Human Resource Management By Col(Dr.) Narendar Singh
About this eBook
Preface People have been regarded as the most important in managing organizations. Their centrality became sharper in today s changing world. There is a widespread realization that while other resources can be acquired and bought, humans cannot be brought into an organization. Human processes are critical in each functional area of management. While there are several books on Human Resource Management available mainly from the West, especially from the US, they do not address the relevant problems from developing countries. The goal of this book is to fill void in the human resource management literature. The importance of topic is evident from the alignment models that all indicate that organizational effectiveness is dependent upon the alignment of organizational sub systems with one and another. Lawler 1996 presents a model and evidence showing importance of aligning the organizational sub systems to include strategy, processes, people and rewards. Human resources systems primarily reside in the people and reward subsystems so this means that HR systems should be aligned to strategy, process and structure of the organization. The human resource of an organization constitutes its entire workforce. Human resource management is responsible for attracting, selecting, inducting, training, facilitating in their career, motivating them to perform at high level of efficiency, providing mechanism to ensure that they maintain their affiliations with the organization. It is also an art to develop people. Growth helps individuals to meet their aspirations as also enable them to operate at the optimum efficiency and effectiveness.
About the Book The book has been designed specifically for students of management. It is an attempt to respond to the need of students from India and third world countries. Managers as well as would be managers of these countries would also find this book useful as it would help in preparing them to meet the challenges faced by organizations. There has been a shift in employee behaviour and also in employer and employee relationship in globally competitive economy. The field of business has been undergoing a fundamental change. In the 1960s, business expertise was by-the numbers, focused on sharpening strategy, analyzing alternatives, and maximizing the bottom line. By mid 1970 s, this numbersdriven model was losing its appeal. The professors at business schools believed that it was no longer useful for a leader to set strategy by knowing the right thing to do, through expertise and in-depth analysis that approach had led to some well-publicized failures. So business schools developed a new approach, which held that no manager could know everything that expertise was based in the knowledge an organization s employees developed, and that a smart leader built a strong team that could marshal that knowledge. xv