Human Resource Management

Code:108390013 Unit -I

Dr.S.Prabakar

Unit –I - INTRODUCTIONHuman resource management (HRM) is the strategic and

coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.

The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.

In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise.

HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources.

It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

DefinitionHRMHRM can be thought of managing the total

knowledge, skills, creative abilities, talents, and attitudes of an organizational work force as well as their values, attitudes and believes of the individuals involved.

Personnel management It is a responsibility of all those who manage

people as well as being the description of the work and its concerned with the employees both as individuals and as groups in attaining the goals concerned with behavioral, emotional and social aspects of the personnale.

Difference between HRM and PM:Dimension PM HRMContracts Careful delineation of

written contractsAimed to go beyond the contract

Rules Clear Rules Impatient with the rules

Guide to management action

Procedures Business Need

Managerial Task Monitoring NurturingBehavioral Referent Norms/

Customs/PracticesValues / missions

Key Relations Labor management CustomerSpeed of decision Slow FastManagerial Role Transaction

LeadershipTransformational Leader ship

Key managers Personnel/IR Specialist

General/Business Line managers

Communication Indirect DirectSelection Separate Managerial

taskIntegrated key task

Dimension PM HRM

Pay Job evaluation Performance related

Labor management Collective bargainingContract

Towards individual contract

Job categories & grades

Many Few

Job design Division of labour Team work

Treatment of people by management

People are to be used for the benefit of organization and treated as a tool which is expandable and replaceable

People are to be used as mutually beneficial for organization and themselves and for the society as a whole

Aim of Top Management

Interest to organization

Mutuality of interest

Importance of human factor

The overwhelming importance of human factor among all the other factors of production is due to its unique characteristics.

1)It is the only resource which can produce through motivated creativity and output greater then the sum of its input.

2)This resource is active and living and the human being alone with their ability to think, feel, and conceive and growth shows satisfaction or dissatisfaction, resentment or pleasure, resistance or acceptance for all types of managerial actions

3) A manager can buy an employee’s time, its physical presence at a given place but cannot buy his enthusiasm, initiative, loyalty and devotion and there is no cook book formula to guide a manager how to motivate his worker.

4) Each individual have their own distinct background and therefore all individuals in an organization cannot be treated alike and the manager must follow Tailor made approach in motivating employee based on his understanding of the actions and attitudes and the needs of the workers concerned.

5) This is the only resource which appreciate the value with passage of time because people become more experienced and skilled while the other resource generally depreciate as time goes on.

6) Labor enactments7) Raise of labor organizations

Evolution of HRMThe early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment.

1) Development of personnel management in UK and US was voluntary

2) In the beginning of the 20th century, various mal practices in the recruitment and payment of wages was done therefore in 1931 the Royal Commission of Labor in India (RCL) under the chairmanship of J.H.Whittley recommended the Abolishment of jobber system Appointment of labor welfare activities officer to look after

reinsightment and welfare.3) In 1948 under the factories act, 1948 appointment duties and

qualification of a new statutory officer industry called the welfare officer were formed.

4) The following decade raise the emergence of another functionary, The personnal officer

5) In India there are 3 main areas of professional disciplines in HRM namely Labor welfare Industrial relations Personal administration

6) From the description duties of a welfare officer given in rule 7 of the model central welfare officer rule, 1951, he not only of industrial relations and personnel management at the factory level.

7) In the recent years, owning to a number of welfare measures being statutory imposed, his duties in industrial relations and per administration has decreased.

8) As a result welfare officer is fast fielding a place to the personnel officer in many establishments and to develop human resources HR and HRD managers have started evolving

9) In some organization were there are more than 1 officer the trend is towards regulating the welfare function to a junior officer with a senior status of personnel officer

Evolution of HRM in IndiaPeriod Development

StatusEmphasis Official

Designation1920 -1930 Beginning Statutory

Welfare and Paternalism

Clerical

1940 – 1960 Struggling to recognition

Introduction of Technology

Administration

1970 – 1980 Achieving Sophistication

Regulatory and imposition of standardization of other functions

Managerial

1990 -2000 Promising Human Values and Productivity through people

Executive

After 2000 Challenging One to One People Management

Leader Facilitations

Human Resource Management: NatureHuman Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:

• Its focus is on results rather than on rules. • It tries to help employees develop their potential fully. • It encourages employees to give their best to the

organization. • It is all about people at work, both as individuals and

groups. • It tries to put people on assigned jobs in order to

produce good results. • It helps an organization meet its goals in the future by

providing for competent and well-motivated employees. • It tries to build and maintain cordial relations between

people working at various levels in the organization. • It is a multidisciplinary activity, utilizing knowledge

and inputs drawn from psychology, economics, etc.

Human Resource Management: ScopeThe scope of HRM is very wide:1. Personnel aspect-This is concerned with manpower

planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Human Resource Management: Beliefs The Human Resource Management philosophy is based on the

following beliefs:• Human resource is the most important asset in the organization

and can be developed and increased to an unlimited extent.• A healthy climate with values of openness, enthusiasm, trust,

mutuality and collaboration is essential for developing human resource.

• HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization.

• Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness.

• Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs.

• Employee commitment is increased with the opportunity to dis¬cover and use one's capabilities and potential in one's work.

• It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates.

Objectives of HRM in General:• To help the organization reach its goals.• To ensure effective utilization and maximum development of

human resources.• To ensure respect for human beings. To identify and satisfy

the needs of individuals.• To ensure reconciliation of individual goals with those of the

organization.• To achieve and maintain high morale among employees.• To provide the organization with well-trained and well-

motivated employees.• To increase to the fullest the employee's job satisfaction and

self-actualization.• To develop and maintain a quality of work life.• To be ethically and socially responsive to the needs of society.• To develop overall personality of each employee in its

multidimensional aspect.• To enhance employee's capabilities to perform the present job.• To equip the employees with precision and clarity in

trans¬action of business.• To inculcate the sense of team spirit, team work and inter-

team collaboration.

Social Objectives:Creation of employment opportunitiesMaximum productivityAffording material and mental satisfaction to the workforceAvoidance of wastage of effortPromotion of healthy human relations and social welfarePersonal Objectives:Provision for adequate remunerationJob securityTraining and developmentJob satisfactionOpportunities for developmentProper work environmentEnterprise Objectives:RecruitmentIntegration and maintenance of competent and loyal

employeeForecasting and balancing demand and supply of laborPlacement

Union Objectives:Recognition of unionsFormulation of HR policies in consultation with the unions Inculcating the spirit of self discipline and co-operationProcess of HRM:1)Acquisition Function:

1.Estimating the demand and supply2.Recruitment3.Selection4.Socialization of employees

2)Development Function:1.Employee Training:

Skill developments Change of attitudes among employees

2.Managerial Development: Knowledge acquisition Enhancement of an executives conceptual skills

3)Motivational Functions:AllienationPerformance AppraisalBehavioural and Structural Techniques for

stimulating employee performanceLinking rewards to performanceCompensation and benefit administration 

4)Maintenance Functions:Working conditions and working environmentMaintenance of commitment among employees

towards the organization

HRM Functions:Functions of HR managers:1.MANAGERIAL FUNCTIONS:

a.Planning Human resource Requirement/Recruitment Selection Training

b.Forecasting: HR needs Changing Values Attitudes Behaviour of employees

c.Organizing:Structure and a process by which cooperative group of human beings with their task among its members identifying the relation and integrate its relationship towards the common objective

d.Directing: Motivating Communicating Leading Activating People

e.Controlling: Checking Verifying Compare the actual with the plans Identification of deviation

Connecting the identified deviations

2.OPERATIVE FUNCTIONS:a.Employment:

1.Job Analysis: Collection of data, information and facts Preparation of

Job Description Job Specification Job Requirements Employee Specification

Providing the guidance plans and basis for job design2.HR Planning:

Estimation of the present and future requirements of HR Calculation of net HR requirements Taking steps to change, mould and develop the strength

of the existing employees Preparation of action programs to get the rest of the HR

from outside sources

3.Recruitment: Identification of the existing sources of applicants Creation / Identification of new sources of applicants Stimulating the candidates to apply for the jobs Striking a balance between the internal and external

sources4.Selection:

Framing and developing application forms Creating and developing valid and reliable testing

techniques Formulating the interview techniques Checking of references Setting up of the medical examination policy and

procedure Getting the line managers decisions Sending letters for appointment / rejection Employing the selected candidates who report for duty

6.Placement: Consulting the functional managers regarding placement Conducting follow up studies Appraising employee performance Determine employee adjustment Correcting misplacements if any

7.Induction and Orientation: Acquaint the employee with the company policies Introduce the employee to the boss, subordinates and peer

groups Mould the employee attitude to the new working and social

environmentb.Human Resource Development:

1.Performance Appraisal: Developing policies, Procedures and techniques Helping the functional managers Receiving and consolidating the PA reports Evaluating the effectiveness of PA System

2.Training: Identification of training needs Developing suitable training programs Helping and advising the line management in the

conduct of training programs Imparting the requisite job skills and knowledge to

the employees Evaluating the effectiveness of the training program

3.Managerial Development: Identification of the areas of the managerial

development Conducting development programs Motivating the executives Design the special development programs for

promotion Using the service of the specialist for managerial

development Evaluating the effectiveness

4.Career planning and development:Internal Mobility

Transfer Promotion Demotion Organization Development

c.Compensation: Job Evaluation: Wage and salary administration Incentives Bonus Fringe Benefits Social Security Measures

d.Human Relations: Motivating the employees Improving employee morale Developing common skills

Developing leadership skills Redressing employee grievances Handling disciplinary areas Counseling employees Improving the quality of worklife

e.Effectiveness of HRMOrganizational Health:

Employee satisfaction Labour turnover Absenteeism Higher rate of employee commitment

HR Accounting: Measuring of costs and value of HR in the organization

HR Audit: Examination and evaluation of policies, procedures, practices to determine the effectiveness of HRM.

HR Research: Process of evaluating the effectiveness of HR policies and procedures and developing more appropriate ones

HRM: Functions in Summary In order to achieve the above objectives, Human Resource

Management undertakes the following activities:1. Human resource or manpower planning.2. Recruitment, selection and placement of personnel.3. Training and development of employees.4. Appraisal of performance of employees.5. Taking corrective steps such as transfer from one job to

another.6. Remuneration of employees.7. Social security and welfare of employees.8. Setting general and specific management policy for

organizational relationship.9. Collective bargaining, contract negotiation and grievance

handling.10. Staffing the organization.

11. Aiding in the self-development of employees at all levels.12. Developing and maintaining motivation for workers by

providing incentives.13. Reviewing and auditing manpower management in the

organization14. Potential Appraisal. Feedback Counseling.15. Role Analysis for job occupants.16. Job Rotation.17. Quality Circle, Organization development and Quality of

Working Life.

HR Policies:Policies:

It is man made rule of predetermined course of action that is established to guide the performance of work towards the organizational objective.

HR Policies:It refers to the principles and rules of contact

which formulate, redefine, break into details and decide a number of actions that govern the relationship with employees in the attainment of organizational objectives

Need for HR Policies: Scarcity of man power during the world war I Scientific management movement by F.W. Taylor Applications of principles and psychology to the

solution to human problems in business Need for consistency in dealing with unions Passing of number of welfare of compensation

legislations

Objectives: Enable an organization to attain objectives To ensure employee cooperation To provide conditions of employment and procedure To provide adequate trained personnel at all levels To provide and project the common interest of all stake

holders of business To recognize the role of trade unions To provide security of employment for the employees To create a sense of responsibility To establish conditions of mutual confidence.The Human Resource Information System (HRIS): 1. The Human Resource Information System (HRIS) is a

software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business. Normally packaged as a data base, hundreds of companies sell some form of HRIS and every HRIS has different capabilities. Pick your HRIS carefully based on the capabilities you need in your company.

2. Typically, the better The Human Resource Information Systems (HRIS) provide overall:

* Management of all employee information. * Reporting and analysis of employee information. * Company-related documents such as employee handbooks,

emergency evacuation procedures, and safety guidelines. * Benefits administration including enrollment, status changes,

and personal information updating. * Complete integration with payroll and other company financial

software and accounting systems. * Applicant tracking and resume management.3. The HRIS that most effectively serves companies tracks: * attendance and PTO use, * pay raises and history, * pay grades and positions held, * performance development plans, * training received, * disciplinary action received, * personal employee information, and occasionally, * management and key employee succession plans, * high potential employee identification, and * applicant tracking, interviewing, and selection.

4. An effective HRIS provides information on just about anything the company needs to track and analyze about employees, former employees, and applicants. Your company will need to select a Human Resources Information System and customize it to meet your needs.

5. With an appropriate HRIS, Human Resources staff enables employees to do their own benefits updates and address changes, thus freeing HR staff for more strategic functions.

6. Additionally, data necessary for employee management, knowledge development, career growth and development, and equal treatment is facilitated. Finally, managers can access the information they need to legally, ethically, and effectively support the success of their reporting employees.

Human capital management:

The Costs of Human Resource Management

1.In a company with thousands of employees, it is easy to lose track of the processing costs for, say, a single time off request. But losing track doesn’t mean the cost just goes away, and many human resource management professionals would be appalled to find out how much money is chipped off their bottom line every time a simple employee transaction – like a request for time off – goes through.

2.This type of cost is practically a negligible sum when all of the other employee-related costs are added up. Take a scenario (and it is probably true for your company) in which a time off request costs a company ninety five dollars, and yearly expenditure on maintenance edges up to almost two thousand dollars.

3.A company that is not equipped with the appropriate software for managing its human resources is bound to lose out on profits just as much as productivity, simply because there is no coherent database to produce definite results on the cost of human capital management.

4.At a certain point it becomes inevitable that a company seeking to maintain its competitive edge will have to pay into an information processing system in order to manage its workforce. After all is said and done, the investment will be a wise one. This is made all the more clear when the employer recognizes that his or her workforce is the business’ most vital asset. The way the technology works is truly amazing and, at the price of sounding a bit over exuberant, it could be said that a good HCM program can more or less be equated to having the entire HR department on line.

5. What it does is create a platform that spans the entire enterprise so that nothing is left unmanaged. It includes everything from running employee pay and benefits to supervising employee responsibilities, new hires and talent development.

6. Indeed, a Human Resources management software system helps make the process more efficient and ultimately proves to be very cost effective.

7. Major organizations offering HCM services have already had incredible success in turning around savings by reducing the cost of their HCM processes.

8. Instead of remaining committed to a few antiquated in-house programs and an overworked Human Resources department, it is probably time to switch to HCM on line.

9. Generally, an organization providing HCM will provide a consultant to make sure that the process of switching over goes as smoothly as possible.

10. A major component of consultation involves giving useful instruction and education to the staff that will be using the HCM services.

11.The other important aspect of the consultant’s services involves application customization so that the HCM system's modular systems integrate across the board to provide a solution for the enterprise's needs.

How to integrate HR Technology within an HCM environment:

1. Increasingly today, businesses are seeing the benefits of automating their systems of human capital management. By rethinking their HR software, they are finding their Human Capital Management systems are already light years beyond what they were in the decades prior to the Internet.

2. Yet there continues to be many companies lost in the archaic and mistake-prone system of maintaining HR processes that are lack automation. The days when a company can get by without integrating HCM technology are long past.

3. Due to competition generated by the increased efficiencies of the companies plugged into HCM technology, those who are not yet “on-line” find that their revenues are being eaten up by the same costs that their competitors are reinvesting to achieve an edge on their particular markets.

4. Find out how your company can integrate HR management software for increased productivity in the workforce. Because of the high cost potential of managing the workforce for large – often times global – corporations, on-line Human Capital Management can deliver significant savings.

5. Indeed, as mentioned above, having or not having these savings can make or break a company. But how, exactly, does a company integrate its existing HR department with the new technology?

6. One of the foremost features to recognize in a Human Resources Mangement system is that there are very distinct modules through which HCM is managed. These include everything from employee pay and benefits administration to talent recruitment and the on-site training. Even educational measures are necessary for developing a skilled workforce.

7. Furthermore, the crucial areas of Human Capital Management involve administering personnel, developing competitive levels of organization, doing strategic planning of compensation and managing outsourced workers. All of the areas of focus that are traditionally cared for by an HR department are open to efficiency upgrades.

8. This process of integration can be tricky for some who are in the initial stages of revamping their company’s entire system of managing the workforce. Indeed, many businesses are still at the point where they need to lift a series of outdated employee management software programs into the automated world of on-line service.

9. A large number find that the systems with which they worked devotedly for so long may need to be scrapped entirely. However, there are significant savings created by a streamlined HCM system.

10. Many providers of the technology are happy to offer consultation and staff training in order to make sure that the on-line HCM service is fully understood by the employees who will be operating it.

Competitive challenges and HRM:

1. The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization.

2. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.

3. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization.

4. In order to succeed, HR must be a business driven function with a thorough understanding of the organization’s big picture and be able to influence key decisions and policies.

5. In general, the focus of today’s HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organization’s members and their loyalty.

6.The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity.

Some of the competitive challenges are discussed below:The Management of Workplace Diversity

In order to effectively manage workplace diversity, Cox (1993) suggests that a HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the managerial framework of the HR Manager in his/her planning, organizing, leading and controlling of organizational resources.As suggested by Thomas (1992) and Cox (1993), there are several best practices that a HR manager can adopt in ensuring effective management of workplace diversity in order to attain organizational goals. They are: Planning a mentoring Program: One of the best ways to handle

workplace diversity issues is through initiating a Diversity Mentoring Program. This could entail involving different departmental managers in a mentoring program to coach and provide feedback to employees who are different from them.

Organizing talents strategically: With this trend in place, a HR Manager must be able to organize the pool of diverse talents strategically for the organization. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity.

Leading the talk: A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels. Otherwise, some employees will quickly conclude that there is no future for them in the company. As the HR Manager, it is pertinent to show respect for diversity issues and promote clear and positive responses to them.

Control and measure results: A HR Manager must conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term. There is also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the organization through organization-wide feedback surveys and other methods. Without proper control and evaluation, some of these diversity initiatives may just fizzle out, without resolving any real problems that may surface due to workplace diversity.

Motivational approaches: Why do we need motivated employees? The answer is survival (Smith, 1994). In our changing workplace and competitive market environments, motivated employees and their contributions are the necessary currency for an organization’s survival and success. Motivational factors in an organizational context include working environment, job characteristics, appropriate organizational reward system and so on.

Managing Gain-sharing:

Gain-sharing programs generally refer to incentive plans that involve employees in a common effort to improve organizational performance, and are based on the concept that the resulting incremental economic gains are shared among employees and the company. In order for a gain-sharing program that meets the minimum requirements for success to be in place, Paulsen (1991) and Boyett (1988) have suggested a few pointers in the effective management of a gain-sharing program. They are as follows:

* A HR manager must ensure that the people who will be participating in the plan are influencing the performance measured by the gain-sharing formula in a significant way by changes in their day-to-day behavior. * An effective manager must ensure that the gain-sharing targets are challenging but legitimate and attainable. * A manager must provide useful feedback as a guidance to the gain-sharing participants concerning how they need to change their behavior(s) to realize gain-sharing payouts. * A manager must have an effective mechanism in place to allow gain-sharing participants to initiate changes in work procedures and methods and/or requesting new or additional resources such as new technology to improve performance and realize gains.

Managing Executive Information SystemsAs information is the basis of decision-making in an organization, there lies a great need for effective managerial control. A good control system would ensure the communication of the right information at the right time and relayed to the right people to take prompt actions.When managing an Executive Information System, a HR manager must first find out exactly what information decision-makers would like to have available in the field of human resource management, and then to include it in the EIS. This is because having people simply use an EIS that lacks critical information is of no value-add to the organization. In addition, the manager must ensure that the use of information technology has to be brought into alignment with strategic business goals (Laudon, K and Laudon, J, 2003).

Using HRM to attain Competitive Advantage:

Social Significance: Maintaining a balance between the jobs available and job speakers Provide suitable and productive employment with psychological

satisfaction Eliminating wastages or improper use of HR Helping people make their own decision

Professional Significance:

Maintaining the dignity of an employee as a human being Providing maximum opportunity for the individual development Providing healthy relationships between different work groups Improving employees working skill and capacity Correcting the errors of wrong posting/placement and proper

allocation of work

Industrial Significance:

Create positive attitude by motivation Utilizing effectively the available human resource Securing the willing cooperation of the employee for achieving the

organization goals Helps in achieving the psychological needs of recognition, love,

affection, belongingness, esteem, self-actualization It supplies skilled employees through scientific selection process It ensures maximum benefit out of the experience on training and

development and appreciates the human asset

It prepares employees according to the changing needs of the industry and environment

It upgrades them to enable them to accomplish the organization goals

Through innovation and experience in the field of HR it helps in the reducing the cast and increase the productivity

It contributes in restoring industrial harmony and healthy employee and employer relationship

It establishes mechanism for the administration of HR policies and services that are delegated to the HR department

It assist in maintaining and coordinating career and succession plans for and across departments

Salary fixation and administration is made by comparing organization in India and internationally

It helps the management to secure effective communication through out the organization

It ascertains from the department their reorganizations rationalization plans and proposals for the removal of anomalies

Human Resource Management: Major Influencing Factors

In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy:

• Size of the workforce.• Rising employees' expectations• Drastic changes in the technology as well as Life-style changes.• Composition of workforce. New skills required.• Environmental challenges.• Lean and mean organizations.• Impact of new economic policy. Political ideology of the Govern¬ment.• Downsizing and rightsizing of the organizations.• Culture prevailing in the organization etc.

Human Resource Management: Futuristic VisionOn the basis of the various issues and challenges the

following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision:

1. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection.

2. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration.

3. Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities.

4. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically.

5. For performance appraisal of the employee’s emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review.

6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold.

7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer's needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization.

8. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects.

9. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy.

10. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environmental changes of political, economic and social considerations should also be taken into account.

11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning.

To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.