My earlier books— Management Principles was for the Management and Engineering students at the undergraduate level; and Management Principles and Practices was for the Master’s level. The current book Human Resource management: A Dynamic Approach focuses on the Human Resource aspect of management. This book is primarily for those who are preparing themselves for an exciting, rewarding, and enriching career in Human Resource aspect of management. In recent years, this field of specialization is getting popular and due to this popularity many students prefer to specialize in Human Resource Management. Although the principles of management and, particularly, the Human Resource Management are brought out and discussed in the initial chapters of this book, the practices built on such principles are discussed and illustrated from time to time. Those who read the book get an idea as to how such principles form a solid foundation to the practices in the field of Human Resource Management. Without such principles, the practices wither away because they do not make sense or the students go away with vague understanding. Any practice which is built on solid principles will be effective and efficient. While effectiveness is achieved through attainment of targets, objectives, and goals, the efficiency is accomplished through combining of various resources available to an organization, especially, the human resources. Harrington Emerson’s proposed twelve principles of Efficiency that were according to him, intensely practical, tested, and extremely successful. Without principles, practices are just hollow bricks and without practices, the principles remain as principles. In this book, Human resource or management principles, provide a strong basis for practices and this relationship is very essential for understanding the Human resource management and its practices. Thus, dynamism is brought into the understanding of Human Resource Management.
Additional Info
  • Publisher: Laxmi Publications
  • Language: English
  • ISBN : 978-93-5138-128-0
  • Chapter 1

    Human Resource Management—an Introduction Price 2.99  |  2.99 Rewards Points

    In recent years, the term Human Resource Management, has become almost a buzzword. The Central Government has a special department or Ministry created for human resources. Every profit and non-profit organization has a department to look after the needs and interests of the people in their organization. Is it a core function or just a buzzword? In this chapter, we will come to know what does human relation mean, how does it differ from Human Resource Management (HRM), the importance, the meaning, and the activities of human resource function in an organization.
  • Chapter 2

    Human Resource Planning Price 2.99  |  2.99 Rewards Points

    The human resource function includes the determination of human resource or manpower needs, the identification of personnel to fill these needs, their recruitment and employment, their placement and orientation and the rearrangement of team members through promotion, transfer, and termination.
  • Chapter 3

    Recruiting Process: Choosing The Potentials Price 2.99  |  2.99 Rewards Points

    42 Human Resource Management—A Dynamic Approach Even in the best managed companies, replacement of employees takes place on a continuing basis for a variety of reasons. These reasons may be expansion of the company, termination of poor employees, attrition due to retirement, promotions or transfers. Throughout this cycle one fact remains constant, i.e., the success of a business depends, to a large extent, upon the quality of people employed. In recent times, recruitment is referred to as talent acquisition to reflect the importance of the human factor in the organizational success
  • Chapter 4

    Selecting And Placing Candidates On The Job Price 2.99  |  2.99 Rewards Points

    The labor market constitutes of all those who are willing and able to work. Through the recruitment process, those who meet the minimum requirements are filtered through and the next stage in the filtration process is the selection. At this stage, the most suitable candidates are chosen to go through a number of procedures or steps which are more rigorous. The selection process is not a one-shot approach in identifying candidates for the job.
  • Chapter 5

    Training Of New And Existing Employees Price 2.99  |  2.99 Rewards Points

    “I am going for a training and will be away from job for two weeks.” “The company wants me to go for training in communication program.” “Recently, I have been promoted to a supervisory job and the company wants me to pick up skills of supervision,” and so on. In almost all companies and Civil Service organizations, and Public Sector Enterprises, people are asked to attend training programs before they are placed on job or being promoted. These training periods may last anywhere from couple of days to a few months. Companies spend big chunks of money for training and upgrading their employees. The Japanese and Korean companies top the list in spending money for training. In this chapter, we will examine the training for non-managerial personnel.
  • Chapter 6

    Developing Managerial Personne Price 2.99  |  2.99 Rewards Points

    In the previous chapter we discussed about the training aspect of mostly operative employees. The focus of this training was mostly for the newly recruited personnel. This discussion covered both on-the-job as well as off-the-job training. We have differentiated the training aspect from the development aspect, in that, the training focuses on the job while development deals with the managerial personnel. Let us examine further the differences between training and development and slowly get into the development aspect of executives in more detail.
  • Chapter 7

    Assessing Employee Performance Price 2.99  |  2.99 Rewards Points

    Good supervision is a requirement that is fundamental to the success of any organization. It must focus on developing people. Each and every supervisor and manager is responsible for this development. If this important responsibility is neglected, then there is no supervision at all. In every supervisor and manager’s role, sufficient time must be allocated for this responsibility. Some kind of performance appraisal is a basic tool if we are concerned about developing people. Performance appraisal has sometimes been referred to as the Achilles heel of managerial staffing.
  • Chapter 8

    Developing Employee Career Path Price 2.99  |  2.99 Rewards Points

    I contemplated on it and said to myself, when students complete their college education; they advance further into their maturity, and explore all possibilities to put themselves into a good position. They have to ready themselves by preparing a good resume, plan and attend job interviews, prove themselves that they are worthy to be hired. When they are placed on the job, they enjoy their responsibilities, position at work and in life, make plans to move on. During this process they have their own intrinsic and extrinsic enjoyments. Then the time comes for retirement for which they have to plan also. Although the explanation looks simple and easy to accomplish, in real life, it is not so simple and easy to achieve or attain all those things mentioned earlier. Examine yourself and see what obstacles are there in going through this cycle of life and even plan to overcome the obstacles. Thus, ready yourself.
  • Chapter 9

    Employee Compensation Price 2.99  |  2.99 Rewards Points

    In recent years the single most important task facing business organizations is handling wages and salaries (more modern word is compensation) according to changing environmental conditions. When the panic button is pushed, the decision makers look for short-term solutions which can sometimes get them into deeper trouble.
  • Chapter 10

    Employee–management Relations Price 2.99  |  2.99 Rewards Points

    Although there are a number of books written on the topic or subject of the relations between employees and employers, we will examine certain salient features of these relations and their applicability to Human resource management. When we mention unions, always negative connotations creep into the minds of many people. Such thinking leads to a poor perception of unions. If there were no unions in the history of labor-management relations, so many innovative things would not have taken place and labor will still remain labor without any of their rights.
  • Chapter 11

    Handling Conflicts And Grievances Price 2.99  |  2.99 Rewards Points

    The concept of conflict has not been fully understood by many although it is inevitable in any organization. Probably this inevitable nature of conflict may have discouraged people from dealing with it. The word “conflict” itself indicates an undesirable situation. We should not assume, however, that a conflict always has drawbacks. There are certain conflicts that bring lasting stability and other advantages to an organization. In general we can say that the benefits which we would derive from conflicts depend on how people deal with it.
  • Chapter 12

    Employee Benefits, Services And Incentive Systems Price 2.99  |  2.99 Rewards Points

    In the previous chapter we examined the compensation aspect which is closely related and compensated for the efforts put in by the employees. There are some organizations which provide only the compensation to its employees and do not get involved in providing certain benefits and services as some of the multinational and global companies do. If companies are really interested in attracting and retaining talented and committed employees, they should look beyond just wages and salaries alone and become competitive in offering the best benefits and services programs. In the past, the benefit and service programs were clubbed together and labeled as Welfare programs. But in recent years, the word “Welfare” doesn’t imply a more proactive meaning and therefore companies simply state that they have a good and attractive Benefits and Services programs for employees.
  • Chapter 13

    Legislation For Enforcing Human Resource Management Price 2.99  |  2.99 Rewards Points

    In this chapter, we will examine the kind of legal implications for managing human resources in work organizations. In the days when Human Resource Management field went by the names of Personnel Management, Welfare Management, Industrial Relations, Employee Relations, and so on there was relatively an easy passage for legal aspect due to unprofessional attitude and practices of people who managed such departments. The workforce was not much educated and enlightened as it is in these days. The value systems of people were such they went by rules, regulations, policies, and so on. Whatever the rules, regulations and legislation was mostly reactionary in nature.
  • Chapter 14

    Modern Human Resource Practices—a Strategic Focus Price 2.99  |  2.99 Rewards Points

    The term Personnel has been replaced by several other terms before it finally to be known as Human Resource Management. Since then the human resource function went through several modifications, changes, and additions to its meaning, scope, and the function itself. Like other resources which are essential to the success of an organization, human resource has also come to be known as a resource. Human beings are viewed as assets in any kind of organization. Graham calls Human Resource Management in the modern organization as the driver of success
  • Chapter 15

    International Human Resource Practices Price 2.99  |  2.99 Rewards Points

    In recent years, many companies have come to realize that among various resources available to an organization, human resource is the most valuable. When an organization acquires physical resources such as machines, it knows exactly what the machine is going to produce, how much it is going to produce, and how it is going to manufacture the product, and the cost aspects involved. But that is not so with human resources. Unless, one gets to know the techniques and the ways to manage human resources, it may be difficult once such resources are acquired. The greatest challenge faced by the national and international organizations is how to manage the human resources. This requires possession of some skills on the part of those who manage.
  • Chapter 16

    Hrm Practices For It Personnel Price 2.99  |  2.99 Rewards Points

    About a quarter century ago, the computer technology was not known that well in India. There were not many institutions offering courses in information technology. In many business organizations, especially in banks, most of the work was done manually. The tellers took their own time to conduct transactions with customers at the counter. The employees’ data and manuals were maintained and updated daily by hand. One may find piles of papers in offices, some of them were eaten by rats. To retrieve even a basic information such as birth dates and death certificates, those being served will be asked to come back after six months or so. Costly office space being wasted for maintaining the old files and other information.
  • Chapter 17

    Social Issues And Responsibilities For Human Resource Management Price 2.99  |  2.99 Rewards Points

    Indian society is in the process of big change over the last decade or so. Thanks to globalisation, industrialisation, and modernisation, our society is going through vast and rapid changes. The change is not limited to any one aspect of life. There is social change taking place in modern India as some social thinkers put it. However, the society is so complex and contradictory, tracing its origins back to more than 5,000 years that amidst being rooted in ancient spirituality, there are materialistic attitudes leading to overarching unethical practices. While there is equity and freedom protected by the governments and the Constitution, political anarchy and caste- dominated hierarchy are also evident. Amidst these contradictions, there is a perceptible change in Indian culture and society. In this context, business management has a decisive impact on economic and social life. The institution of management has certain social responsibilities to deliver a standard of life and enhance quality of life.
  • Chapter 18

    Special Topics In Human Resource Management Price 2.99  |  2.99 Rewards Points

    Some selected topics in human resource management have been chosen and presented below in a brief and concise manner. Some of these topics are already find their place in various chapters of this book. The footnote references are avoided since they have already been cited where these topics are dealt with in various chapters. At times, these footnote references may be distractive while you go through these topics. By presenting these topics here gives them a special focus and attention. Further, they are useful for putting them into day-to-day practice. Their practical importance and value are emphasized here.

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