Index

b suffixed against page numbers indicates boxed items

f suffixed against page numbers indicates figures

t suffixed against page numbers indicates tables

Italicized page numbers indicate illustrations.

A

Abbott India Limited, 171

ability test, 156–157

achievement test, 157

aptitude test, 157

intelligence (IQ test), 156

ability test score, 214

absenteeism, 122–123

ACC, 502, 532

accident avoidance, 374

accident

compensation fund, 368

frequency method, 383

prevention and management, 383–384

spot map method, 383

accident rate method, 383

achievement test, 157

action learning, 241

action plan, 257–258

action research, 255

Aditya Birla Group, 228b

adjudication, 528–530

court of enquiry, 528–529

industrial tribunal, 529

labour court, 529

national tribunal, 529

administrative laws, 50

advertisements, 141

advisory panel, 214

agency theory, 317

aggregate payment model, 612

All India Railwaymen’s Federation (AIRF), 542

analysis, 29

external, 29

internal, 29

analytical job evaluation, 295, 298–301

analytical reasoning, 215

annual bonus plan, 333

anticipatory socialization, 183

anticipatory stress, 388–389

anti-poaching techniques, 143, 144b

appeasement theory, 408

applicant tracking system, 589

application form, 153–154

guidelines for evaluating, 154b

apprenticeship training, 218

aptitude test, 157

Arbitration and Conciliation Act, 1996, 526, 528

arbitration, 527

Arcelor-Mittal, 311

Article 14, 51

Article 16, 51

Article 22, 410

Article 23, 411

Article 23, 51

Article 24, 51

Article 25, 411

Article 39(d), 51

Article 39(e), 51

Article 42, 52

Article 43, 52

Article 44, 52

Article 46, 52

assistantship, 218–219

attitude formation, 215

attitude survey, 213–214

audio-visual aids, 223

autonomous work group method, 426

autonomy, 89–90

B

Bajaj Electricals Limited, 175b, 200b

balance sheet, 195–196

bargaining. See collective bargaining

BARS. See Behaviorally Anchored Rating Scale (BARS)

Barth variable incentive plan, 357

basic pay, 314

basic salary, 333

Bata Shoe Company, 109b

Bedeaux system, 356

Behaviorally Anchored Rating Scale (BARS), 285–286, 286t

behaviour, 275

behaviour modeling, 240

behavioural outcomes, 382

behaviour-oriented compensation system, 317

Benchmarking, 673

benchmark jobs, 298

benefits administration system, 593

benevolence theory, 408

bias, 293

biographical information, 154

Blue Dart, 32b

broad-graded pay structure, 319–320f

budgeting, 328

burnout, 391

business ethics, 622

business games, 240

business unit, 32

business-level strategy, 32–33

business-oriented model, 26

C

CAM. See computer-aided manufacturing (CAM)

campus recruiting, 141–142

Canara Bank, 448b

career

anchoring, 194

cluster, 194

counseling, 194

guidance, 204–205

intervention, 204

   forms of, 204t

management, 194

path, 194, 197–198

success, 194

system, 193–194

career planning, 191–205

career-oriented skill-development exercises, 197

definitions of, 191b

evaluation of career opportunities, 196

features of, 191–192

implementation and review, 197–198

limitations of, 201–202

matching and decision-making, 197

measures to improve the effectiveness of, 202–204

merits of, 199–201

objectives of, 192

process of, 194–198

responsibility for, 198–199

self assessment, 195–196

career-related attitude, 202

casual labourers, 53

casual leave, 523

causal, intervening, and end-result model, 611–612

central government, 405

welfare facilities and, 405

central staff database, 593–594

centralized bargaining, 533

certainty equivalent model, 609–610

chalk-and-talk method, 222

change agent, 254

checklist method, 284

CIT. See critical incident method (CIT), 79

closed system, promotion, 447

coaching, 240

cost of living, 325

cost-benefit method, 283–284

code of conduct, 492

code of discipline, 497–498

code of ethics, 627

collaborative strategy, 36

collective bargaining, 325, 427–428, 525–526, 530–538

classification of, 531–534

definitions of, 531b

essentials of, 537–538

features of, 531

process of, 534–536, 535f

collective wisdom, 462

commitment strategy, 36

common metric questionnaire (CMQ) model, 78

communication skills, 13

compa ratio, 328–329

compensation, 9, 110, 314, 312–336

agency theory, 317

contingency theory, 317

definitions of, 312b

equity in, 312–314

equity theory, 316

expectancy theory, 316–317

factors influencing, 323–326, 323f

objectives of, 312–314

types of, 314–316

compensation administration, 317, 327–331

challenges in, 329–331

steps in, 327–329

Compensation and Benefits, 685

compensation decisions, 274

compensation management system, 591–592, 629

competency, 276, 711

competency mapping, 713

competency model, 712

competitive advantage, 110–111

competitive labour market environment, 113

competitors, 53

compliance strategy, 36

compulsory retirement scheme (CRS), 455

computer-aided manufacturing (CAM), 91

computer-based training, 228

computerized interview, 163

concentration strategy, 31

conciliation, 526–527

conciliator, role of, 526

confidential report (CR), 285

conflict, 519. See also industrial dispute

connectedness, 462

constitutional laws, 50

Contemporary HRM Era (1980–onward), 47

contingency approach, 260

contingency theory, 317

continual training, 646

Contract Labour (Regulation and Abolition) Act of 1970, 402

contractual relationship, 254–255

conventional career path, 197

conventional wisdom, 133

core competency, 116–117

corporate culture, 91

corporate social responsibility (CSR), 378

corporate universities, 242

corporate-level committee, 424–425

joint management council, 425

worker-director, 425

workshop-level committee, 425–426

corporate-level strategy, 30–32

growth strategy, 31

parenting strategy, 32

portfolio strategy, 31

cost efficiency bonus plan, 359

cost prevention, 375

counselling and mentoring, 393–394

court of enquiry, 528–529

critical incident method (CIT), 283

Crompton Greaves, 106

CRS. See compulsory retirement scheme (CRS)

cultural diversity, 472

customers, 54, 280

CVs. See electronic curriculum vitae (CVs)

D

Dabhol Power Company (DPC), 619

Dabur India Limited, 175b

Dabur India, 25b

data collection, 76–81, 77f

critical incident method (CIT), 79

dairy maintenance method, 80

interview method, 79–80

job performance method, 78

observation method, 78–79

questionnaire method, 77–78

task inventory analysis, 81

technical conference method, 81

data overload, 180

data processing, 585

data-driven approach, 259

decentralized bargaining, 533–534

decision support system (DSS), 586

deep muscle relaxation, 392

Delphi technique, 118–119

demographic structure, 472

demographics, 49

demotion, 448–450. See also promotion

definitions of, 449b

reasons for, 449–450

deployment, 638

descriptive ethics, 621

development programme, evaluation of, 243–244

controlling, 244

improving, 244

learning, 244

proving, 244

diary maintenance method, 80

differential piece rate, 350

differentiating competencies, 711

direct compensation, 314–315

direct participation, 423–424

directive interview, 161

disablement benefits, 413

discharge, 491

disciplinary action, 490–494

outcome of, 490f

steps in establishing procedure, 492–494

types of, 490–491

disciplinary system, 495–497

elements of, 495–497

discipline

characteristics of, 479–480

definitions of, 479b

Douglas McGregor’s hot stove rule, 497

objectives of, 480–482

steps to enhance, 494–495

types of, 482–486

dismissal, 455, 491

dispute, 519. See also industrial dispute

distributed learning, 227

distributive bargaining, 532–533

diversification strategy, 31

Douglas McGregor’s hot stove rule, 497

Dr Reddy’s Laboratories, 66

DSS. See Decision Support System (DSS)

dual skill path, 197

duty, definition of, 69

E

e-commuting, 99

economic environment, 52

economic reforms, 16

EDP. See electronic data processing (EDP)

educational qualifications, 154

effective interview process, 80

efficiency theory, 408

e-gripe box, 507b

e-learning, 227–230

limitations of, 230

merits of, 229

types of, 228

electronic curriculum vitae (CVs), 142

electronic data processing (EDP), 585

electronic performance support system (EPSS), 591

Emerson efficiency plan, 354–355

emotional maturity, 14

emotional security, 545

empathy, 14

employee assistance programme (EAP), 373, 394

employee empowerment, 394

Employee Engagement, 693

employee grievances, 503–516

characteristics of, 504

definitions of, 503b

essentials of, 511–512

management policies and practices, 504–505

model grievance procedure, 513–514

procedure, 507–511

sources of, 503–504

stages in procedure, 509f

techniques of grievance identification, 505–507

employee health, 387–388

mental health, 387–388

physical health, 387

employee life cycle, 708

employee motivation, 313

employee orientation, 172–174

purpose of, 173–174

employee provident fund, 368

employee referrals, 139

employee resistance, 293

employee retention, 313

employee safety and health, 380–381, 685

statutory provisions concerning, 380–381

employee safety, 374–375

need for 377–378

objectives for, 374

employee safety programme, 375–377

essentials of, 378–380

steps in, 375–377

employee separation, 452–456

possible reasons for, 453–454

types of, 454–455, 454f

Employee Share Purchase Plan (ESPP), 311

Employee Stock Ownership Plan (ESOP), 362–363

employee training, 215–217, 216f, 684

determination of training needs, 215–216

development of training objective, 216

evaluation of the training programme, 217

identifying the trainer, 217

implementing the training programme, 217

scope of, 214–215

selection of training techniques, 216–217

significance of, 210–212

employee welfare measures, 399–410

appeasement theory, 408

benevolence theory, 408

definitions of, 399b

efficiency theory, 408

features of, 399–400

goodwill theory, 408

limitations, 409–410

merits, 408–409

non-statutory welfare facilities, 402–404

objectives of, 400

policing theory, 406–407

religious theory, 407

statutory welfare facilities, 401–402

employee welfare responsibility, 404

Employees’ Deposit Linked Insurance Scheme, 1976, 415

Employees’ Pension Scheme, 1995, 415

Employees’ Provident Funds and Miscellaneous Provisions Act of 1952, 415

Employees’ State Insurance Act (ESI) of 1948, 412–413

Employer branding, 703

employer value proposition (EVP), 706

employment application forms, 153–154

employment empowerment, 431–437

barriers to, 436–437

definitions of, 432b

features of, 432–433

importance of, 435–436

steps in, 433–435, 434f

employment exchange statistics, 141t

Employment Exchanges (Compulsory Notification of Vacancies) Act of 1959, 140

employment exchanges, 140

empowerment. See employment empowerment

enacted environment perspective, 59

encounter stress, 388

enforced discipline, 483

entry tactics, 32

environment perspectives, 58–59

environment scanning process, 48f

environment, 115

economic situation, 115

labour market, 116

legislatine measures, 115

technological advancements, 116

environmental forces, 115

environmental scanning, 59–62, 61f, 115

perceived environmental change, 61–62

purpose, 115

stages, 60

strategic change, 62

strategies, 61

EPSS. See Electronic Performance Support System (EPSS)

equity plans, 315

equity theory, 316

ergonomics, 89

ESOP. See Employee Stock Ownership Plan (ESOP)

essay method, 283

ethical behaviour

factors influencing, 625–627

role of HRM in, 627–630

ethical code, 12

ethical dilemma, 632–633

ethical values, 215, 619–620

ethics, 620

approach based on justice, 624–625

approach based on rights, 623–624

definitions of, 621b

discipline and disciplinary procedure, 629–630

human resource management and, 621–622

need for ethical policies and codes, 622–623

role in organizations, 622

types of, 621

utilitarian approach, 623

ethnocentric approach, 645

evaluation study, designing of, 224

time series design, 224

pre-test-post-test control group design, 224

executive coaching, 241–242

executive compensation, 331–336. See also compensation

criticisms of, 335–336

elements of, 334–335

objectives of, 331

executive orientation, 242–243

executive perks, 335

exit interview, 505–506

expectancy theory, 316–317

external environmental factors, 48–55

demographics, 49

economic environment factors, 52

educational status, 49

labour market, 52–53

legal environment factors, 50–52

nature of political organization and system, 50

political environment factors, 50

political stability, 50

prevailing political ideologies, 50

social environment factors, 49

technological environment factors, 49–50

external equity, 322

external interference, 522

external leadership, 558

external stressors, 390

extra-organizational stressors, 391

group-level stressors, 391

organizational stressors, 391

extra-organizational stressors, 391

F

facilitators, 180

factor comparison, 300

Factories Act, 1948, 401–402, 513

Fair Wages, 318

Feedback, 89

360-degree, 286–291

720-degree, 291b

field review method, 284

First World War

and trade union, 553–554

five-dimensional model, 612

Fleishman job analysis system (FJAS) model, 78

flexitime, 100

forced choice method, 283

forced distribution method, 282–283

force-field analysis, 263

Ford motor company, 46b

forewarning, 497

Formalized HRM Era (1960–1980), 47

free interview, 161

fringe benefits, 365–368

definitions of, 366b

forms of, 367–368

objectives of, 367

functional job analysis (FJA) model, 78

functional-level strategy, 33

G

gain-sharing, 315

Gandhian approach, 468–469

general career path, 193

general idea orientation, 174

general strike, 523

general union, 547

generally accepted accounting principles (GAAP), 614

generic strategies, 29

geocentric approach, 645

Gheraos, 524

Giri approach, 469–470

GlaxoSmithKline, 386b

globalization, 17–18

globalization, 53

Gnat Task and Bonus system, 355–356

goal accomplishment, 275

going rate approach, 648

Golden Parachute Scheme, 336

goodwill theory, 408

go-slow (slow down) strike, 523

gratuity, 368

Green Compensation, 699

Green HRM, 697

Green Performance Evaluation, 699

Green Recruitment Initiatives, 698

Green Training 698

grievance. See employee grievance

grievance management system, 594

grievance redressal procedure, 512–513

gripe-box system, 506

group incentive schemes, 359–361

group-based asynchronous e-learning, 228

group-based synchronous e-learning, 228

group-level stressors, 391

growth strategy, 31

guidelines oriented job analysis (GOJA), 81

H

halo effect, 164–165, 292

Halsey Premium Plan, 357–358

hard planning technique, 109

Hawthorne Studies Era (1927–1932), 45–46

Hay Group, 299b

Hayne’s incentive plan, 358

Herzberg Frederick, 98

Hewitt Associates, 565

Hierarchy of Needs theory, 47

high commitment management model, 34

high employee retention, 408–409

high involvement management model, 33

high performance management model, 34–35

high performance work design, 97

high performance work systems (HPWS), 18–19

high stress levels, 389

high-commitment practices, 34

Hindustan Unilever Limited (HUL), 220b

honesty test, 158

horizontal enlargement, 96

horizontal integration, 31

housing facilities, 368

HPWS. See high performance work systems (HPWS)

HR Analytic, 672

HR Architecture, 663

Business Impact Metrics, 666

Hard HR Metrics, 667

Index Metrics, 668

Single-programme Metrics, 668

Soft HR Metrics, 667

HR audit, 566–578

approaches to, 575–577

conditions for, 577–578

corporate level (board level), 569–570

definitions of, 566b

features of, 566–567

functional level (HR department), 570

managerial level (line managers), 570

objectives of, 567–568

scope of, 568–569

steps in, 571–575

HR Dashboard, 672

HR Deliverables, 663

HR forecasting, 117–123

bottom-up approach, 119

Delphi technique, 118–119

estimation of availability, 121–124

human resource allocation approach, 120–121

managerial judgement, 119

normal group technique, 119

ratio analysis, 118

simulation model, 120

top-down approach, 119

trend analysis, 118

work study technique, 120

zero-base forecasting, 120

HR management (HRM)

and personnel management (PM), 10–11

benefits of a strategic approach to, 36–37

definitions of, 4b

future role of, 16–19

line versus staff authority of, 14–16

managerial functions, 6–7

objectives of, 4–5

operative function, 8–10

vs PM, 12

as profession, 11–13

scope of, 5–6

vs SHRM, 26t

weakness of, 19

HR manager, 13–14

challenges, 16–17

as line authority, 16

line-staff responsibilities, 15f

qualities, 13–14

as staff advisor, 16

HR Metric, 660

HR planning, 71, 124

barriers to, 125

benefits, 124–125

requirements for, 124

HR Scorecard, 674

HR statements, relevance of, 10

HR strategies, 35–36

collaborative strategy, 36

commitment strategy, 36

compliance strategy, 36

paternalistic strategy, 36

HR task force, 576–577

HRIS. See human resource information system (HRIS)

HRM Functions, 682

human asset multiplier model, 611

human engineering, 71

human relations approach, 469

human resource accounting, 602–615

cost-based approach, 605–608

definitions of, 604b

objectives of, 604

uses of, 612–613

value-based approach, 608–612

weaknesses of, 614–615

human resource allocation approach, 120–121

human resource cost accounting (HRCA), 605

human resource environment, 55

in select countries, 55b

human resource information system (HRIS), 17–18, 583–598

applications of, 589–594, 590f

benefits of, 594–596

components of, 584–585

definitions of, 583b

essential conditions for, 596–598

implementation of, 586–589

objectives of, 584

scope of, 583

types of, 585–586

human resource management environment, 48–58

external factors, 48–55

internal factors, 56–58

human resource management interventions, 264

human resource planning, 107–126, 135

characteristics, 108

definitions of, 107b

factors affecting, 107, 111–113

objectives, 107

process, 113–124, 114f

significance, 108–111

human rights obligation, 631

hunger strike, 523

I

IBM, 9b, 239b, 637

IBM, 637

immediate supervisor, 278–279

improshare, 361

in-basket training, 240

incentive programmes, 351–358

incentive schemes, 349–363

differential piece rate, 350

group incentive schemes, 359–361

indiviual incentive programmes, 351–358

merit rating, 351

organization-wide incentive plans, 361–363

straight piece rate, 349

task and time bonuses, 350

incident rate method, 384

income security, 545

Income Tax Act of 1961, 366

in-depth interview, 162

India Institute of Personnel Management, 146

India, 145

recruitment practices in, 145–146

selection process in, 166–167

social security schemes in, 412–416

Trade Union Movement in, 553

Indian Oil Corporation (IOC), 23, 274b

Indian Society of Training and Development (ISTD), 23

indirect compensation, 315–316

indirect participation, 423–424

indiscipline, 486, 488–490

symptoms, 488b, 488

causes, 488–490

individual analysis, 216

individual attitude, 382

individual career path, 193

individual strategies, 392

individualized self-paced e-learning offline, 228

individualized self-paced e-learning online, 228

industrial accidents, 382–387

measures to reduce, 384–387

unsafe actions, 382–383

unsafe conditions, 383

Industrial and Human Relations Movement Era (1950–1960), 46–47

industrial democracy, 463

industrial dispute, 519–530

causes of, 520–522

characteristics of, 519

definition of, 519

investigation and settlement of, 524–530

objectives of, 520

outcome of, 522–524

types of, 522

Industrial Disputes Act of 1947, 456, 513, 520, 526

Industrial Employment (Standing Order) Act, 1946, 513

industrial engineering, 70

industrial relations aspect, 5–6

industrial relations, 460–474, 686

approaches to study of, 465–470

characteristics of, 462

definitions, 461b

essentials of, 473–474

factors influencing, 472–473

major players in, 463–465

objectives of, 462

trends in, 470–471

industrial relations, 73

Industrial Revolution Era (1780–1830), 45

industrial sociology approach, 470

industrial tribunal, 529

industrial union, 546

informal socialization programmes, 184

information security protocol, 143

Infosys Technologies , 1, 132b, 200, 243, 602

career development initiative at, 200b

in-house development centre for competency enhancement at, 243b

ING Vysya Life Insurance Company, 334b

in-house development centres, 242

insurance premium, 378

integration, 9–10

integrative bargaining, 533

integrity test, 158

intelligence (IQ) test, 157

inter-departmental transfer, 451

interest disputes, 522

interest test, 158

inter-group comparison, 224

internal environmental factors, 56–58

business strategy, 50

HR system, 58

organizational culture, 50

organizational structure, 57

vision and mission of organization, 50

internal equity, 322

internal recruiting, 142, 143b

internal recruitment, 137–140

internal stressors, 390

type A personality, 390

type B personality, 390

type C personality, 390

international business ethics, 630–632

human rights obligation, 631

justice obligation, 631

welfare obligation, 632

international compensation, approaches, 647–648

balance sheet approach, 647–648

going rate approach, 648

International Data Group Inc, 227

international employee benefits, 648

international employee safety and health, 649–650

international HR practices, 642–650

international human resource management, 638–654

causes for growth of, 641

challenges faced by, 641–642

cross-culture management in, 652–652

definitions of, 639b

features of, 639

international human resource planning, 643–644

international industrial relations, 649

International Labour Organization (ILO), 633

international performance evaluation, 648–649

international recruitment, 644–645

international selection, 645–646

international training and development, 646

continual training, 646

pre-move training, 646

repatriation training, 646

international workers, 558–559

Internet recruiting, 146

Internet-based instruments, 221

internship, 218–219

internship programmes, 110

interpersonal ethics, 621

inter-union rivalry, 558

intervention programmes, 260–264

interview, 161, 160–163

computerized interview, 163

objectives of, 161

strategy for, 163–164

structured interview, 161

unstructured interview, 161

weaknesses of, 164–165

intra-departmental transfers, 451

involuntary separation, 453

involuntary transfer, 451

Iowa merit employment system (IMES), 81

J

J. K. Lakshmi Cement, 278b

job analysis, 67–81

challenges affecting the effectiveness, 85–87

definitions of, 68b

features of, 67–68

goals of, 69–73

steps in, 74–76, 75f

techniques and data collection in, 76–81

types of data used in, 73t–74t

uses of, 70f

job analyst, 76

job classification, 71

job content, 87

job description, 71, 81–83, 302

aim, 81

definitions of, 82b

job description statement, 73, 83t

job design, 70–71, 87–100

benefits, 88

critical components, 92–97

defined, 87, 88b

e-commuting, 99

environmental influence on, 88–92

flexitime work, 100

limitations of, 98

job duties, 82

job element method (JEM), 81

job enlargement, 96

horizontal enlargement, 96

vertical enlargement, 96

job enrichment, 92–93

aim of, 93

job evaluation, 70, 295–305, 301–302

benefits of, 302–303

characteristics of, 296

definitions of, 295

limitations of, 303–304

measures to enhance the effectiveness, 304–305

methods of, 298–302

objectives of, 296

job evaluation process, 296–298, 287f

job family structure, 320f–321f

job grading, 295, 301–302

job identification, 82

job instruction training, 220

job offer, 153, 166

job performance method, 78

job posting, 138

job redesigning, 393

job reengineering, 95–96

job relationships, 82

job rotation, 94–95, 218

uses of, 95

job security, 545

job sites, 142

job specification, 71, 83–85

definitions of, 84b

education and training, 84

orientation, 174–175

physical strength and stamina, 84

skills and competencies, 84

special needs, 84–85

statement, 85t

stress-coping ability, 84

work experience, 84

job summary, 82

job, definition of, 69

Johnson & Johnson, 373

justice obligation, 632

just-in-time training, 227

K

knowledge, 214

Knowledge management, 701

knowledge, skills, and ability (KSA), 76

KSA. See knowledge, skills, and ability

Kuder preference record, 158

L

laboratory training, 221–222

labour court, 529

labour laws, 50–52

labour legislations, 324

labour market, 52, 116, 134, 313, 324

Larsen & Toubro Limited (L&T), 315b

lateral career path, 198

layoff, 455

leadership commitment, 473

leadership development, 262

learnability, 132b

lecture method, 222

merits, 222

limitations, 222

legal compliance, 375

lenient attitude, 293

line authority, 16

line manager, 14, 15, 134–135, 570

living wages, 318–319

lock-out, 524

Long-Term Incentive Plans (LTIP), 334

long-term response, 389–390

low stress levels, 389

LTIP. See Long-Term Incentive Plans (LTIP)

M

Mahindra and Mahindra (M&M), 252

management by objectives (MBO), 291–292

management development programmes (MDPs), 25

management development, 236–248

action learning, 241

behaviour modeling, 240

business games, 240

coaching, 240

definitions, 235b

executive coaches, 241–242

executive orientation, 242–243

goals of, 236–237

in-basket training, 240

in-house development centres, 242

mentoring, 239

significance of, 236

steps in, 237–238

university-based programmes, 241

Management Information System (MIS), 585–586

management position description questionnaire (MPDQ) model, 78

management succession planning, 244–248

impediments to, 246–248

need for, 245

requisites for successful succession management, 246

management’s attitude, 87

managerial commission, 334

managerial functions, 6–7

controlling, 7

directing, 7

organizing, 7

planning, 6

staffing, 7

managerial judgement, 119

manpower planning system, 592

market position tactics, 33

market pricing, 302

Marxist approach, 468

Maternity Benefit Act of 1961, 413

maternity benefits, 413

Mazda Moter Corporation, 43

MBO. See management by objectives (MBO)

MBTI. See Myers-Briggs Type Indicator Assessment Technique (MBTI)

medical and compensation facilities, 412

medical benefits, 413

meditation, 392

mentoring, 239

mentors, 199

merit rating, 351

merit, promotion criterion, 444

merrick multiple piece rate plan, 353–354

minimum wages, 318

Minnesota Multiphasic Personality Inventory (MMPI), 157

MIS. See Management Information System (MIS)

mission and vision statements, 56

mock raids, 143

moderate stress levels, 389

modern orientation, 176

motorability, 156

multi-method job design questionnaire (MJDQ), 92

multipurpose occupational systems analysis inventory-closed ended questionnaire (MOSAIC) model, 78

multi-unionism, 558

Myers-Briggs Type Indicator Assessment Technique (MBTI), 196

N

narrow-graded pay structure, 319, 320f

National Institute of Personnel Management (NIPM), 11

national tribunal, 529

negative discipline, 482–483

characteristics, 492

consequences of, 483

negotiation, 525

network career path, 198

network Web-based learning, 227

New India Assurance Company Limited, 441

non-analytical, 295, 301

non-directive interview, 161

non-monetary benefits, 315

non-statutory welfare facilities, 402–404

canteen facilities, 403

e-commuting facilities, 403

education facilities, 403

extra-mural facilities, 404

flexitime facilities , 403

housing facilities, 403

insurance facilities, 403

intra-mural facilities, 404

recreational facilities, 403

transport facilities, 402

normal group technique, 119

normative ethics, 621

notional cost, 229

O

objective environment perspective, 58

objectivity, 155, 292

observation method, 78–79

occupation, definition of, 69

occupational union, 546

OD intervention programmes, 262

benefits of, 264–265

force-field analysis, 263

leadership development, 262

process consultation intervention, 262–263

survey feedback, 261

team building, 260–261

third-party peacemaking, 263–264

total quality management (TQM), 264

training and development, 262

OD. See organizational development (OD)

ODRS. See on-demand recruiting services (ODRS)

off-the-job training, 220–223

case study method, 222

laboratory training, 221–222

lecture method, 222

programmed learning, 221

role-playing, 222

simulation method, 221

video-conferencing, 223

on-the-job training method, 218–220

apprenticeship training, 218

internship and assistantship, 218–219

job instruction training, 220

job rotation, 218

on-board development method, 242–243

on-demand recruiting services (ODRS), 143

one-upmanship, 521

ONGC, 508b

online learning, 227, 228

online pre-employment testing programs, 158b

open communication, 473

open-door policy, 426, 506–507

operation analysis, 216

operative function, 8–10

compensation, 9

development, 9

integration, 9–10

maintenance, 9

procurement, 89

oral reprimand, 490–491

organization analysis, 216

Organization for Economic Cooperation and Development (OECD), 633

organizational career management, 194

organizational culture, 56, 112, 381, 490, 626

organizational development (OD), 253–265

characteristics of, 254

concept of, 253

contingency approach, 260

data-driven approach, 259

definitions of, 253b

objectives of, 255–256

system-design approach, 259–260

organizational development process, 256–258

organizational efficiency, 313

organizational socialization strategies, 184–185

fixed or variable strategy, 184

formal or informal strategy, 184

individual or collective strategy, 184

investiture or divestiture strategy, 185

sequential or non-sequential strategy, 184

serial or disjunctive strategy, 184

strategies, 393–394

stressors, 391

structure, 57

tournament-or contest-oriented strategy, 184–185

organization-wide incentive plans, 361–363

orientation programme development, 176–178

orientation programme, 178–180

orientation, 172–181

definitions, 172b

general idea orientation, 174

job-specific orientation, 174–175

modern orientation, 176

problems in, 180–181

vs socialization, 182t

traditional orientation, 176

outcome-oriented compensation system, 317

outsourcing recruitment, 140, 141b

overtime, 122–123

Oxford school approach, 470

P

paired comparison method, 282

paired comparison, 301

panel interview, 162–163

participants impressions, 225

participative management, 96–97

paternalistic strategy, 36

pattern breaking, 95

patterned interview, 161

pay parity, 322

pay scale fixation, 304

pay structure, 319–323

essentials of, 321–323

kinds of, 319–321

Payment of Bonus Act, 1965, 716

Payment of Gratuity Act of 1972, 414

Payment of Wages Act, 1936, 715

payment without work, 367–368

Pearson Education India, 86b

peer group, 279

peer influence, 552

peer monitoring, 97

peer performance review, 97

pen-down strike, 523

People Capability Maturity Model (P-CMM), 38b

perceived environment perspective, 59

performance appraisal, 271, 628–629

performance criteria, 277

performance evaluation, 270, 685

concept of, 270

definitions of, 270b

determination of criteria for, 275–276

issues in, 292–293

methods, 280–292, 281f

objectives of, 271–272

process of, 276–278

selection of evaluator, 278–280

steps to overcome problems, 294

uses of, 272–275

performance management, 271, 592

periodic reviews of, 377

personal career management, 194

personality test, 157

personalized learning practices, 229

person-based career system, 194

personnel aspect, 5

personnel information system, 593–594

personnel management (PM), 5, 10–11, 12

personnel replacement, 607

personnel replacement chart, 122

physical examination, 153, 165

physical resources, 1–2

physical security, 545

picketing, 524

pilot scheme, 289

placement, 185–186

challenges in, 185–186

defined, 185

pluralist approach, 467

poaching, 143, 245

point ranking, 299–300

policing theory, 406–407

political stability, 50

polycentric approach, 645

portfolio strategy, 31

position analysis questionnaire (PAQ) model, 77–78

positional replacement, 607

position replacement chart, 121

position-based career system, 194

positive discipline, 482

post-performance evaluation interview, 294–295

power structure, abolition of, 95

pre-move training, 646

present value of future earnings model, 609

pre-test-post-test control group design, 224

Priestman Bonus Plan, 359–360

primary job requirements, 69–70

private employment agencies, 146

process consultation, 262–263

Procter and Gamble (P&G), 34b

procurement, 8–9

production transfers, 452

productivity level, 122

proficiency test, 167

profit-sharing plan, 362

programmed instruction method, 221

programmed learning, 221

progressive discipline, 483–486

significance of, 483–484

projective tests, 157

promotion policy, essentials of, 447–448

promotion, 442–448

characteristics of, 442–443

criteria of, 443–446

definitions of, 442b

kinds of, 446–447

objectives of, 443

role of, 443

Provident Fund Scheme of 1952, 415

psychological tests, 155–159, 157b

ability test, 156–157

definitions, 155b

honesty or integrity test, 158

interest test, 158

limitations, 159

merits, 158–159

personality test, 157

uses of, 155–156

punitive discipline, 483

Q

quality-circle scheme, 426

R

raiding, 143

Rallis India Limited, 582

Ranbaxy Laboraties, 347b

ranking method, 282, 301

rating scales method, 281–282

ratio analysis, 118

Raymond Group, 342

real wages, 318

recreation, 394

recruitment, 71–72, 131–146, 273

advertisements, 141

campus, 141–142

definitions of, 131b

external sources, 140–145

features of, 131–132

internal sources, 137–140

practices in India, 145–146

raiding/poaching, 143

vs selection, 152t

walk-ins and write-ins, 142

recruitment and selection, 627–628, 683

recruitment organization, 134–135

recruitment policy, 132–134

factors governing, 133–134

features of, 132–133

recruitment process, 135–137, 136f

steps in, 136

recruitment requirements, 108–109

redesign, 70–71

referees, 165

reference check, 152, 165

reliable test, 155

Reliance Industries Limited, 209, 242b, 299b

Reliance–Anil Dhirubhai Ambani Group (ADAG), 331b

religious theory, 407

remedial transfers, 452

repatriation training, 646

replacement charts, 121

replacement transfers, 452

reporting bonuses, 143

resignation, 455

result-based evaluation system, 285

retirement, 454–455

retirement benefits, 368, 412

retraining programmes, 110

retrenchment, 455

rights disputes, 522

rigidity, 180

role-playing, 222, 392

Rorschach Blot Test (RBT), 157

Rowan Incentive Plan, 358

Royal Dutch Shell, 460

Rucker incentive plan, 360

S

safety and health, 72

safety awareness campaign, 379

safety care, 368

safety committee., 385

safety compliance, 377

safety devices installation, 376–377

safety education and training, 385

safety engineering, 386

safety goals, 379

safety lapses, 378

safety management and approach, 381–382

accident prevention and management, 383–384

behaviour-based, 381–382

safety revisions, 379

safety standards, 377

safety strategies, 379

safety training, 377

safety verification, 377

salaried employed, 52

salary administration, 72

salary surveys, 298

sample of behaviour, 155

Scanlon incentive plan, 361

scheduled learning, 221

Second World War Era (1939–1945), 46

Second World War

trade union and, 554

secrecy shrouding executive compensation, 336

security, 545

selection interview, 152, 160–163

computerized interview, 163

in-depth interview, 162

kinds of, 161–163, 162f

objectives of, 161

panel interview, 162–163

stress interview, 162

structured interview, 161

unstructured interview, 161

weaknesses of, 164–165

selection, 150–167, 273

definitions, 15b

phase of, 151–159, 152f

process in India, 166–167

vs recruitment, 157t

selection tests, 155–159

self-assessment, 195–196

self-directed team, 576

self-employed, 52

self-evaluation, 280

self-managing teams, 93–94

seniority-based promotion, 445

seniority-cum-merit-based promotions, 445–446

sensitivity training, 221–222

severity rate method, 384

shareholders, 54

shift transfers, 452

short-term response, 389–390

SHRM. See strategic human resource management (SHRM)

sick leave, 523

sickness benefits, 413

simulation method, 221

simulation model, 120

sit-in strike, 523

situational stress, 388–389

skills audit, 116

skills inventory, 212

skills shortage, 212

skills, definition of, 214

SLAP. See strategic labour allocation process (SLAP) model

social action approach, 468

social environment, 49

social security, 410–416, 545. See also employee welfare measures

definitions of, 411b

features of, 411

issues, 416

medical and compensation facilities, 412

retirement benefits, 412

socialization, 174, 181–185

anticipatory socialization, 183

definitions, 182b

vs orientation, 182t

organizational socialization, 183

outcomes, 183

spot map method, 383

SRVM. See stochastic reward valuation model (SRVM)

staff advisor, 15

staffing, 5, 7

stakeholders, 255

standardization, 155

state government, 405

welfare facilities and, 405

statutory welfare facilities, 401–402

stochastic reward valuation model (SRVM), 610–611

stock option plan, 333–334, 363

straight piece rate, 349

strategic fit model, 27

strategic human resource management (SHRM), 25–38

aim, 24

barriers to, 37–38

benefits of, 36–37

business-oriented model, 26

definitions of, 24b

features, 25

high commitment management model, 34

high involvement management model, 33

high performance management model, 34–35

HR managers in, 24

levels of strategy, 30–33

meaning of, 24

purpose of, 33

steps in, 28–30

strategic fit model, 27

strategic labour allocation process (SLAP) model, 27

strategic management, 28

strategy, 30, 32, 33

business-level strategy, 32–33

corporate-level strategy, 30–32

functional-level strategy, 33

strategic labour allocation process (SLAP) model, 27

strategic management, 28–30

strategy formulation, 29, 112

strategy implementation, 30

Strategy Map, 662

stress interview, 162, 163b

stress, 388–392

types of, 388–391

sources of, 390

stress management, 392–394

individual strategies, 392

organizational strategies, 393–394

stress-coping ability, 84

strike, 523–524

defined, 523

types, 523

strong vocational interest bank, 158

structured interview, 161

subjective elements, 275

succession planning system, 110, 123, 244–248, 592–593

suggestion-box scheme, 426

supervisors, 199

survey feedback, 261

suspension, 491

sympathy strike, 524

system approach, 467–468

system-design approach, 259–260

T

talent development, 646–647

task assortment, 89

task bonuses, 350

task inventory analysis, 81

task structure, 89

task, definition of, 69

Tata Business Support Services, 224

Tata Group, 5

Tata Motors, 212b

Tata Steel, 518

Taylor’s Differential Piece Rate Plan, 351–352

team building, 260–261

team norms fixing of, 94

team-building exercise, 394

technical conference method, 81

technological developments, 91

technological environment, 49–50

technology-based training, 223, 228

test programme, 159–160

T-group training, 221–222

The Employee Provident and Miscellaneous Provisions Act, 1952, 717

The Employees State Insurance Act, 1948, 717

The Equal Remuneration Act, 1976, 716

The Factories Act, 1948, 717

The Industrial Disputes Act, 1947, 717

The Industrial Employment (Standing Orders) Act, 1946, 716

The Maternity Benefits Act, 1961, 717

The Minimum Wages Act, 1948, 717

The Shops and Commercial Establishment Act, 1961, 716

The Trade Union Act, 1926, 716

The Workmen’s Compensation Act, 1923, 717

Thematic Apperception Test (TAT), 157

third-party peacemaking, 263–264

threshold competencies, 711

threshold traits analysis (TTA), 81

time bonuses, 350

time management, 392

time series design, 224

time stress, 388–389

time-out, 393

Tobiuo (Flying Fish) Human Resources Management System, 43

tools-down strike, 523

top-down approach, 119

Total quality management (TQM), 34, 264

Towne’s incentive plan, 360–361

TQM. See Total quality management (TQM)

trade test, 167

Trade Union Act, 1926, 555

trade union, 543–559

and First World War, 553–554

and Second World War, 554

challenges faced by, 557–559

collective action, 544

definitions of, 543b

external leadership, 558

features of, 543–544

history of, 552–557

international workers, 558–559

as mediators, 544

objectives of, 544–546

rights and liabilities of, 555–557

strategies and actions for goal accomplishment, 547–550

types of, 546–547

trade union density, 472

traditional orientation, 176

training and development system, 590–591

training programmes, 110, 226

factors influencing, 226–227

training, 210–227

assessment of, 212–214

audio-visual aids in, 223

definitions of, 210b

evaluation of, 223

issues in, 225–226

off the job training, 220–223

on the job training, 218–220

scope of, 214–215

significance of, 210–212

transfer, 450–452

definitions of, 451b

objectives of, 450–451

types of, 451–452

trend analysis, 118

turnover rate, 122

TVS Motor Company, 190

type A personality, 390

type B personality, 390

type C personality, 390

type focus assessment, 196

U

uncertainty, 59, 126

unemployed, 53

uniformity, 165

union resistance, 125–126

union substitution, 54

union. See trade union

union-free organizations, 559–561

unitary approach, 467

Universal Declaration of Human Rights of 1948, 410

university-based programmes, 241

unpurchased goodwill model, 611

unstructured interview, 161

V

value-based management, 619–620

variable pay, 314

versatility transfers, 452

vertical enlargement, 96

vertical integration, 31

vertical promotion, 447

video-conferencing, 223

virtual learning, 227

voluntary demotion, 449–450

voluntary retirement scheme (VRS), 455

voluntary separation, 453

voluntary transfer, 451

Volvo Group, 94b

VRS. See voluntary retirement scheme (VRS)

W

wages, 72, 318–319

fair, 318

living, 318–319

minimum, 318

real, 318

wages incentive planning process, 344–346, 345f

wages incentives, 345

definitions, 343b

evaluation of, 363–365

limitations of, 364–365

metric of, 363–365

objectives of, 343–344

prerequisites for good incentive scheme, 346–348

walk-ins, 142

Web-based tests, 158b

Web-based training, 228

welfare facilities, 521

welfare measures. See employee welfare measures

welfare obligation, 632

Western Coalfield Limited, 420

whistle-blower policy, 486b–487b

white-collar union, 547

wild-cat strike, 523

Wipro Technologies, 158b, 234

Wockhardt, 111b

work flow redesigning, 95

work mapping, 93

work profiling system (WPS) model, 78

work standard method, 284

work study technique, 120

workers’ participation in management (WPM), 421

corporate-level committee, 424–425

direct participation, 423–424

features of, 421–422

indirect participation, 423–424

levels of, 423

objectives of, 422–423

obstacles faced by, 430–431

prerequisites for, 428–429

significance of, 429–430

Workmen’s Compensation Act of 1923, 414

workplace practices, 90

workshop-level committee, 425–426

work-to-rule strike, 523

WPM. See workers’ participation in management (WPM)

write-ins, 142

written warning, 491

Y

Yes Bank, 130

Z

zero-base forecasting, 120