It is my great pleasure in placing before e my readers the eighth revised and enlarged edition of Personnel and Human Resource Management. In this edition, one new chapter has been added, almost all the topics have been elaborated, and more cases and corporate illustrations drawn from the contemporary business world have found place to enhance the utility of the book. Further, this textbook offers a comprehensive analysis of personnel and human resource practices. Achieving a balance between academic rigor and practitioner relevance. Also, it addresses a broad range of HR issues and covers almost all the activities that are essential for overall managing of human resources. In this book, the contents have been logically divided into twelve sections consisting of forty four chapters. I hope the present revised edition will continue to fulfill the on–going learning needs of students and practitioners. Contents- SECTION I 1. Personnel Management an Overview 2. Human Resource Management an Overview 3. Human Resource Management in Changing Environment 4. International Human Resource Management 5. Human Resource Development SECTION II 6. Job Analysis 7. Job Redesign 8. Human Resource Planning SECTION III 9. Employee Recruitment 10. Employee Selection 11. Employee Orientation SECTION IV 12. Employee Training and Development 13. Employee Cometency Development 14. Employee Career and Succession Planning SECTION V 15. Employee Performance Appraisal 16. Employee Compensation 17. Employee Promotion, Demotion and Transfer SECTION VI 18. Employee Motivation 19. Employee Morale and Job Satisfaction 20. Employee Participation and Empowerment SECTION VII 21. Employee Communication 22. Leadership and Supervision 23. Human Relations 24. Conflict and Negotiation SECTION VIII 25. Work Environment and work Behaviour 26. Employee Health and Safety 27. Employee Welfare 28. Employee Relations SECTION IX 29. Organisation Dynamics 30. Organisation Development 31. Learning Organisations 32. Organisational Culture 33. Cross-cultural Issues in Organisational Setting SECTION X 34. Human Resource Accounting 35. Human Resource Audit 36. Personnel Records, Research SECTION XI 37. Quality Management Practices 38. Human Resource Information System 39. Human Resource Policy Manual SECTION XII 40. Employee Dislocation and Relocation 41. Organisational Exit 42. Stress at Work 43. Sexual Harassment at Workplace 44. Dharmic Human Resource Management APPENDICES A. Interview Schedule (Human Resource Management Practices) B. Training Course Evaluation C. Team Diagnostic Questionnaire D. Competency Assessment E. HRD climate Survey F. Employee Feedback to the Company G. Employee Perception of his Job and Company H. Top Mangement commitment to HRD Glossary Bibliography Index

Book Content of Performance Management Systems 1. Managing Performance 2. Performance Planning 3. Performance Appraisal 4. Performance Coaching, Mentoring and Counseling 5. Competency Development 6. Pay for Performance 7. Reward for Performance 8. High Performance Teams 9. International Performances Management 10. Performance Systems Trends and Perspectives Case 1 Case 2 Case 3 Appendices

The book Compensation System and Performance Management is in three parts. The first part of the book deals with compensation management. It is one of the most important and strategic aspects of human resource management. It is a dynamic and complex field involving many workable principles and procedures. Laying down a sound compensation system and its implementation is one of the most complex assignments in an organisation. Over a period of years, the payment systems have taken different shapes and acquired multiple characteristics due to the rapidly changing technology and socio-economic transformation of the society. Consequently, different patterns of wage payment and methods of wage fixation began to assume an important role in the management of personnel in enterprises. In this context, the book deals with the concepts, theories, issues, and the practical application related to traditional and modern compensation, wages, and reward systems in India. The second part of the book covers performance management. A performance management system is a process of identifying, encouraging, measuring, evaluating, improving and rewarding employee performance.It provides information to employees about their performance; clarifies what the organisation expects; identifies development needs; and documents performance for personnel records. Strategic human performance in organisations is a function of three interrelated elements i.e., employee skills, employee motivation, and employee strategic focus. A thorough understanding of organisational objectives combined with knowledge of common errors in evaluation can make a significant difference in the quality of appraisals. Against this backdrop, an attempt has been made to present different dimensions of performance management including performance trends and perspectives. The third part of the book contains appendices, bibliography, and index. Contents : Part I Compensation System 1. Employee Compensation 2. Executive Compensation 3. International Compensation 4. Strategic Reward Systems 5. Job Analysis and Job Evalution 6. Wages An Overview 7. Wage Concepts and Theories 8. Wage Payments 9. Wage and Salary Administration 10. Wage Incentives 11. Wage Differentials 12. Wage Structure 13. Wage Fixation 14. Wage Legislation 15. Wage Policy Part II Performance Management 16. Employee Performance 17. Support Systems in Performance Management 18. Performance Appraisal 19. Process of Performance Appraisal 20. Methods of Performance Appraisal 21. Coaching, Mentoring, and Counselling 22. Competency Development 23. Team Performance 24. Evaluation of Performance Appraisal 25. Managing International Performance 26. Performance Systems-Trends and Perspectives Part III Appendices, Bibliography and Index Appendices Bibliography

Is HR ailing? Is its existence under threat from its own profile and contents? Would HR ever move out from its ‘Back-Office’ image? Is HR business driven? Why is HR slow to change? Why is HR a long Way from becoming a strategic and business partner and self-sufficient revenue generation functions? The book attempts to answer some of these complex questions and presents a practical sense of understanding text suggests a roadmap for Human Resource Professionals on how to upgrade their strategic human resource competencies and business sense to bring the Human Resource Function in loop with the business partnership of the company. Contents - 1. THE GREAT HUMAN RESOURCE TURNAROUND 2. BASICS OF HUMAN RESOURCE PLANNING 3. RETURN ON INVESTMENT (ROI) IN HR PLANNING 4. CORPORATE MISSION AND VISION STATEMENTS 5. STRATEGIC HUMAN RESOURCES PLANNING 6. STRATEGIC MANPOWER PLANNING 7. STRATEGIC PLANNING 8. STRATEGIC PLANNING IN CORE AREAS OF HUMAN RESOURCE 9. STRATEGIC SUCCESSION PLANNING 10. HUMAN RESOURCE AUDIT 11. AUDIT OF HUMAN RESOURCES COMPETENCIES, STRATEGIES, SYSTEMS, STRUCTURES AND FUNCTIONAL ROLES OF HUMAN RESOURCES 12. WRITING HUMAN RESOURCE AUDIT REPORT APPENDIX - CONCEPTS AND DEFINITIONS - A WORD ABOUT MANAGEMENT GURUS BIBLIOGRAPHY ABD REFERENCES

People Organization Disrupted! For in today's world, it is all about Talent. In a digitally challenged business organization, HR can either be an enabler or a disruptor, not disrupting in a way solutions emerge but by causing hindrances, objections and bureaucracies, thanks to not transitioning to the digital world! HR can play a constructive organization – people building role through effective governance based people management practices, engaging, energizing, enabling, building values and facilitating the establishment of a high performing culture or can be actively political, lethargic and negative aligning with non-performing coalitions – an active obstructionist. This book is a detailed analysis of what causes People disruptions, in both positive and negative ways. It is about CEO's, People Manager's and CHRO's role and their influence in either building organizations or destroying value, while struggling to understand digital business models, products, customers and high performing cultures. The book contains best practice examples of people disruptors, digital strategies for talent management, predictions, trends, HR functions going out of fashion, digital climate possibilities, Value based cultures, organizational design, HR tech elements, Intellectual Capital Measurement, Fun@Workplace, HR knowledge management, 360 Boarding, Neural Machine Learning, Organization Re-Roles, digital business model based structural options, design thinking, detailed surveys, tests and methodologies on Talent Strategies, etc. The book is a disruptor to conventional ways to people management using traditional power centric HR processes. It is best read by those who are willing to let go their hangovers of what 'should' or 'should not be' while demonstrating a willingness to stay away from the past be it assumptions, opinions, stereotypes or 'been there done that' attitudes. The book is based on extensive case based research (academic / consulting / global) with corporate examples, application studies, global illustrations, Talent Technologies and conceptual overview of how People Disruptions can build Digital Organizations. Contents - Introduction 1. Trending to the Organization of Tomorrow 2. Demystifying Digital HR 3. Disruptions in HR Leadership 4. Disrupting People Programs 5. Deriving Digital Value in Human Resources 6. Intellect Determines Market 7. Digital Culture Disrupts 8. Disrupting Strategic Structures 9. Designs Disintermediated 10. Collaborations Disrupted 11. Digital Value Chain 12. HR Disruptions – Thinking Ahead Annexures

Human Resource Development (HRD) is the framework which helps employees develop their individual and organizational skills, knowledge and abilities. Performance Management can be base for HRD. Employee training, employee career development, individual development, organization development are important parts of HRD process, as the spotlight of all these aspects of Human Resource Development is creating and developing most superior workforce. Human Resource Development is the structure that allows for individual development, potentially satisfying the organization’s goals. The development of the individual will benefit both the individual and the organization. Performance Management is the base for HRD. The main objective of performance management is continuous improvements in performance with a view to attaining organizational goals. The basic purpose of training and development programmes is ‘bringing a person to an agreed standard of skill by practice and instruction’. To make any training successful, the organization should concentrate on needs assessment, design, successful implementation and evaluation of training and development. The next important part is career planning and development of employee as experts say that an organization which lacks proper career development and succession planning is likely to encounter higher attrition rate which disturbs organizations’ plans, objectives and goals. Individual development is a lifelong process. To keep up with the demands of today’s workplace, every employee should have an opportunity to develop professionally or grow in their jobs and it is of course the responsibility of organization’s management. One more crucial part is Organization Development, as OD is an innovative term which means a conceptual, organization-wide effort to increase an organization’s effectiveness and viability. Human Resource Accounting is the measurement of the cost and value of people to the organization. The organization which recognizes people as valuable human resources it really get success by proper utilization of these resources. When we talk about Business Process Reengineering (BPR), we should not forget the HR Reengineering as it revitalizes Human Resources in order to increase efficiency and profitability to maximize organizational and individual performance which obviously leads to Human Resource Development. Contents - PART I : INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT 1. Introduction – Human Resource Development 2. Performance Management System And Development PART II : TRAINING AND DEVELOPMENT 3. Introduction – Training and Development 4. Training Needs Assessment 5. Designing Training Programmes 6. Conducting Training Programmes 7. Evaluation of Training and Development Programmes PART III : INDIVIDUAL AND ORGANISATION DEVELOPMENT 8. Career Planning and Development 9. Individual Development 10. Organisation Development PART IV : EMERGING TRENDS IN HRD 11. Human Resource Accounting and Audit 12. Reengineering of Human Resources

Human resources are the most valuable and unique assets of an organization. The successful management of an organization’s human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization. The demand of Professional Managers, Social Workers and Volunteers in India is increasing day by day because of growing competition and rapid industrialization. There should be comprehensive understanding of human resources and their related management practices in every field. The efforts in this book have been aimed to integrate the HRM practices such as human resource planning, hob analysis, training and development, career planning, etc. in the field of Social work. Though there are many textbooks on this subject by foreign writers and Indian authors also, these falls short of the satisfaction of the students concerned because first, they do not fit in Indian socio-cultural milieu and second, do not provide up-to date material and their application in a particular field. The book discusses about the human resource management practices in a changing environment and suggest possible ways of leveraging and managing human resources with relating their aspects in the field of Social work. Changing trends in human resource management have been explained using contemporary examples from Indian companies. Thus, it is expected not only to serve the purpose of management students but also for the undergarduates and postgraduates in the field of social work, education and practicing managers, particularly those who have no formal education about HRM practices and who wish to update their knowledge in the field as learning is a continuous process. Contents - 1. Human Resource Development 2. Human Resource Planning 3. Job Analysis and Job Design 4. Career Planning and Development 5. Training and Development 6. Collective Bargaining 7. Labour Welfare and its Administration 8. Social Security 9. Discipline and Grievances 10. Industrial Relations and Industrial Disputes 11. Trade Union 12. Workers Participation in Management 13. Motivation 14. Leadership

Performance Management is a comprehensive textbook designed to meet the long-felt need of management students for a book on Performance Appraisal and Management. Oriented towards managerial decision-making, the book provides a strong theoretical framework while emphasising the application of concepts through real-life examples, illustration and case studies. Beginning with the essential concept and framework for understanding human resource management, the book goes on to discuss performance management in the organizational context. Management in Organisation, Performance Culture, Competency Analysis, Training and Coaching, Potential Appraisal, E-HR, Measuring Performance, Performance Evaluation, Developing Performance Standards, Performance Benchmarking, Monitoring and Management Development, Annual Stock Taking, 360-Degree Feedback, Performance Appraisal, Performance Planning, Methods of Appraisal, Performance Management and Strategic Planning. KEY FEATURES Combines sound theoretical concepts with real-world organisational experience. Covers contemporary perspective as also futuristic possibilities in performance management includes case studies that explore the concepts discussed to enable the students hone their diagnostic/application skills. The subject is introduced as a specialization paper at PG levels in Management Courses like MBA and PGDM, PGDBM, PGDHIR, etc. Contents : PART-I : PERFORMANCE MANAGEMENT 1. Introduction to Performance Management 2. Performance Management 3. Managing Performance 4. Performance Monitoring, Mentoring & Managee Development 5. Annual Stock Taking 6. Key Issues in Performance Management PART-II : PERFORMANCE MANAGEMENT 7. Introduction to Appraisal Systems 8. Appraisal Systems 9. Traditional Methods of Performance Appraisal 10. Modern Methods 11. Performance Management and Strategic Planning

Ever since the appearance of the first edition of the Human Resources Management and Human Relations in the realm of management literature in India, the HRM concept has attained wider dimensions. Managers across the globe now visualise HRM as their focus arena for action. Akio Morita, co-founder of Sony Corporation, Japan says, 'I emphasise this – no matter how good or successful you are or how clever or crafty your business; its future are in the hands of the people you hire.' In the 21st century, the world is groping with a new normal; a business environment that is Volatile, Uncertain, Complex and Ambiguous or VUCA. Comprehending and competently leveraging in the VUCA environment has become essential for success and growth for the business leaders leading to optimum performance of the organisations. It is the human capital in the organisation that will be largely responsible for the ability of the organisation in sustaining and succeeding in the emerging environment. Hence, it is the human side of the organisation which will be the key differentiator in the organisation's ability to cope, manage and succeed in the VUCA environment. This throws up new challenges for the HR professionals and shifts the focus on Human Resources like never before. The changing role of HR as an active business and strategic partner has opened up new possibilities for the HR function and the HR professional. HRM is now a subject of study in almost all universities and management training institutions either as a separate area of study or as a part of the management education. This work has found favour with all those who are associated with the teaching and learning of HRM. Suggestions have been incorporated in the current edition of the book and the revised version of HRM and HR will be of great utility to all those who are interested in the subject, more particularly to HRM professionals and the students of HRM, HRD, Human Relations, Organisational Behaviour, Social Sciences and Human Side of Enterprise. Contents - 1. An Introduction to Human Resource Management 2. The Changing Environment of HRM 3. Strategic Human Resources Management 4. Human Resource Planning 5. Job Analysis and Job Design 6. Recruitment, Selection, Placement and Induction 7. Training and Development 8. Performance Management 9. Career Planning and Development 10. Employee Compensation 11. Human Resources Development 12. Organisation Development 13. Communication in HRM 14. Motivation in HRM 15. Executive Counselling in HRM Process 16. HR Manager's Leadership 17. Human Relations 18. Approaches to Human Relations 19. Industrial Relations 20. Workers' Involvement in Management 21. Conclusion Bibliography

The Fourth Industrial Revolution consequent up on globalisation, revolutionary strides in information technology and manufacturing technology, brought paradigm shifts in human resources management in terms of changes in jobs, increase in demand for jobs requiring information technology skills, decline in the demand for semi-skilled jobs and the like. In addition, Covid-19 pandemic resulted in decline in economic activity and thereby jobs throughout the World. Purpose - The purpose of this revised edition is to provide latest developments in various areas of human resources management and industrial relations along with added pedagogy to our readers. This revised edition is useful to students of MBA, MHRM, MPM, MSW, M.Com etc., professors, executives of business, Government Organisations, Non-Government Organisations, and religious organisations. Wide Coverage and Additions - We have covered all significant topics of the subject/course on 'Human Resources Management and Industrial Relations’. This edition contains latest information and developments in Human Resources Management and Industrial Relations. A new chapter on COVID-19: Paradigm Shifts in HRM is added. In addition, new theories, concepts, boxes, examples, exhibits, tables and figures are included wherever necessary. Contents : Chapter 1 Human Resource Management: Organisational Context Chapter 2 Human Resource Management: Environment and Strategies Chapter 3 Job Analysis, Team Analysis and Flexible Job Environment Chapter 4 Human Resource Planning Chapter 5 Recruitment Chapter 6 Selection, Placement and Induction Chapter 7 Human Resource Development Chapter 8 Performance Appraisal and Development Chapter 9 Employee Training Chapter 10 Management Development Chapter 11 Career Planning and Development Chapter 12 Internal Mobility and Absenteeism Chapter 13 Change Management and Organisation Development Chapter 14 Job Evaluation Chapter 15 Employee Remuneration-Base salary and Allowances Chapter 16 Incentive, Fringe Benefits and social Security Chapter 17 Safety and Health Chapter 18 Motivation, Leadership and Communication Chapter 19 Participation, Empowerment and Quality Circle Chapter 20 Grievance and Discipline Chapter 21 Industrial Relations: Conceptual Analysis Chapter 22 Trade Unions and Employers Associations Chapter 23 Industrial Conflicts Chapter 24 Collective Bargaining Chapter 25 Human Resource Accounting, Records, Audit, Research and Information Chapter 26 Ethical Issues in Human Resource Management Chapter 27 E-Human Resource Management Chapter 28 International Human Resource Management Chapter 29 Contemporary Issues In HRM Chapter 30 Retention, Separation, and Re-employment Chapter 31 COVID-19: Paradigm Shifts in HRM