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ORGANISATIONAL CULTURE:
All organizations have their own culture. Organizational culture is the product of all the organization’s features
– its people, its successes, and its failures. This culture is the true reflection of the past of the organization and
what lies in future. The key to success for any organization is developing the best possible organizational
culture. In every organization, a few core values or beliefs shape its culture. In India, today, a number of
companies have successfully achieved a very positive organizational culture. The TATA group, L&T, Reliance,
Infosys, Wipro are some very good examples.
e) Annual Appraisals:
Annual appraisals must be a stamp of quality. If talent has to be retained, then the assessment must be on the
range, depth and volume of the employees’ ideas. If the organization encourages open culture, the appraisals
must also be on an open format. If, however, a cross-functional and non-hierarchical communication is desired,
a 360-degree appraisal process must be employed. No amount of broadcasting company values will matter if
people are measured by other standards.
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h) Suggestion Schemes:
Managers want feedback and suggestions for improvement from staff. But very few organizations can point
with pride to widely respected and frequently used suggestion schemes. Making the suggestion scheme program
more than just a box on the wall requires rapid response from management, immediate implementation of good
ideas, and generous recognition for contributions. Some companies have instituted novel schemes like giving
gift coupons / incentives every month for the best new suggestion. Once people realize there is a prize given out
every month, you’ll find the suggestion box brimming with input by the month’s end.
k) Internal Communications:
Internal communication must be clear, unambiguous and follow laid down channels rather than “leaking”.
Memos must be clear, crisp and avoid being unnecessarily exhaustive. Bulletin Boards must be devoid of old
announcements, faded backgrounds and ancient pieces of tape. The organization’s Newsletter must focus on
current customers, real issues and difficult but significant achievements and must be seen as an open forum
rather than sanitized propaganda from Head Office. In case of an e-mail environment, the access must be open
and response encouraged.
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l) External Communications:
How the organization communicates with the outside world reflects back upon the internal staff. It must be such
that the employees take pride in advertising and public relations your company sponsors. The corporate image
must be fresh.
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DISCIPLINE:
Discipline is said to be the bedrock of any successful activity. A sound state of discipline is a sure recipe for
success and high productivity and excellent quality. A disciplined organization is a happy organization. A
disciplined work force can meet the challenge of competition and can achieve organizational objectives in a
better way. Discipline improves moral and labor relations and promotes co-operation among employees. Acts of
indiscipline cannot be totally avoided. Disciplinary proceedings may be necessitated under certain
circumstances.
TYPES OF DISCIPLINE:
Discipline is classified as either positive or negative. The characteristics of both are as under:
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Employee Relations Managers or HR managers, as they are commonly called, have to function in more than
one ways. They are required to perform mainly three different types of roles, while meeting the requirement of
employees and customers, namely strategic, operational and administrative.
These roles include recruiting, training and developing employees, coordinating HR activities with the actions
of managers and supervisors throughout the organization and resolving differences between employees.
iii) Coordinator:
The HR manager is often deputed to act as a link between various divisions/departments of an organization. The
whole exercise is meant to develop good relations with divisional heads, using PR and communication skills of
HR executives to the maximum possible extent.
iv) Mediator:
The Personnel Manager acts as a mediator in case of friction between two employees, groups of employees,
superiors and subordinates and employees and management with the sole objective of maintaining industrial
harmony.
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COMMUNICATION:
The real meaning of communication is getting the receiver and the sender tuned together for a particular
message. Communication takes place when one person transfers some understandable data to another person. It
also includes the exchange of thoughts, opinions, sentiments, facts, and information between two or more
persons. Feedback is very important as it assures that your message should be properly conveyed to the
receiver.
a) Communication is perception:
The essence of communication is getting across what you exactly want to. If the other person fails to perceive
what is intended in the message, no communication takes place. The effectiveness of communication thus is
limited to the range of perception of the recipient.
b) Communication is expectation:
People perceive only what they expect to – depending upon their own needs, values, motives, background or
even the situational context. The unexpected is ignored or misunderstood. For example, two persons, in a park
may observe entirely different things while looking at the same object. It is because they looked for or saw in
the light of their needs, values, etc.
e) Channels of Communication:
The following table depicts the different forms of channels, one or more of which can be used to convey a
message.
Mode Vocal Non-Vocal
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INDUSTRIAL DISPUTES:
Industrial disputes are organized protests against existing terms and conditions of employment. The Industrial
Disputes Act, 1947 defines an industrial dispute as “any dispute or difference between employees and
employers or between workmen, which is connected with the employment or with the condition of the labor of
any workmen. It has no political or communal significance.”
Bonus:
Bonus has always been an important factor in industrial disputes. 6.7% of the disputes were because of bonus in
2002 and 2003 as compared to 3.5% and 3.6% in 2004 and 2005 respectively.
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Miscellaneous:
The miscellaneous factors include
- Inter/Intra Union Rivalry
- Charter of Demands
- Work Load
- Standing orders/rules/service conditions/safety measures
- Non-implementation of agreements and awards etc.
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GLOBALIZATION IN HRM:
With the advent of globalization and liberalization, businesses across the globe are emerging into a unified
global arena with the removal of trade barriers and communication becoming faster and cheaper. The world, in
fact, has become a global village. Firms from across the globe are entering new markets, facing new challenges
head on and forming global alliances with other firms – to compete more effectively and succeed. Under these
circumstances, it is worthwhile to study the impact of globalization on international human resources
management.
a) Impact on Employment:
Entry of multinationals and expansion of Indian firms since 1991 has led to increase in employment
opportunities. At the same time, closure of several firms, which, could not survive in a highly competitive
market, has resulted in loss of employment. The Government of India has created a National Renewal Fund to
compensate workers thrown out of jobs.
c) Impact of Compensation:
Globalization has resulted in higher salary benefits for highly skilled and committed employees but low wages
for the unskilled and indifferent.
e) Other Effects:
Globalization has improved professional human resource practices such as employee empowerment, quality
circles, employee counseling, and flexitime.