healthy brain, the two sides communicate with one another.
The two sides do not necessarily have to communicate, though. If a person has an injury
that separates the two brain hemispheres, they are still able to function relatively normally.
Left and Right Brain
According to the left brain vs. right brain belief, everyone has one side of their brain that is
dominant and determines their personality, thoughts, and behavior.
Because people can be left-handed or right-handed, the idea that people can be left-brained
and right-brained is tempting.
Left-brained people are said to be more:
Analytical
Detail- and fact-oriented
Numerical
likely to think in words
Language
Logic
Critical thinking
Numbers
Reasoning
Right-brained people are said to be more:

Creative
Able to see the big picture
Intuitive
likely to visualize more than think in words
Recognizing faces
Expressing emotions
Music
Reading emotions
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Color
Imagination
Intuition
Creativity
Personality–job fit theory (John Holland)
According to John Holland's theory, most people are one of six personality types: Realistic,
Investigative, Artistic, Social, Enterprising, and Conventional.
Realistic
• Likes to work with animals, tools, or machines; generally avoids social activities like
teaching, healing, and informing others;
• Has good skills in working with tools, mechanical or electrical drawings, machines,
or plants and animals;
• Values practical things you can see, touch, and use like plants and animals, tools,
equipment, or machines; and
• Sees self as practical, mechanical, and realistic.
Investigative
• Likes to study and solve math or science problems; generally avoids leading, selling,
or persuading people;
• Is good at understanding and solving science and math problems;
• Values science; and
• Sees self as precise, scientific, and intellectual.
Artistic
• Likes to do creative activities like art, drama, crafts, dance, music, or creative
writing; generally avoids highly ordered or repetitive activities;
• Has good artistic abilities -- in creative writing, drama, crafts, music, or art;
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• Values the creative arts -- like drama, music, art, or the works of creative writers;
and
• Sees self as expressive, original, and independent.
Social
• Likes to do things to help people -- like, teaching, nursing, or giving first aid,
providing information; generally avoids using machines, tools, or animals to achieve
a goal;
• Is good at teaching, counseling, nursing, or giving information;
• Values helping people and solving social problems; and
• Sees self as helpful, friendly, and trustworthy.
Enterprising
• Likes to lead and persuade people, and to sell things and ideas; generally avoids
activities that require careful observation and scientific, analytical thinking;
• Is good at leading people and selling things or ideas;
• Values success in politics, leadership, or business; and
• Sees self as energetic, ambitious, and sociable.
Conventional
• Likes to work with numbers, records, or machines in a set, orderly way; generally
avoids ambiguous, unstructured activities
• Is good at working with written records and numbers in a systematic, orderly way;
• Values success in business; and
• Sees self as orderly, and good at following a set plan.

Alderfer’s ERG Theory
Alderfer’s ERG Theory is the extension of Maslow’s Needs Hierarchy, wherein the Maslow’s
five needs are categorized into three categories, Viz. Existence Needs, Relatedness Needs,
and Growth Needs.
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An American psychologist Clayton Paul Alderfer had proposed this theory and believed
that each need carries some value and hence can be classified as lower-order needs and
higher-order needs. He also found some level of overlapping in the physiological, security
and social needs along with an invisible line of demarcation between the social, esteem and
self-actualization needs. This led to the formation Alderfer’s ERG theory, which comprises
of the condensed form of Maslow’s needs.
Existence Needs: The existence needs comprises of all those needs that relate to the
physiological and safety aspects of human beings and are a prerequisite for the survival.
Thus, both the physiological and safety needs of Maslow are grouped into one category
because of their same nature and a similar impact on the behavior of an individual.
Relatedness Needs: The relatedness needs refer to the social needs, that an individual
seeks to establish relationships with those for whom he cares. These needs cover the
Maslow’s social needs and a part of esteem needs, derived from the relationship with other
people.
Growth Needs: The growth needs cover Maslow’s self-actualization needs as well as a part
of esteem needs which are internal to the individual, such as a feeling of being unique,
personnel growth, etc. Thus, growth needs are those needs that influence an individual to
explore his maximum potential in the existing environment.
Achievement Theory of Motivation
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Achievement Motivation Theory is one of the famous works of American psychologist

David Clarence McClelland. This theory is also widely recognized as Need Achievement
Theory, Need Theory and Three Needs Theory. McClelland being influenced by Henry
Murray’s initiatives developed this theory in the early 60s.
Achievement Theory of Motivation is all about how needs of an individual change over a
period of time with changes in his experience. The theory also explains what effects an
individual’s need for achievement, power, and affiliation have on their behavior. McClelland
has stated that every individual’s motivation is driven by the need of these factors,
irrespective of age, gender, race or culture one belongs to.
Achievement
Are high performers
Believe in excellence
Have strong mind setting to accomplish the given task
Calculates risk of the task beforehand
Demands regular feedback from the superiors.
Prefers working alone to group works
Appreciates accomplishment rather than rewards (tangible or intangible)
Power
Have desire to control and influence others
Are argumentative, competitive and assertive in nature
Enjoys status and recognition
Are likely to feel frustration under uncontrollable situations
Affiliation
Desires to feel belongingness and relatedness
Seeks love, affection and recognition
Are likely to agree on whatever his coworkers have to say
Fears rejection
Prefers collaboration to competition
Tends to avoid high risk and uncertainty
Prefers group works to working alone
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Interpersonal Skills
Interpersonal skills are the behaviors and tactics a person uses to interact with others
effectively. In the business world, the term refers to an employee's ability to work well with
others. Interpersonal skills range from communication and listening to attitude and
deportment.
KEY TAKEAWAYS
Interpersonal skills help us interact with others effectively, on the job and in the
larger world.
Some people are born with such skills but everyone can improve them with practice.
Expressing appreciation, resolving disputes, and listening well are all interpersonal
skills worth practicing.
Interpersonal skills are often referred to as social intelligence. They depend on
reading the signals others send and interpreting them accurately in order to form a
response.
Everyone has a personal style and an interpersonal style, but some are more successful
than others. While interpersonal skills may be based in part on personality and instinct,
they also can be developed.
Interpersonal Skills in the Workplace
Strong interpersonal skills such as negotiating, problem-solving, and knowledge-sharing
are the main requirements for many jobs. Other skills are seen as essential qualifications
for all employees, including:
Interpersonal communication skills
It’s no accident that communication skills top the list.
Arguably, communication could be the only people skills synonym that you’ll ever need.
Why?
Because there’s so much more to effective interpersonal communication skills than
speaking coherently. It’s also about active listening, persuading, negotiating, influencing,
and sending non-verbal cues.
The ability to communicate effectively is the single most important reason that allowed the
entire humanity to become what it is today.
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Some jobs (PR specialists, spokespersons, etc.) may require higher level communication
skills, such as public speaking for example.
Leadership
Being a leader has nothing to do with corporate seniority levels. It's an interpersonal skill
that allows you to inspire and motivate others into action.
Leadership, just as any other skill, can be learned.
But, in contrast to other interpersonal skills, the degree to which you can learn it is highly
correlated with your character traits, such as dependability, patience, responsibility, self-
motivation, or emotional intelligence.
Decision making
If you're surprised it's listed among interpersonal skills, try to look at it from a different
perspective:
Your personal choices can affect people around you.
Do you empathize with others enough to see the implications of the decisions you make?
Can you communicate an unpopular decision in a way that will make people see your
point?
Or if a decision is to be made by a group, can you weigh in all the pros and cons? Can you
present a balanced viewpoint?
And finally, are you mature enough to be held accountable for your decisions?
Conflict resolution
More often than not, conflicts result from miscommunication. Are you observant enough to
nip them in the bud?
Or if they escalate, will you be able to mediate, find the root cause, and ultimately solve the
problem? Do you have the patience necessary to talk to people whose emotions hijacked
their sensibility?
Teamwork/Collaboration
Last but not least, teamwork.
Companies do their best to break out of the so-called silo mentality.
This is only possible when team members not only collaborate within their teams but also
form cross-functional alliances, share knowledge, and help one another.
This is how interpersonal skills should work at their best.
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As you see, the importance of interpersonal skills in the workplace cannot be

underestimated.
Communication and interpersonal skills are important for successful project management,
building team dynamics, as well as effective and efficient pan-departmental collaboration.
Life Positions Theory

The Life Positions refers to the specific behavior towards others that an individual learns
on the basis of certain assumptions made very early in the life.
I am O.K., You are O.K.: This life position shows that an individual has several O.K.
experiences with others. This means, an individual encountered no severe problems or
issues with others in his childhood and had a normal relationship with them. People with
such life positions about themselves and others around him can solve any problem very
easily and realizes the significance of others being in his life. This position is based on the
adult ego.
I am O.K., You are not O.K.: This life position is created when an individual was too much
ignored when he was a child. Here, an individual believes that he is right, and all the others
around him are wrong. These are the individual who possesses the rebellion child ego and
put blame on others for anything that goes wrong with them.
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I am not O.K., you are O.K.: This life position gets created when an individual feels that
others do things better than him. He feels inferior to others and believes that others can do
many things which he cannot do by himself. These kinds of people always complain about
one thing or the other and remain highly dissatisfied with their lives.
I am not O.K., you are not O.K.: This kind of life position is created by those who lacks
interest in living. They feel life is not worth living and are the ones who have been
neglected by their parents in their childhood and were brought up by the servants. Such
kind of people commits suicide or homicide to end their lives.
Thus, the life positions talk about the individual developing his identity, sense of worth and
perception about others during his childhood and believing it to be true until and unless
some major experience changes it.
Life Stages
Stage 1: Infancy (birth to 18 months)
• Basic Conflict: Trust vs. Mistrust

• Important Events: Feeding
• Outcome: During the first stage of psychosocial development, children develop a
sense of trust when caregivers provide reliability, care, and affection. A lack of this
will lead to mistrust.
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Stage 2: Early Childhood (2 to 3 years)
• Basic Conflict: Autonomy vs. Shame and Doubt

• Important Events: Toilet Training
• Outcome: Children need to develop a sense of personal control over physical skills
and a sense of independence. Potty training plays an important role in helping
children develop this sense of autonomy. Children who struggle and who are
shamed for their accidents may be left without a sense of personal control. Success
during this stage of psychosocial development leads to feelings of autonomy, failure
results in feelings of shame and doubt.
Stage 3: Preschool (3 to 5 years)
• Basic Conflict: Initiative vs. Guilt

• Important Events: Exploration
• Outcome: Children need to begin asserting control and power over the
environment. Success in this stage leads to a sense of purpose. Children who try to
exert too much power experience disapproval, resulting in a sense of guilt.
Stage: School Age (6 to 11 years)
• Basic Conflict: Industry vs. Inferiority

• Important Events: School
• Outcome: Children need to cope with new social and academic demands. Success
leads to a sense of competence, while failure results in feelings of inferiority.
Stage: Adolescence (12 to 18 years)
• Basic Conflict: Identity vs. Role Confusion

• Important Events: Social Relationships
• Outcome: Teens need to develop a sense of self and personal identity. Success leads
to an ability to stay true to yourself, while failure leads to role confusion and a weak
sense of self.
Stage: Young Adulthood (19 to 40 years)
• Basic Conflict: Intimacy vs. Isolation

• Important Events: Relationships
• Outcome: Young adults need to form intimate, loving relationships with other
people. Success leads to strong relationships, while failure results in loneliness and
isolation.
Stage: Middle Adulthood (40 to 65 years)
• Basic Conflict: Generativity vs. Stagnation
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• Important Events: Work and Parenthood

• Outcome: Adults need to create or nurture things that will outlast them, often by
having children or creating a positive change that benefits other people. Success
leads to feelings of usefulness and accomplishment, while failure results in shallow
involvement in the world.
Stage: Maturity (65 to death)
• Basic Conflict: Ego Integrity vs. Despair

• Important Events: Reflection on life
• Outcome: Erikson's theory differed from many others because it addressed
development throughout the entire lifespan, including old age. Older adults need to
look back on life and feel a sense of fulfillment. Success at this stage leads to feelings
of wisdom, while failure results in regret, bitterness, and despair. At this stage,
people reflect back on the events of their lives and take stock. Those who look back
on a life they feel was well-lived will feel satisfied and ready to face the end of their
lives with a sense of peace. Those who look back and only feel regret will instead
feel fearful that their lives will end without accomplishing the things they feel they
should have.
Motivation Theories
Some of the most important theories of motivation are as follows: 1. Maslow’s Need
Hierarchy Theory 2. Herzberg’s Motivation Hygiene Theory 3. McClelland’s Need Theory 4.
McGregor’s Participation Theory 5. Urwick’s Theory Z 6. Argyris’s Theory 7. Vroom’s
Expectancy Theory 8. Porter and Lawler’s Expectancy Theory.
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Maslow’s Need Hierarchy Theory:

It is probably safe to say that the most well-known theory of motivation is Maslow’s need
hierarchy theory Maslow’s theory is based on the human needs. Drawing chiefly on his
clinical experience, he classified all human needs into a hierarchical manner from the lower
to the higher order.
In essence, he believed that once a given level of need is satisfied, it no longer serves to
motivate man. Then, the next higher level of need has to be activated in order to motivate
the man.
42
Physiological needs (e.g. food, water, shelter, sleep)
It includes the most basic needs for humans to survive, such as air, water and food. Maslow
emphasized, our body and mind cannot function well if these requirements are not fulfilled.
These physiological needs are the most dominant of all needs. So if someone is missing
everything in his/her life, probably the major motivation would be to fulfil his/her
physiological needs rather than any others. A person who is lacking food, safety, love (also
sex) and esteem, would most probably hunger for food (and also for money, salary to buy
food) than for anything else.
If all the needs are unsatisfied, and the organism is then overruled by the physiological
needs, all other needs may turn into the background. All capacities are put into the
attendance of satisfying hunger. Any other things are forgotten or got secondary
importance.
2. Safety and security (secure source of income, a place to live, health and well-being)
If the physiological needs are relatively well contented, new needs will appear, the so called
safety needs. Safety needs refer to a person’s desire for security or protection. Basically
everything looks less important than safety and protection (the physiological needs even
sometimes). The healthy and fortunate adults in our culture are largely satisfied in their
43
safety needs. The peaceful, sure, safety and unwavering society makes us feel in safety
enough from criminal assaults, murder, unbelievable natural catastrophes, and so on. In
that case people no longer have any safety needs as first-line motivators.
Meeting with safety needs demonstrated as a preference for insurance policies, saving
accounts or job security, etc., we think about the lack of economic safety. Children have a
greater need to feel safe. That is the reason why this level is more important for children.
Safety and security needs include: Personal security; Financial security; Health and well-
being; Safety mesh against accidents, illnesses and their adverse impacts.
To tell the truth, in real dangers and traumas – like war, murder, natural catastrophes,
criminal assault, etc. -, the needs for safety become an active, first-line and dominant
mobilizer of human beings.
3. Belongingness and love (integration into social groups, feel part of a community or a
group; affectionate relationships)
If both the physiological and the safety needs are fulfilled, the affection, love and
belongingness needs come into prominence. Maslow claimed people need to belong and
accepted among their social groups. Group size does not mean anything: social groups can
be large or small. People need to love and be loved – both sexually and non-sexually – by
others. Depending on the power and pressure of the peer group, this need for belonging
may overbear the physiological and security needs.
Love needs involve giving and receiving affections (love is not synonymous with sex – sex
is a physiological need). When they are unsatisfied, a person will immediately eliminate the
lack of friends, peers and partner. Many people suffer from social nervousness, loneliness,
social isolation and also clinical depression because of the lack of this love or belongingness
factor.
4. Esteem (respect for a person as a useful, honourable human being)
In our society most people long for a stable and high valuation of themselves, for the
esteem of others and for self-respect or self-esteem.
Esteem means being valued, respected and appreciated by others. Humans need to feel to
be valued, such as being useful and necessary in the world. People with low self-esteem
often need respect from others. Maslow divided two types of esteem needs: a ‘lower’
version and a ‘higher’ version. The ‘lower’ version of esteem is the need for respect from
others: for example attention, prestige, status and loving their opinion. The ‘higher’ version
is the need for self-respect: for example, the person may need independence, and freedom
or self-confidence.
44
The most stable and therefore the healthiest self-esteem is based on respect from others.
External fame or celebrity and unwarranted adulation won’t cause self-esteem, although
you feel better for a while.
5. Self-actualization (individual’s desire to grow and develop to his or her fullest

potential)
‘What humans can be, they must be.’ (Maslow, 1954)
Self-actualization reflects an individual’s desire to grow and develop to his/her fullest

potential. People like opportunities, choosing his/her own versions, challenging positions
or creative tasks. Maslow described this level as the ‘need to accomplish everything that
one can, to become the most that one can be’. Maslow believed that people must overcome
their other needs – described above -, not only achieve them. At this level, individual
differences are the largest.
Alderfer – ERG theory: Existence needs, relatedness needs and growth

needs
Alderfer (Furnham, 2008) distinguished three steps or classes of needs: existence,

relatedness and growth. Maslow’s physiological and safety needs belong together to
existence needs. Relatedness can be harmonised to belongingness and esteem of others.
Growth is the same as Maslow’s self-esteem plus self-actualization. Both Maslow and
Alderfer tried to describe how these needs, these stages of needs become more or less
important to individuals.
• Existence needs: These include needs for basic material necessities. In short, it includes
an individual’s physiological and physical safety needs.
• Relatedness needs: Individuals need significant relationships (be with family, peers or
superiors), love and belongingness, they strive toward reaching public fame and
recognition. This class of needs contain Maslow’s social needs and external component of
esteem needs.
• Growth needs: Need for self-development, personal growth and advancement form
together this class of need. This class of needs contain Maslow’s self-actualization needs
and intrinsic component of esteem needs.
McClelland – Need for achievement, affiliation and power
In the early 1960s McClelland – built on Maslow’s work – described three human
motivators. McClelland (Arnold et al., 2005) claimed that humans acquire, learn their
motivators over time that is the reason why this theory is sometimes called the ‘Learned
45
Needs Theory’. He affirms that we all have three motivating drivers, and it does not depend
on our gender or age. One of these drives or needs will be dominant in our behaviour.
McClelland’s theory differs from Maslow’s and Alderfer’s, which focus on satisfying existing
needs rather than creating or developing needs. This dominant motivator depends on our
culture and life experiences, of course (but the three motivators are permanent). The three
motivators are:
• Achievement: a need to accomplish and demonstrate competence or mastery
• Affiliation: a need for love, belonging and relatedness
• Power: a need for control over one’s own work or the work of others
Herzberg’s Motivation Hygiene Theory:
Opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. According to

Herzberg (1987) the job satisfiers deal with the factors involved in doing the job, whereas
the job dissatisfiers deal with the factors which define the job context.
If the hygiene factors, for example salary, working conditions, work environment, safety
and security are unsuitable (low level) at the workplace, this can make individuals
unhappy, dissatisfied with their job. Motivating factors, on the other hand, can increase job
satisfaction, and motivation is based on an individual's need for personal growth. If these
elements are effective, then they can motivate an individual to achieve above-average
performance and effort. For example, having responsibility or achievement can cause
satisfaction (human characteristics) (Dartey-Baah, 2011).
46
Hygiene factors are needed to ensure that an employee is not dissatisfied. Motivation
factors are needed to ensure employee's satisfaction and to motivate an employee to higher
performance.
Dissatisfaction – Low level

No dissatisfaction-High level Hygiene factors
No satisfaction – Low level
Satisfaction – High level Motivating factors
Herzberg’s five factors of job satisfaction (motivating factors):
• achievement
• recognition
• work itself
• responsibility
• advancement
Only these factors can motivate us. But at the same time we need the lack of dissatisfactions
(we need hygiene factors, "workpeace") to achieve more efficient work.
Herzberg’s five factors of job dissatisfaction (hygiene factors – deficiency needs):
• company policy and administration
• supervision
• salary
• interpersonal relationships
• working conditions
Points of
view Maslow’s theory Herzberg’s theory
Date of the
theory in 1940’s in 1960’s
Study
group ordinary American people well-situated American people
About Every level of needs give us Not every type of needs can give us
47
needs satisfaction and give the satisfaction, just motivating factors.

opportunity to move on to the
next level of needs.
Skinner's reinforcement theory

The Reinforcement theory, based on Skinner's operant conditioning theory, says that
behaviour can be formed by its consequences (Gordon, 1987).
for example praise, appreciation, a good mark/grade, trophy, money, promotion or any
other reward can increase the possibility of the rewarded behaviours' repetition.
If a student gets positive verbal feedback and a good grade for his test, this reinforcement
encourages the performance of the behaviour to recur. If the teacher doesn’t tell precisely
what he expects, then the positive reinforcements can drive the behaviour closer to the
preferred. For example, when a student who is usually late to class gets positive feedback
when he arrives on time, the student becomes more and more punctual. Positive
reinforcement motivates to get the anticipated reinforcement of required behaviour.
Vroom's expectancy theory

The expectancy theory places an emphasis on the process and on the content of motivation
as well, and it integrates needs, equity and reinforcement theories.
Victor Vroom's (1964) expectancy theory aims to explain how people choose from the
available actions. Vroom defines motivation as a process that governs our choices among
alternative forms of voluntary behaviour. The basic rationale of this theory is that
motivation stems from the belief that decisions will have their desired outcomes.
The motivation to engage in an activity is determined by appraising three factors. These
three factors are the following
• Expectancy – a person’s belief that more effort will result in success. If you work harder,
it will result in better performance.
48
In this case the question is: "Am I capable of making a good grade on a math test if I learn
more?" Appraisal of this factor is based on the effort to learn math, on knowledge of math,
on the previous experience of math test results, on self-efficacy and specific self-rated
abilities.
• Instrumentality – the person’s belief that there is a connection between activity and
goal. If you perform well, you will get reward.
In this case the question is that: "Will I get the promised reward (a good mark) for
performing well on a math test?" Appraisal of this factor is based on the accuracy and
consistency of marking. If one day I get a good grade and another day I get a bad grade for
the same performance, then the motivation will decrease.
• Valence – the degree to which a person values the reward, the results of success.
In this case the question is that: "Do I value the reward that I get?" Appraisal of this factor is
based on the importance of its subject (math), the good mark, and the good performance in
general.
Adams' equity theory

The equity theory states that people are motivated if they are treated equitably, and receive
what they consider fair for their effort and costs.
The theory was suggested by Adams (1965) and is based on Social Exchange theory.
According to this theory, people compare their contribution to work, costs of their actions
and the benefits that will result to the contribution and benefits of the reference person. If
people perceive that the ratio of their inputs-outputs to the ratio of referent other's input-
output is inequitable, then they will be motivated to reduce the inequity.
At the workplace the workers put inputs into the job, such as education, experience, effort,
energy, and expect to get some outcomes such as salary, reward, promotion, verbal
recognition, and interesting and challenging work each in equal amounts.
49
Locke's goal-setting theory

Locke's (1990) goal setting theory is an integrative model of motivation just like the
expectancy theory.
It emphasizes that setting specific, challenging performance goals and the commitment to
these goals are key determinants of motivation. Goals describe a desired future, and these
established goals can drive the behaviour. Achieving the goals, the goal accomplishment
further motivates individuals to perform.
We can distinguish goals according to specificity, difficulty and acceptance. A specific goal
can be measured and lead to higher performance than a very general goal like “Try to do
your best!” A difficult, but realistic goal can be more motivational than easy or extremely
difficult ones. The acceptance of the goal is very important as well, therefore involvement
in the goal setting is recommended.
For example, if I decide to pass a medium level language exam in German in six months –
this goal is specific and difficult enough – because I want to work in Germany – this goal is
very important for me, therefore the goal commitment is high – then I will be motivated to
learn, and to pass the exam.
50
Human Implications of Organizations
HUMAN BEHAVIOUR AND INDIVIDUAL DIFFERENCES

The behaviour of an individual is influenced by several factors. These can be grouped under
the following heads:
1. Environmental Factors: (a) Economic, (b) Social (norms and cultural values), and (c)
Political;
2. Personal Factors: (a) Age, (b) Sex, (c) Education, (d) Abilities, (e) Marital Status, (f) No. of
dependants;
3. Organizational Factors: (a) Physical Facilities, (b) Organization Structure and Design, (c)
Leadership, (d) Compensation and Reward System; and
4. Psychological Factors: (a) Personality, (b) Perception, (c) Attitudes, (d) Values. (e)
Learning.
EMPLOYEES BEHAVIOUR AT WORK
There are some basic assumptions about human behaviour at work:
1. There are differences between individuals.
2. Concept of a whole person.
51
3. Behaviour of an individual is caused.

4. An individual has dignity.
5. Organizations are social systems.
6. There is mutuality of interest among organizational members.
7. Organization behaviour is holistic.
Employees’ Feedback and Reward System

Structure: The feeling that employees have about the constraints on the groups, rules,
regulations, procedures, communications channels (layers in decision making), delegation
and authority, etc.
Responsibility: The feeling of being your own boss, clarity of role and responsibility vis-a-
vis superior, subordinates and peers, etc.
Reward: The feeling of being rewarded for a job done well, perception about reward and
punishment system, perception about pay and promotion, etc.
Risk: The sense of riskiness and challenge in the job and in the organization, and any
emphasis on taking calculated risk (risk taking is encouraged and bona fide errors are
protected) or playing safe is encouraged and accepted.
Warmth: The general feeling of fellowship that prevails in the workgroup atmosphere, the
prevalence of informal supporting culture and social groups.
Support: The perception about helpfulness of managers and other employees in the group,
emphasis on mutual support from above and below in the heirarchy.
Standards: The perceived importance of implicit and explicit goals and performance
standards, the emphasis on doing a good job, the challenge represented in personal and
group goals.
Conflict: The feeling that the managers and other workers want to hear different opinions,
the process of conflict resolution, opportunity to express the views, etc.
Identity: The feeling of belonging to the organization and perceived value in the
organization and work group, etc.
REWARD AND COMPENSATION SYSTEM

The wages in the form of compensation is viewed as the main attraction to join or change a
job. The compensation should not be so meager that employees do not feel motivated to
put in their best. the compensation should be such that it continually attracts talent, it is a
52
major source of retention of the existing manpower and has an edge which motivates them
to give their best.
Types of Compensations
Compensation is expressed in terms of money. It would thus include: wages or salary,
bonus, cash allowances and benefits such as accident, health insurance cover, employer’s
contribution to the retirement funds, provision of accommodation, etc. The jobs are
broadly classified in four groups and the compensation for them is commonly referred to as
shown below:
1. Managerial (top, middle, junior) … remuneration
2. Supervisory … salary
3. Clerical or Administrative … salary
4. Unskilled, semi-skilled, skilled and highly skilled … wages
Compensation Base
Compensation policy is an important element in personnel management. What is the basis
or factors on which compensation gets decided? It could be:
1. Company objectives
2. Market situation or prevailing market rate
3. Internal and external pressures.
A good compensation package should cover factors like adequacy, societal considerations,
supply and demand position, fairness, equal pay for equal work and job evaluation.
The administration is bound to protect the workforce from irrationally low wages. Taking
this as the prime objective the Indian Government has enacted:
1. The Payment of Wages Act, 1936,
2. The Minimum Wages Act, 1948
3. The Payment of Bonus Act, 1965, and
4. The Equal Remuneration Act, 1976.
Performance Appraisal by Edwin B Flippo
53
Edwin B Flippo defines performance appraisal as a systematic, periodic and as far as

humanly possible an impartial rating of employee’s excellence in matters pertaining to his
present job and potentialities for a job.
To Maurice, B. Coming performance appraisal means “attempts to recognize and reward for
personnel abilities that an individual brings to his job, measured by the extent to which his
output or quality of his work exceeds the minimum that is fixed as the basic rate of pay”.
To Yoder Performance Appraisal refers to “the formal procedure used in an organization to
evaluate personalities, contributions and potentials of group members”.
According to Heyel it is “the process of evaluating the performance and qualification of the
employee in terms of requirements of the job for which he is employed, for the purpose of
administration including placement, selection for promotions, providing financial rewards
and other actions which require differential treatment among the members of the group as
distinguished from actions affecting all members equally.”
According to Martin Fisher performance appraisal is a process for establishing shared
understanding about what is to be achieved, and an approach for managing and developing
people in a way which increases the probability that it will be achieved in the short or long-
term.
Purpose of Performance Appraisal
Objectives for performance appraisal policy can best be understood in terms of potential
benefits, identify the following:
• Increase motivation to perform effectively

• Increase staff self-esteem
• Gain new insight into staff and supervisor
• Better clarify and define job functions and responsibilities
• Develop valuable communication among appraisal participants
• Encourage increased self-understanding among staff as well as insight into the kind
of development activities that are of value
• Distribute rewards on a fair and credible basis
• Clarify organizational goals so they can be more readily accepted
• Improve institutional/departmental manpower planning, test validation, and
development of training programs
Performance appraisal should be viewed as a process, and not simply as the creation of
ubiquitous standards.
The overriding purpose of performance appraisal is to help staff to improve and, thus, to
improve organizational effectiveness. Performance appraisal therefore addresses
institutional needs as well as staff member needs, abilities, motivation, and expectancies.
54
The integrated staffing model suggests two integrated functions toward this purpose: the
evaluation of staff relative to job requirements and the development of staff for improved
performance. Thus, performance appraisal and staff development are closely related and
should operate in concert with one another.
The integrated staffing model also suggests that staffing practices occur within a larger
context of institutional culture. Thus, judgments about performance appraisal, as well as
the design and implementation of appraisal systems, should be considered contextually.
Effective appraisal systems should address clarity, openness, and fairness; recognize
productivity through rewards; and be cognizant of appraiser leadership qualities.
Appraisal System Attributes
The performance appraisal system must possess the attributes of clarity, openness, and
fairness. While specific implementation of these attributes may vary, the following should
be represented in effective performance appraisal:
1. Ongoing Review of Position and Performance – Effective performance appraisal

systems conduct ongoing evaluations of both the position and the staff member
occupying it. With ongoing position analysis and performance appraisal, there are
few surprises, and changes in the environment are quickly incorporated into the
official appraisal system.
2. Job Descriptions – Job descriptions should be reliable, valid, understandable, and
specific enough to provide direction for staff behavior. Job descriptions should focus
on what the staff member does (e.g. advises the student government association)
and what outcomes are expected. These outcomes should be clearly linked to
departmental and institutional objectives and needs. Job descriptions should use
action words such “plans” or “supervises” rather than “demonstrates initiative” or
“is likable.” Job descriptions should provide guidelines for staff so they know the
specific behaviors expected to perform. The responsibilities of the staff member
should be listed in order of importance and weighted relative to importance, if
possible.
3. Participatory and Interactive Appraisal – Appraisal system processes should be
designed in concert with all stakeholders and open to constant interaction with
them. Plans made jointly by staff and administrators have a better chance of
working than plans made independently by either party.
4. Workable Formats that Avoid Systemic Bias – Effective performance appraisal
systems must include workable formats that avoid systematic biases. Checklists of
performance criteria completed at the same time every year should be avoided. This
type of approach simply fails to produce any useful information for individual or
organizational improvement. Other biases include giving preferential treatment to
some but not all staff, rating all staff the same, being overly lenient or overly harsh
toward some or all staff, and practicing conscious or unconscious racial or gender
prejudice. Adopting a format that includes the standards of clarity, openness, and
55
fairness and that involves more than one appraiser may help to control some of
these biases.
Productivity and Rewards

Appraisal systems are related to institutional productivity requirements. Appraisal systems
are expected to reveal under-productive units and to serve as a response system to focus
attention on problem areas. Appraisal systems should also function to reward productive
units and staff.
One of the most crucial response systems is the institution’s reward structure.
Hypothetically, performance appraisal is used to reward productive staff through upward
salary adjustments. While salary adjustment may be fixed, especially in state institutions,
alternative reward structures may be initiated by departments to recognize productive
staff. Concerns with under-productive staff may be addressed through targeted staff
development activities or through other means as appropriate.
Appraiser Leadership Attributes
Supervisor or appraiser behavior may be more important than the format used in the
performance appraisal system. Appraisers who act like leaders in their organization are
more likely to experience successful results from the appraisal system than will appraisers
who behave as non-leaders.
Leaders can model desired behavior and prescribe behavior sought from staff. This
modeling carries the advantage of organizational prestige and power associated with the
position.
Objectives of Performance Appraisal
The main objectives of Performance Appraisal are as follows:-
To provide feedback to employees so that they come to know where they stand and can
improve their job performance.
To provide a valid database for personnel decisions concerning placements, pay,
promotion, transfer, punishment, etc.
To diagnose the strength and weakness of individuals so as to identify further training
needs.
To improve coaching, counseling, career planning and motivation to subordinates.
To develop positive superior-subordinate relations and thereby reduces grievances.
To facilitate research in personnel management.
To test the effectiveness of recruitment, selection, placement and induction programmers.
56
Thus, Performance Appraisal aims at both judgment and developmental efforts. The first
two objectives are judgmental whereas the remaining is developmental. Under
developmental efforts employees are helped to identify their weakness and take steps to
overcome them.
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Human Resources Management (HRM) (Module-C)

Functions of Human Resource Management

• Grouping of personnel activity into functions or positions

• Assigning different groups of activities to different individuals

• Delegating authority according to the tasks assigned and responsibilities involved

• Coordinating activities of different employees

Important Stages in Growth of Human Resource Management in

The Report of the Royal Commission on Labour in India:

2. Appointment of Labour Officers:

3. The Second World War:

4. Enactment of Industrial Disputes Act:

5. Enactment of Factories Act:

6. 1960 And After:

He works in the three areas-labour welfare, industrial relations and personnel

Period Development Outlook Emphasis Status

1920s Beginning Pragmatism Statutory Clerical

1940s Struggling for Technical Introduction Administrative

1970s Achieving Professional Regulatory Managerial

1980s Sophistication Legalistic Standards Managerial

1990s Philosophical Human Executive

Role of Information Technology in HRM

Significance of using technology in HRM

1. Fetched: “Technology pulls cost”. An innovation-based HR framework is expensive, but

Human resources development

Sub Systems of HRD

(2) Development of others through the members of quality circle.

HRM - Training and Development

It can also be defined as an ongoing formalized effort by an organization that aims at

Career Development Process

Stages in group formation and group behaviour

Type A and Type B personality theory

Meaning Type A personality is one which is Type B personality is one which

Nature Sensitive and proactive Reflective and innovative

Patience level Low High

Temperament Short-termpered Even-tempered

Competition Highly-competitive Less-competitive

Multitasking Does several things at a time. Does one thing at a time.

Stress level High Low

Time constraints Encounters pressure because of Is not affected by time

• They move, walk and eat fast.

• Self-driven feels guilty when relaxing.

• They are not concerned about time.

Differences Between Type A and Type B Personality

By using the factor analysis method, he identified 16 key personality factors:

Left Brain vs. right Brain

Right-brained people are said to be more:

Personality–job fit theory (John Holland)

• Sees self as practical, mechanical, and realistic.

• Is good at understanding and solving science and math problems;

• Values science; and

• Sees self as precise, scientific, and intellectual.

• Sees self as expressive, original, and independent.

• Is good at teaching, counseling, nursing, or giving information;

• Values helping people and solving social problems; and

• Sees self as helpful, friendly, and trustworthy.

• Is good at leading people and selling things or ideas;

• Values success in politics, leadership, or business; and

• Sees self as energetic, ambitious, and sociable.

• Values success in business; and

• Sees self as orderly, and good at following a set plan.

Achievement Theory of Motivation

Achievement Motivation Theory is one of the famous works of American psychologist