The document discusses several topics related to human resource management. It addresses the importance of a diverse workforce and employee engagement. It also discusses trends in areas like recruitment, selection, and training. The document outlines how human resource information systems, electronic human resource management, and talent management systems can support organizational goals. Additionally, it covers topics such as grievance handling, labor welfare measures, disciplinary actions, collective bargaining, and executive compensation.

2. Work-force Diversity
• today’s work force comprises of people of different -
• gender
• age
• social class sexual orientation,
• values, personality characteristics,
• ethnicity, religion, education, language, physical appearance

3. Employee engagement
• These are delegation, participative management, work teams,
goal setting, employee training and empowering of employees
• Employee engagement is a workplace approach
resulting in the right condition for all members of an
org. to give of their best each day, motivate them to
contribute to organizational success.
Why it is important
• Creative a work
• Put greater effort
• Do their best
• motivation

4.  Human resource information system (HRIS)
• It can support strategic decision making
• It help the organization avoid lawsuits
• Provide data for evaluating program or policies
• Support day-to-day HR decisions

5.  Electronic human resource management (e-HRM)
Employees in different geographic areas can work together.
Recruiting can include online job postings, applications and candidate
screening from the company’s web site.
Employees from different geographic locations can all receive the same
training over the company’s computer network.
Sharing of Human Resource Information
• Self-service
– system in which employees have online access to information about
HR issues and go online to enroll themselves in programs and provide feedback
through surveys.

6. Trends in functional areas
• Recruitment
----new recruitment technologies
----workplace diversity
----talent rediscovery
• Selection
---throw out resumes and aptitude test
---considering online habits
---succession planning

7. • . Training
----virtual class rooms
---- M-learning & E-learning
----smaller chunks of information
----going social

8. Talent management
Talent management
refers to the skills of
attracting highly skilled
workers, of integrating
new workers, and
developing and
retaining current
workers to meet current
and future business
objectives
Talent management includes a series of
Integrated Systems of
o recruiting,
o performance
o management,
o maximizing employee
potential, managing their
strengths and developing
o retaining people with desired
skills and aptitude

9. HUMAN RESOURCES MANAGEMENT TALENT MANAGEMENT
o Broad Scope (entire employees)
o Emphasize egalitarianism
oFocus on administrative functions
oTransactional
oFocus on systems with silo approach
oFocus on segmentation (key group of core
employees and key positions)
o Focus on potential people
oFocus on the attraction, development and retention
of talent
oFocus on integratation of HR systems

10. No Talent
Management
Organization HRM & its functions, areas of
concentration
Organization HRM & its
functions, areas
of concentration
Talent Management
function properly
Key people

12. • EMPLOYEE
GRIEVANCE & REDRESSAL
According to Michael J. Jucius:
Grievance means “any discontent
or dissatisfaction, whether
expressed or not and whether valid or not, arising out of
anything connected with the company that an employee
thinks, believes or even feels, is unfair, unjust, or
inequitable.”

13. Forms of grievances
• Factual -legitimate needs of an employee remains unfulfilled.
• Imaginary -the wrong imagination or perception or
attitudes of employee.
• Disguised –when reason for his dissatisfaction is not
known to the employee himself.

14. Causes for grievances
• Economic
• Work environment
• Supervision
• Organizational change
• Employee relation

15. -
2 Ways Of Grievance Handling-
Open door policy - employee free to meet top
executives and get their
grievances redressed.
Step ladder procedure- employee has to proceed
step by step in getting his
grievances redressed
Grievance Redressal

16. Labor welfare
• Labor welfare is an important dimension of
industrial relation
• It includes overall welfare facility designed to
take care of wellbeing of employee’s and in
order to increase their standard of living.

17. Labor welfare defined as………..
Anything done for the comfort and
improvement, intellectual and social, of
employee over and above the wages paid
which is not necessary of industry.
-Arthur James

18. Principles
Carried out in all levels of organization
It will be provided over and above
wages
It can be a social concepts which relates
to elf are of employees, their families
and community as a whole

19. Labor welfare measures
• Drinking water
• Occupational safety
• Uniform and
• protective clothing
• Shift allowances
• canteen
• Social insurance
• Maternity benefit
• Health and medical facility
• Educational facility
• Leave travel facilities
• Workers co-operatives
Intra-mural Extra-mural

20. • Discipline is the state of employee self-control and
orderly conduct present with in an organization.
• Disciplinary action invokes a penalty against an
employee who fails to meet established standards.
• Disciplinary action is a dynamic and ongoing
process.

21. Approaches to Disciplinary action
1.Hot stove rule
Disciplinary action have following consequences
• Immediate
• Warning
• Consistent
• Impersonal

22. 3.Disciplinary action without punishment
2.Progressive disciplinary action
• Intended to ensure that the minimum penalty appropriate to the offence
is imposed
Gives a worker time off with pay to think about whether he or she really wants to follow the rules and
continue working for the company
• Problems in the administration of disciplinary action
• Managers wants to avoid disciplinary action for the following reasons
• Lack of training
• Fear
• Loss of friendship
• Loss of temper etc

23. Collective Bargaining
• It is a effective method to resolve industrial disputes.
• Negotiation process between employer and representative of
employees.
• Negotiations relating to working conditions, employee safety ,wages ,
layoff ,create or revise work rules etc.
• Collective Bargaining Agreement (CBA) becomes contract governing
employment issues.

24. EXECUTIVE COMPENSATION
 Executive skill largely determines whether a firm will
prosper, survive or fail.
 Providing adequate compensation for these
managers are vital.
 A good and fair compensation should be introduced
for attracting and retaining the best managers.

25. Why executive are paid more….?
 They are always in short supply.
 Retaining high-caliber personal is more difficult than attracting
them.
 Having succeeded in retaining them in retaining, the managers
must be motivated for better performance.
 They have access to vital documents, have contacts with other
parties.

26. Types of Executive Compensation
1. Base salary- paid for the services
rendered for the organization.
2. Short term incentives and
bonuses
3. Long term incentives and capital
appreciation ( Stock Option Plan)
4. Perquisites ( provident fund,
Gratuity, vocation travel,
memberships in clubs)