Maitreyee Maitreyee KPMG in India is one of

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• KPMG in India is one of the leading providers of risk, financial services and business advisory, internal audit, corporate governance, and tax and regulatory services. • http: //www. kpmg. com/IN/en/Pages/default. aspx • http: //www. kpmg. com/in/en/issuesandinsights/articlespublications/pages/default. aspx? k=+&u=http%3 a %2 f%2 fwww. kpmg. com% 2 f. IN%2 fen%2 f. Issues. And. Insights%2 f. Articles. Publications&redirect=false • Maitreyee

Mc. Kinsey was the first global consulting firm to open its doors in India, over 20 years ago. Today we work with most of the country’s largest companies—and have helped several of them become global champions. • http: //www. mckinsey. com/global_locations/a sia/india/en/latest_thinking Maitreyee

• http: //www 2. deloitte. com/in/en. html • http: //www 2. deloitte. com/in/en/footerlinks/ pressreleasespage. html? icid=bottom_pressrel easespage&q=*&sp_x_18=content type&sp_s=date published|title&sp_q_18=%22 Press%20 releas es%22 Maitreyee

http: //www. shrm. org/pages/defau lt. aspx Maitreyee

/www. nationalhrd. org/ Maitreyee

• Indian Society for Training & Development http: //www. istd. co. in/ Maitreyee

http: //www. peoplematters. in/ Maitreyee

MUST ACCESS THESE LINKS • https: //www. peoplematters. in/article/2016/01/13/s killing/linkedin reveals 25 hottest skills 2016/12809 • https: //www. peoplematters. in/research/2015/10/14 /talent acquisition/human capital trends 2015 research paper/12278 • https: //www. peoplematters. in/research/2013/11/24 /talent acquisition/human capital trends 2014/11008 Maitreyee

CASES • https: //hbr. org/store/case studies Maitreyee

Read these books: • https: //www. peoplematters. in/article/2015/1 0/14/sports books movies/7 must read books hr professionals/1228 • http: //www. tvrls. com/books. php 1 Maitreyee

TALENT AGENDA • https: //www. peoplematters. in/tag/talent agenda 2016 • https: //www. peoplematters. in/article/2016/01/12/watercool er/national youth day millennial bureaucrat quits be e tutor/12804? utm_source=top_nav&utm_medium=article&ut m_content=12804 • https: //www. peoplematters. in/article/2015/12/30/watercool er/top trending stories 2015 people matters/12723? utm_source=top_nav&utm_medium=article& utm_content=12723 Maitreyee

VIDEO • http: //blog. corehr. com/3 ted talks every hr manager should watch • https: //hbr. org/video/3373616535001/brainswarmi ng because brainstorming doesnt work • https: //hbr. org/video/4672762766001/identify your thinking style • https: //hbr. org/video/4642346287001/3 steps to Maitreyee better presentation visuals

AUDIO LINKS • https: //itunes. apple. com/us/podcast/hbr ideacast/id 152022135? mt=2# Maitreyee

UNIT 1 1. 2. 3. 4. 5. 6. 7. Introduction Concept Nature Scope Functions Objectives Processes Maitreyee

UNIT 1 8) Importance 9) Evolution 10) HRM Models 11) Roles & Responsibilities of HR managers 12) Competitive Challenges & HRM Maitreyee

1. CONCEPT OF HRM Maitreyee

Why Study HRM? • To work with people effectively, to build skilled & motivated workforce. • Employees KSA’s are among the most distinctive & renewable resources on which a company can draw. Maitreyee

J. Watson Founder of IBM “You can get capital & erect buildings, but it takes people to build a business. ” Competing through people Maitreyee

Welcome to the exciting field of HR World of human being rewarding experience Most happening function as of now It is people who make the difference Capable of generating value & adding to the competitive advantage to organization. • People capability drive to performance. • Process of managing human talent to achieve an organizational objectives. • • Maitreyee

People contribute Competitive advantage by: • Knowledge, Skill • Talents, Creative Abilities • Aptitude/Interest • Attitude • Values, Beliefs Maitreyee

Edwin Flippo defines HRM as “Planning, Organizing, Directing, Controlling of Procurement, Development, Compensation, Integration , Maintenance and Separation of human resources to the end that individual, organizational and social objectives are achieved. “ The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough manner. Maitreyee

Bratton & Gold (2003) state that to be able to analyze and understand HRM theory and practice a definition is needed. In their own opinion HRM is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage. Here the concern is for integration and the behavior of people in the workplace based on ability, motivation, role perception and situational contingencies. Maitreyee

INTRODUCTION & CONCEPT OF HRM Maitreyee

Armstrong (1992) gives a different angle claiming that HRM is about adopting a longer term perspective to the management of people in order to obtain added value from them and thus achieve competitive advantage. To achieve this, managers have to invest in human resources as well as new technology Maitreyee

There are many definitions of Human Resource Management (Bratton & Gold, 2003; Armstrong, 1992; Landmark & Önnevik, 2006; Pettigrew & Whipp, 1991) that all stress the importance of the people at work and their contribution to a company’s overall performance. After analyzing the different meanings of HRM I decided to stay to the definition of Pettigrew & Whipp (1991) that we believe gives one of the best and most comprehensive definitions: “Human resource management relates to the total set of knowledge, skills and attitudes that firms need to compete. It involves concern for and action in the management of people, including: selection, training and development, employee relations and compensation. Such actions may be bound together by the action of an HRM philosophy” Maitreyee

Workforce Management, People Management , Employee Management FROM Entry to Exit, Recruitment to Retirement , Placement to Resignation Maitreyee

DEFINITIONS • • Definition 1 – Integration “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives. ” Definition 2 – Influencing “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action. ” Definition 3 – Applicability “HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished. ” • Maitreyee

2. NATURE Maitreyee

2. NATURE People oriented Administrative & supportive • Pervasive Force • Action Oriented • Individually oriented • Development oriented • Integrating mechanism • Comprehensive Function • Auxiliary Service • Inter disciplinary function • Continuous function Maitreyee

3. SCOPE • Personnel aspect • Welfare aspect • Industrial relations aspect Maitreyee

3. SCOPE • Very vast & wide National Institute of Personnel Management. Calcutta specified following scopes: • ACQUISITION – Manpower Planning – Recruitment, Selection, Placement MAINTENANCE Remuneration Motivation Health & Safety Social Security Industrial Relations Performance Appraisal Maitreyee

3. SCOPE • DEVELOPMENT – Training – Career Development – Organization Development – Internal Mobility CONTROL Human Resource Audit Human Resource Accounting Human Resource Information system Maitreyee

SCOPE • • • • • Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them. HRM Activities – HR Planning Job Analysis Job Design Recruitment & Selection Orientation & Placement Training & Development Performance Appraisals Job Evaluation Employee and Executive Remuneration Motivation Communication Welfare Safety & Health Maitreyee Industrial Relations

4. FUNCTIONS Managerial & Operational Maitreyee

HRM FUNCTIONS Maitreyee

4. MANAGERIAL FUNCTIONS • Planning: Plan and research about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc. • Organizing: Organizing manpower and material resources by creating authorities and responsibilities for the achievement of organizational goals and objectives. • Staffing: Recruitment & Selection • Directing: Issuance of orders and instructions, providing guidance and motivation of employees to follow the path laid down. • Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations Maitreyee

OPERATIONAL FUNCTIONS • Procurement: Planning, Recruitment and Selection, Induction and Placement • Development: Training, Development, Career planning and counseling. • Compensation: Wage and Salary determination and administration • Integration: Integration of human resources with organization. • Maintenance: Sustaining and improving working conditions, retentions, employee Maitreyee

5. OBJECTIVES • • Societal Objectives: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. Organizational Objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is only means to achieve to assist the organization with its primary objectives. Functional Objectives: To maintain department’s contribution and level of services at a level appropriate to the organization’s needs. Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization. Maitreyee

OBJECTIVES 1. 2. 3. 4. 5. 6. 7. To help the organization reach its goals To employ the skills and abilities of the workforce efficiently 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 communicate HR policies to all employees To help maintain ethical policies and behavior Maitreyee

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HRM Objectives and Functions Source: William B. Werther, Jr and Keith Davis, Human Resources and Personnel Management, p. 15. 6. HRM: Functions and Objectives (Contd. ) Maitreyee 43

7. IMPORTANCE 1. Enterprise Level a) Retain best people in the organization 2. Individual Level a) Promotes team work and spirit b) Excellent growth opportunities c) Work with diligence and commitment 3. Society Level a) Employment opportunities b) Scarce talents are put to best use Maitreyee

8. HRM EVOLUTION Important Years • 4 th Century B. C Kautilya’s Arthashastra Sound base for managing resources • 1800 B. C minimum wage rate /incentive wage plan were introduced • 1911 The Royal Commission of Labour in India • 1926 Trade Union Act Passed • 1948 Factories Act Appointment of Welfare officers compulsory employing 500 or more worker Maitreyee

1960 • After Second World War Increased awareness & expectations of workers. • Personnel function expand beyond the welfare aspects • Accelerated growth of Public Sector in the economy. Maitreyee

HRM EVOLUTION Professional Bodies • IIPM INDIAN INSTITUTE OF PERSONNEL MANAGEMENT –KOLKATA • NILM NATIONAL INSTITUTE OF LABOUR MANAGEMENT –MUMBAI • 1980 merger of IIPM, NILM=NIPM NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT ISTD Indian Society for Training & Development; National HRD Network also emerged. Maitreyee

1990 • Focus on values & productivity through people • ASPA American Society for Personnel Administration renamed as SHRM Society for Human Resource Management • 1920 Subject of People Management became matured profession. Maitreyee

HRM EVOLUTION – CHRONOLOGICAL SUMMARY • • • 320 Bc Kautilya’s Arthashashra 1850 Industrial Revolution Era 19 th Century(Factory Owner & Worker) Trade Union Movement Era close to the 19 th century(Worker Organized) Social Responsibility Era beginning of the 20 th century(Robert Owen Paternalistic Approach) Scientific Management Era 1900 1920 Human Relations Era 1930 1950 (Elton Mayo) Behavioral Science Era 1950 60 (Motivational Theories, Leadership Theories) Systems & Contingency Era 1960 onwards Human Resource Management Era 1980 onwards Maitreyee

HRM EVOLUTION CONTRIBUTORS • SCIENTIFIC MANAGEMENT – Frederick Taylor, Henry Gantt, Frank & Lillian Gilbert • INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY – Munsterberg, Scott, Cattell • HUMAN RELATIONS MOVEMENT – Hawthorne Studies, Elton Mayo, Mary Parker Follett, Lewin • GROWTH OF GOVERNMENTAL REGULATIONS – Wages (1930 s), Unionization (1940 s), Employment (1960 s) • PROFESSIONALIZATION OF HR MANAGEMENT – Professional HR Societies & HRCI (Certification Institute) Maitreyee

HRM EVOLUTION IN INDIA • Term emerged in 1970 • HRM in India Early 1980 Udai Pareek & T. V Rao • Earlier Industrial Relations, Personnel Management, Personnel Administration. (PM) • Near Future HCM(Human Capital Management) Maitreyee

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EVOLUTION OF HRM Explanation 1. Industrial Revolution Fragmented and Dull jobs, workers did portion of the job, workers were glorified machine tools, interests of workers not protected 2. Scientific Management Taylor advocated, work is broken down into smallest mechanical elements and rearranging them into efficient combination. Individuals should be matched physically and mentally to the requirements of the task. Piece rate system. Maitreyee

EVOLUTION OF HRM Explanation 3. Trade Unionism Collective bargaining, unfair labor practices, grievance handling, disciplinary procedures, pay and benefits 4. Human Relations Movement Hawthorne experiments by Elton Mayo demonstrated that employee productivity was affected not only by the way the job was designed and employee economically rewarded but also by certain social and psychological factors. Includes supervisory training programs, strengthen bonds between labor and management and counseling programs Maitreyee

EVOLUTION OF HRM Explanation 5. Human Resources Approach Pet Milk theory that happy workers are productive workers or happy cows give more milk was rejected. Workers are unique with their own needs and motivation levels. This Approach assumes that job is the primary source of satisfaction and motivation to the employees. Emphasis on individual involvement in the decisions made in the organization Maitreyee

EVOLUTION OF HRM Explanation • HUMAN RESOURCE APPROACH • People do not dislike work if they have helped establish objectives • Theory Y Most people can exercise a great deal more self direction, self control and creativity than are required in their current jobs • Manager’s job is to use untapped human potential • Manager should create a healthy, safe and convenient environment • Manager should provide self direction to the subordinates • Expanding subordinates influence • Work satisfaction Maitreyee

9. HRM MODELS • According to Legge we can identify 4 HRM models, namely : • Normative Model • Descriptive-functional • Critical-evaluative • Descriptive-behavioral • Tyson has identified 3 HRM Models • Descriptive Model • Analytical Model • Normative model • Storey has also identified 3 HRM models • Conceptual Model • Descriptive Model • Prescriptive or Normative Model Maitreyee

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The Fombrun, Tichy and Devanna Model Maitreyee

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The Guest Model of HRM Maitreyee

THE WARWICK MODEL • Developed by Hendry and Pettigrew of University of Warwick • 5 elements – Macro Environmental forces(Outer Context) – Micro Environmental forces(Inner Context) – Business Strategy Context – HRM context – HRM Content Maitreyee

WARWICK • Business Strategy & HR practices (Like Guest model) • External & Internal Context unlike Guest Model • Strength –identifies & classifies important environmental influences and explores how HRM will adopt to changes. Maitreyee

The Warwick Model Maitreyee

SKILLS FOR HR PROFESSIONALS Maitreyee

https: //www. peoplematters. in/b log/2013/07/22/strategic hr/roles and functions of new age hr/3220 Maitreyee

10. ROLE OF HRM • • • Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures. – Personnel Policies: Organization Structure, Social Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations. – Personnel Procedures: Relating to manpower planning procedures, recruitment and selection procedures, and employment procedures, training procedures, management development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures. Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented. Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above. Maitreyee

HRM PROCESS • The HRM process includes seven basic activities 1. Human resource planning is designed to ensure that personnel needs will be constantly and appropriately met. It is accomplished through analysis of inter nal factors, such as current and expected skill needs, vacancies, and departmental exam. . The use of computers to build and maintain information about all em ployees has enabled organizations to be much more efficient in their planning of human resources. 2. Recruitment is concerned with developing a pool of job candidates in line with the human resource plan. Candidates are usually located through newspaper and professional journal advertisements, employment agencies, word of mouth, and visits to college and university campuses. 3. Selection involves using application forms, resumes, interviews, employ ment and skills tests, and reference checks to evaluate and screen job candidates for the managers who will ultimately select and hire a candidate. Maitreyee

HRM PROCESS • 4. Socialization (orientation) is designed to help the selected individuals fit smoothly into the organization. Newcomers are introduced to their colleagues, ac quainted with their responsibilities, and informed about the organization's culture, policies, and expectations regarding employee behavior. 5. Training and development both aim to increase employees' abilities to contribute to organizational effectiveness. Training is designed to improve skills in the present job; development programs are designed to prepare employees for promotion. 6. Performance appraisal compares an individual's job performance to standards or objectives developed for the individual's position. Low performance may prompt corrective action, such as additional training, a demotion, or separation, while high performance may merit a reward, such as raise, bonus, or promotion. Although an employee's immediate supervisor performs the appraisal, the HRM department is responsible for working with upper management to establish the policies that guide all performance appraisals. 7. Promotions, transfers, demotions, and separations reflect an employee's value to the organization. High performers may be promoted or transferred to help them develop their skills, while low performers may be demoted, transferred to less important positions, or even separated. Any of these options will, in turn, af fect human resource planning. Maitreyee

Changing from protector and screener to the planner and change agent Planning and implementing downsizing, restructuring and other cost cutting activities Maitreyee

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Role of HR Managers (Today) Humanitarian Role: Reminding moral and ethical obligations to employees Counselor: Consultations to employees about marital, health, mental, physical and career problems. Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management. Spokesman: To represent of the company because he has better overall picture of his company’s operations. Problem Solver: Solving problems of overall human resource management and long term organizational planning. Change Agent: Introducing and implementing institutional changes and installing organizational development programs Management of Manpower Resources: Broadly concerned with leadership both in the group and individual relationships and labor management relations. Maitreyee

Role of HR Managers (Future) • Protection and enhancement of human and non human resources • Finding the best way of using people to accomplish organizational goals • Improve organizational performance • Integration of techniques of information technology with the human resources • Utilizing behavioral scientists in the best way for his people • Meeting challenges of increasing organizational effectiveness • Managing diverse workforce Maitreyee

LINE & STAFF MANAGERS • Line managers – Authorized to give orders • Line managers are associated with managing functions (like sales or production) that the company needs to exist • Staff managers – Assist and advise line managers in accomplishing these goals • Staff managers generally run departments that are advisory or supportive, like purchasing, human resource management, and quality control Maitreyee

11. Responsibilities Of Line Managers’ 1. Placing the right person in the right job 2. Starting new employees in the organization 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships Maitreyee

Responsibilities of Line Managers’ 6. Interpreting the company’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining departmental morale 10. Protecting employees’ health and physical conditions Maitreyee

Typical Job Duties • Recruiters • Equal employment opportunity (EEO) representatives or affirmative action coordinators • Job analysts • Compensation managers • Training specialists Maitreyee

Organization Chart for HR Department Composition of HR Department Maitreyee 78

CAREER IN HR • HR Specialist • HR Manager • Head-HR • HR Business Partner • HR Shared Services Expert Maitreyee

12. Competitive Challenges and HRM 1. 2. 3. 4. 5. Technological Changes, Workforce Diversity, Employee Empowerment, Managing Protean Careers, Moonlighting Phenomenon Maitreyee

1. Technological Changes • Strategic Issues: Impact on productivity, quality of output, training delivery of output, cost of equipment, technology • Strategic HR Issues: Expansion, contraction of workforce, costs of hiring, training, effective change management, impact on work group dynamics. Maitreyee

2. WORKFORCE DIVERSITY • Organizations are cosmopolitan having Diversity of • Cultures Parent, Host, Third Country • Religions, Languages and Educational attainment, skills, values, ages, races, genders etc Maitreyee

http: //www. ey. com/US/en/About us/Our people and culture/Diversity and inclusiveness • • • A diverse and inclusive workforce Globalization brings an influx of information from an increasingly diverse workforce. In this fast changing environment, every situation and context brings its own set of challenges. At EY, we believe that only the highest performing teams, which maximize the power of different opinions, perspectives and cultural references, will succeed in the global marketplace. Our focus on diversity and inclusiveness is integral to how we serve our clients, develop our people and play a leadership role in our communities. Diversity is about differences. Each of us is different, and at EY we value and respect individual differences. At EY, we think broadly about differences; they include background, education, gender, ethnicity, nationality, generation, age, working and thinking styles, religious background, sexual orientation, ability and technical skills. There also differences according to service line, sector and function. Inclusiveness is about leveraging these differences to achieve better business results. It is about creating an environment where all of our people feel, and are, valued, where they are able to bring their differences to work each day, and where they contribute their personal best in every encounter. Maitreyee

Workforce Diversity • • Research shows that companies with diverse teams that are led inclusively perform better than those with more homogenous teams. Diverse teams are more likely to improve market share and have success in new markets; they demonstrate stronger collaboration and better retention. Making sure that all our people’s voices are heard and valued not only helps attract and retain the best people, but it also helps us deliver better approaches for our clients and for our own organization. That is because creating an inclusive workforce, where all difference matter, allows us to identify the risks and opportunities we might not otherwise see. The D&I roadmap illustrates our vision and provides a shared, framework to drive change at both the organizational and individual levels. Our Americas Inclusiveness Team helps us maintain an environment that respects and builds on the assets and talents of each person, valuing their differences including, but not limited to, ethnic diversity, gender, sexual orientation or physical abilities. Making sure our people’s voices are heard and valued helps us attract, empower and retain the best talent, as well as provide better solutions for our clients and our organization. Maitreyee

Workforce Diversity • http: //sgo. sagepub. com/content/spsgo/2/2/2 158244012444615. full. pdf • https: //www. peoplematters. in/article/2015/1 2/28/diversity workforce and hr/12720 • https: //www. peoplematters. in/article/2015/1 0/10/training development/snapdeal celebrating diversity workplace/12241 Maitreyee

3. EMPLOYEE EMPOWERMENT Maitreyee

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BENEFITS • • Improved employer satisfaction. By being shared, organizational power can grow. Employees to perform better. Increases trust in the organization. Maitreyee

EMPOWERED EMPLOYEES • • Taking Initiative Identifying Opportunities Thinking Critically Building Consensus Maitreyee

4. Protean career • Protean career is a form in which the individual, takes the responsibility for: transforming their career path, taking responsibility for their career and changing himself or herself according to need https: //www 2. bc. edu/~harrinb/Docs/Present ations/Protean%20 Career%20 %20 ACP%20 Meeting%20 handout. pdf Maitreyee

Greenhaus model • The Greenhaus model focuses on the individual as the one who needs to make a decision for the career • A need that leads to a career search and into a process of setting career goals • Developing strategies and tactics to fulfill them • All these form a process that requires career evaluation • The organization is only an external player in the system, along with environmental influences. • http: //www. ccsenet. org/journal/index. php/ass/article/view. File/41799/22 935 • http: //www. jstor. org/stable/4165349? seq=1#page_scan_tab_contents • Can be downloaded from Good Management Library Maitreyee

PROTEAN CAREER Protean career is a process which the person, not the organization, is managing It consists of the person’s varied experience in education, training, work in several organizations, changes in occupational field, etc It is the person’s own personal career choices and search for self fulfillment It is essentially a contract with oneself, rather than with the organization It is outside the structures & traditional boundaries of the organizational hierarchy Maitreyee

ELEMENTS OF PROTEAN CAREER 1. The career is managed by the person, not the organization 2. The career is a lifelong series of experiences, skills, learning, transitions, and identity changes 3. Development is: • Continuous learning • Self directed • Relational, and • Found in work challenges 4. Development is not (necessarily): • Formal training • Retraining, or • Upward mobility Maitreyee

ELEMENTS OF PROTEAN CAREER 5. The ingredients for success come from: • Know how to learn how • Job security to employability • Organizational careers to protean careers, and • ‘Work self’ to ‘whole self’ 6. The organization provides: • Challenging assignments • Developmental relationships • Information and other developmental resource 7. The goal: Psychological success Maitreyee

DIFFERENCE BETWEEN TRADITIONAL & PROTEAN CAREER Maitreyee

5. Moonlighting • Moonlighting is a term used to refer to holding a second job outside of normal working hours. According to the U. S. Department of Labor, about 7 to 8 million Americans about 5+ percent of all workers work multiple jobs Moonlighting while working for a private employer is governed by the policies of the employer Public employees seeking to hold a second job may be subject to federal laws and agency regulations, depending on the position and classification. Maitreyee

Moonlighting • Wages and salaries are provided to the employees for their service or contribution to the job and organizations. Organizations also pay dearness allowance to take care of the decline in purchasing power of the employee due to rise in cost of living. • Similarly, a number of other allowances are provided to the employee. Further organizations also provide various fringe benefits to enhance the living standards of the employees. Despite all these allowances and benefit employees feel that their wages are low, allowances are inadequate and fringe benefits are insufficient. They feel that the employers enjoy the increased profit and that they are being exploited by the employer. Consequently they agitate for hike in wages, allowances and benefits so as to improve their living standards. But a few employees in most of the organizations realize that all their demands cannot be met by their organization alone. Hence, they depend either on some other organizations for part-time job, part-time business or take up a business or start an industrial unit in order to earn more money and become much stronger financially. This type of activity i. e. taking up another part-time job or business or industrial unit simultaneously with that of the original job is known as Moon Lighting by Employees (double jobbing). Maitreyee

Blue Moon • Employees in future will demand the management for hike in wages and benefits. The management will also respond positively to the employees demand. Some employees will be satisfied with the increased in wages and benefits and adjust their expenses with the level of wages and benefits from time to time willingly. • Some employees will not be satisfied with the level of wages and benefits and will not go for second job in future because of their in ability in getting a second job. Such type of employees will have a conflict with the organizational wage level as this category of employees need a second job for additional income and it will not be available to them. Thus, their efforts to earn additional income through second job will not bear any fruit. Such type of efforts and the consequent result may be called Blue Moon Lighting by employees Maitreyee

Full Moonlighting • Employees in some professions/ occupations find relatively free time whereas employees in some organizations generally feel that their income from the job is almost negligible, compared to their expectations. Some employees (deserve their) have friends or relatives earning huge money more than their salary. Similarly, some employees view that their friends or relatives with lower educational qualifications and abilities enjoy better social status due to their ownership of and earning from business or industry. Employees who realize that their jobs are almost negligible from the point of view of social status, venture to start a business unit / industrial unit. They spend most of their time and resources in starting, developing, expanding and diversifying their business or industrial units. They keep on staying on the job as it will be useful for them as a shock absorber in times of need. Their financial and social position will almost be determined by the second occupation. The extent of second jobbing may be known as Full Moon Lighting by employees. Maitreyee

Effect of Moon Lighting of HRM in Future • Moon lighting by employees affects almost all the functions of human resources management. The effects of moon lighting would be mostly negative and it possesses challenges to the HR manager. Presently very limited number of employees does moon lighting. But the number of employees who will do moon lighting will go on increasing due to change in employee values and expectations. • Managements will have to take all possible care in selection process about the possibility of moon lighting by the prospective candidates. Moon lighting will affect human resources development as employees would not be interested in the human resources development as planned by the organizations. Maitreyee

Creating a Moonlighting Policy • If you decide to have a moonlighting policy, it doesn't necessarily have to prohibit employees from having other jobs. You will want to make it clear that other jobs should not interfere with an employee's performance at your business, however. Other than that, basic moonlighting policies generally contain statements addressing: 1. interference with the primary job 2. conflicts of interest 3. your approval of additional employment Maitreyee

JOBS and CAREERS IN HR • HR Specialist • HR Manager • Head-HR • HR Business Partner • HR Shared Services Expert Maitreyee

Extra study Examples of Companies enumerated in the class lectures; related to this Unit Maitreyee

Pause and Ponder It is good to read that people management has matured from IR to PM to HRM to HCM. But has the change been only cosmetic or real? Debate. Do we need HR managers to manage people functions? Can't line managers themselves manage HR functions? Should this happen? Would this happen? Could this happen? How could all HR activities be outsourced? Can a firm function with an HR department organized on per-functionary basis? Answer. • • HR policies are often perceived as cumbersome, high sounding, academic and unnecessary. Do you agree? Maitreyee

People Lend Competitive Advantage Bharti Airtel: Extending its GSM service ICICI Bank: Big and profitable Infosys Technologies: Tech firm keeps expanding Tata Consultancy Services: Tech group going global HCL Technologies: Tech services firm, PC maker Reliance Communications: One of biggest cellular networks Wipro: Enlarging its product portfolio Satyam Computer Services: Hyderabad tech outfit Mahindra & Mahindra: Big tractor maker got bigger Hindustan Unilever: Refining consumer goods mix Maitreyee

HRM • Rank Company 1 TCS • What is unique about the ranking is the fact that the economic downturn notwithstanding, the top 10 companies are retaining their employees with a smile on their faces and their morale being high 2 Infosys 3 WIPRO 4 IBM 5 Google India 6 Rcom 7 Microsoft 8 Accenture 9 HCL Tech 10 L & T Maitreyee 106