UNIT III

Strategic Role of Human Resource Management

 SHRM gives two key concepts:

i) The resource based view
ii) The strategic fit
i)The resource-based view (RBV) of SHRM: is a model that sees resources as key to
superior firm performance. If a resource exhibits VRIO attributes, the resource enables the firm
to gain and sustain competitive advantage.
RBV is an approach to achieving competitive advantage that emerged in 1980s and 1990s,
after the major works published by Wernerfelt, (“The Resource-Based View of the Firm”),
Prahalad and Hamel (“The Core Competence of The Corporation”), Barney, (“Firm
resources and sustained competitive advantage”) and others.
The supporters of RBV argue that organizations should look inside the company to find the
sources of competitive advantage instead of looking at competitive environment for it.
 sustained competitive advantage emerged from the acquisition & effective use of bundles of
distinctive resource which had four attributes:

(i) They must be valuable (v)

(ii) They must be rare (R)
(iii) They must be perfectly imitable (I)
(iv) They must be non-substitutable

Such distinctive resources comprise of knowledge, experience, judgement, & risk taking
propensity, wisdom of all individual members of an organisation.

Strategic goal of this view is to create firms more intelligent, flexible than their competitors.,
concerned with enhancement of human or intellectual capital of firm. Concept of resource based
view of SHRM graphically shown as:

This creates firm more intelligent & flexible than competitors

Limitations of RBV:
1)Difficulty in finding resources that satisfy all criteria.
2)External factors are ignored such as product market measures.
3)Providing only a generalised guidance on what resources are suitable.
4)Different resource configurations can provide the same value for firms.
ii)strategic fit view of SHRM:
The most common classification of HRM approaches advocated by Richard & Thompson
known as “Best practice “ approach & “ best fit” approach for the universalistic &
contingency perspectives & “ bundling” as the third approach.
The best practice approach: suggested by Pfeffer are:

 The best fit approach: It emphasizes the importance of ensuring that HR strategies are
appropriate to the circumstances of the organization, including its culture, operational
processes and external environment. HR strategies have to take account of the particular
needs of both the organization and its people.
1. The Life Cycle Model:
The model emphasizes that the organization development takes place in four different stages
namely Start-up, Growth, Maturity and Decline, just like product life cycle theory.
Baird & Meshoulam stated that SHRM effectiveness depends on its fit with the organisation’s
stage of development. As the org grows & developes , hrm programmes, practices & procedures
must change to meet its needs. HRM essentially developes through a series of stages as the org
gradually becomes more complex.
2: Competetive strategy: porter identified three strategies for competitive advantage:
 Innovation
 Quality
 Cost leadership
3.Strategic configuration: This model suggests that org will be more effective if they adopt
policy of strategic configuration. To increase effectiveness to internal consistency or fit between
relevant contextual , structural & strategic factors. Four types of org with first three as ideal
organizations:
  Prospectors: these org operate in an environment characterized by rapid & unpredictable
changes with low levels of formalization & specialisation, high level of decentralization,
few hierarchical levels
 Defenders: These operate in more stable & predictable environment as compared to
prospectors. They engage more in long term planning, more mechanistic, bureaucratic
culture, coordination is obtained through formalization, centralisation, specialisation, &
vertical differentiation.
 Analysers: combination of both prospectors & defender. Like defender they operate in
stable environment & also in markets where new products are constantly required like
prospectors. Analysers are usually not the initiators of change like prospectors. They follow
the changes more rapidly than defenders.
 Reactors: unstable org that exist in what they believe to be an unpredictable environment.
There is lack of consistent & well articulated strategies & do there is no long range
planning.
Bundling: The Configurational Approach (Bundling)
As Richardson and Thompson comment, ‘A strategy’s success turns on combining “vertical” or
external fit and “horizontal” or internal fit.’ They conclude that a firm with bundles of HR
practices should have a higher level of performance, provided it also achieves high levels of fit
with its competitive strategy.
Emphasis is given to the importance of ‘bundling’ for the development and implementation of
several HR practices together so that they are interrelated and therefore complement and reinforce
each other. This is the process of horizontal integration, which is also referred to as the adoption
of a ‘configurational mode’ (Delery and Doty, ) or the use of ‘complementarities’ (MacDuffie)

Bundling can be done in lot of ways. For ex,

 Competency framework to access, specify standard of recruitment, to establish framework
for competency based interviews, identify learning & development needs, indicate standard
of behaviour or expected performance, serve as basis for HRP. Such frameworks can be
incorporated into performance mgmt. processes where competencies are used to review
behaviour, access learning & development needs.
 Job evaluation to clarify levels in org , to define career ladders, grade structure can be used,
 Reward mechanism can incorporate bundle financial & non financial rewards together.

HR Strategies: is a business's overall plan for managing its human capital to align it with its
business activities. It sets the direction for all the key areas of HR, including hiring, performance
appraisal, development, and compensation.
Two basic types of HR strategies:
(a) General HR strategies: General strategies describe the overall system or bundle of
complementary HR practices that the organization proposes to adopt or puts into effect in
order to improve organizational performance.. Its main approaches:
  High performance mgmt.:

 High commitment mgmt emphasizes personal responsibility, independence, and

empowerment of employees across all levels instead of focusing on one higher
power;
 High involvement management: is a term coined by Ed Lawler for an approach
to management centered on employee involvement. It entails providing employees
with opportunities to make decisions about the conduct of their jobs and to
participate in the business as a whole.

(b)Specific HR strategies:
 Human capital mgmt.: Strategic human capital management (HCM) is a people-
focused approach to HR that unites a variety of human resource processes to work as
one—from recruiting and on boarding, to payroll and benefits, to workforce and
performance management. The key to strategic HCM is treating your employees like
an investment
 Knowledge management includes all activities involved with the generation,
dissemination and maintenance of knowledge to meet organizational goals.
 Corporate social responsibility: is a type of international private business self-
regulation that aims to contribute to societal goals of a philanthropic, activist, or
charitable nature by engaging in or supporting volunteering or ethically-oriented
practices. 
 Engagement: Develop & implement policies designed to increase the employee
engagement levels with their work & the organisation
 Organization development:
 Resourcing
 Talent management
 Learning & development
 Reward
 Employee relations & well being.
 Formulation of HR strategy:
The Inside-Out approach is guided by the belief that the inner strengths and capabilities
of the organisation will make the organisation prevail. The Outside-In approach is instead
guided by the belief that customer value creation, customer orientation and customer
experiences are the keys to success.

COMPETENCY MAPPING & BALANCED SCORE CARD

Competency Mapping is a process to identify key competencies for an organization and/or a
job and incorporating those competencies throughout the various processes (i.e. job
evaluation, training, recruitment) of the organization.
Applications of competency based HRM: Acc to competency & Emotional intelligence survey
top four areas in which it is applied:
 Selection
 Learning & development
 Performance management
 Recruitment
Some other competencies required are:
Team orientation, Communication, People management, Customer focus, Results orientation
Problem solving , Planning & organizing

Balance scorecard: is a strategic planning and management system that organizations use to:
Communicate what they are trying to accomplish. Align the day-to-day work that everyone is
doing with strategy. Prioritize projects, products, and services. It is a strategy performance
management tool – a semi-standard structured report, that can be used by managers to keep
track of the execution of activities by the staff within their control and to monitor the
consequences arising from these actions.
Perspectives of balance score card:

Strategy mapping: A strategy map is a diagram that is used to document the primary strategic
goals being pursued by an organization or management team. 
 Career planning and development
Career Planning and Development is the process by which one selects career goals that gives
the actual roadmap to goals and the personal actions to achieve that career plan.

Organisational development
 Organizational development in HR involves changes and improvement of the processes and
structures that are part of HR's responsibility. These include processes and systems related to
performance management, talent management, diversity, employee wellness, and so on.
 The 5 Most Common Problems of Organizations
1. Absence of clear direction.
2. Difficulty blending multiple personalities into a cohesive and unified team.
3. Failure to develop key competencies and behaviors.
4. Poor communication and feedback.
5. Lack of awareness.

Organisational change :   process of growth, decline and transformation within the organisation.

organisations are changing all the time. Organisational change takes different forms.
Customers, competition, the economy, technology, political and social conditions, and resources
are common external factors that influence the organization. In order for managers to react to
the forces of internal and external environments, they rely on environmental scanning.
The company's mission statement, organizational culture, and style of leadership
are factors typically associated with the internal environment of an organization.
the internal environment influence organizational activities, decisions, and employee behavior and
attitudes.

Chain effect of change: The Domino Effect states that when you make a change to one behavior
it will activate a chain reaction and cause a shift in related behaviors as well. Our behaviors are
interconnected, so when you change one behavior, other behaviors also shift.”
In economics, the domino theory is often used to explain how an economic problem in one
country can spread like a contagion or domino effect to similar countries and firms.
Reactive and proactive change:
Reactive changes occur when forces compel organization to implement change without delay. In
other words, when demands made by the forces are complied in a passive manner, such
a change is called reactive change.
Proactive change is change that is initiated by an organisation because it is desirable to do so.
Planned change: is the process of preparing the entire organization, or a significant part of it, for
new goals or a new direction. This direction can refer to culture, internal structures, processes,
metrics and rewards, or any other related aspects.

Actions for change:

Resistance to change: Organizational individuals usually resist change when they do not

understand the real purpose of the proposed changes. When employees don't understand the
 process, they usually assume something bad. This will cause resistance to change; Mistrust to
initiators of change. There are two sides of resistance: as a cost and as a benefit
1) Resistance as cost: many org have been forced to abandon change programmed because of
resistance to such programm, or they have been forced to adopt alternative strategies like
shift of manufacturing plant to new location.
2) Resistance as benefit: on one hand resistance to change is costly affair, other hand it
provides benefit to org also, provides opportunity to change agents to weigh pros n cons of
introducing change more carefully.
Factors in resistance to change:
 The threat of power on an individual level. ...
 Threat of power on an organizational level. ...
 Losing control of employees. ...
 Increasing the control of the employees. ...
 Economic factors. ...
 Image, prestige, and reputation. ...
 The threat of comfort. ...
 Job's security.

Efforts at group level for overcoming resistance to change:

1. Group contact: group can communicate with more people per unit time, there may be some
people who may support the idea for change, group can solve basic problem very rapidly as
compared to individual
2. Participation
3. Group dynamcs & training for change.
Change agent: A change agent is a person from inside or outside the organization who helps an
organization transform itself by focusing on such matters as organizational effectiveness,
improvement, and development. Change agent is the person who initiates change in the
organisation to increase organisational effectiveness. Planned change may be change in people,
structure or technology. Any resistance in introducing change is overcome by the change
agent who motivates the employees to accept the change.
Organizational Development (OD) Interventions : are structured program designed to solve a
problem, thus enabling an organization to achieve the goal. These intervention activities are
designed to improve the organization's functioning and enable managers and leaders to better
manage their team and organization cultures.
Some of the many OD interventions are.

1. Diagnostic activity:
This activity involves collection of all the pertinent information about the state of the
organization, through the organization’s operations records, observation of task activities,
meetings with subordinates, and interviews with workers and so on. This could establish the
current health of the organization.

2. Team building:
Team building activities are designed to enhance the effectiveness and satisfaction of individuals
who work in groups in order to improve the effectiveness of the entire group. It is important to
recognize work group’s problems as early as possible so that solutions can be applied before the
problems can do any damage.

3. Sensitivity training:
Sensitivity training refers to a method of changing behaviour through unstructured group
interaction. the participants can openly express their ideas, beliefs, perceptions and attitudes and
they learn about interpersonal behaviour. Such training could result in empathy for others,
increased tolerance for individual differences, improved listening skills and greater trust in each
other.

4. Intergroup relationships:
Just as there are problems within a group, there are problems among two or more different groups
who are interdependent among themselves. The activities of these groups must be synchronized
and coordinated to achieve the organizational goals and any unhealthy competition between the
groups must be eliminated.

5. Process consultation:
The purpose of process consultation is for an outside OD consultant to assist the management, “to
perceive, understand and act upon process events within the organization.
 The consultant observes the processes such as communication patterns, decision making and
leadership styles, methods of cooperation and conflict resolution among members and groups and
acts as a guide or a coach who advises on how these processes can be improved.

Talent management and skill development

The talent management process is a continuous process that meets an organization's requirements
involves sourcing, hiring, developing, retaining and promoting. Every organization needs
best talent management process to achieve its goals and set them higher.
Process :
1. Resourcing strategy
2. Attraction and retention policies and programmes
3. Talent audit
4. Role of development
5. Talent relationship management
6. Performance management
7. Learning and development
8. Management succession planning
9. Career management
Strategy for talent management:
STEP 1: IDENTIFY ORGANIZATIONAL GOALS/PRIORITIES

STEP 2: IDENTIFY ORGANIZATIONAL DRIVERS AND CHALLENGES

STEP 3: CONDUCT A GAP ANALYSIS

STEP 4: DEFINE YOUR HR PRIORITIES AND GOALS

STEP 5: INVENTORY YOUR TALENT MANAGEMENT PROCESSES/FUNCTIONS

STEP 6: MEASURE THE RESULTS AND COMMUNICATE SUCCESSES/CONTRIBUTIONS

Skill development: refers to the identification of skill gaps and developing the existing skills to

enable a person to achieve his/her goals. Organisations must explore three critical areas to drive
employee & organisational performance:
 Soft skill development: soft skills are personal traits, suggesting how cordially and
effectively you interact with others. Also known as people skills, soft skills play a very
crucial role, especially in the corporate world. Hence, soft skills development is becoming
an integral part on the professional front. Soft skills, which are commonly defined as non-
technical skills that enable someone to interact effectively and harmoniously with others,
are vital to organizations and can impact culture, mindsets, leadership, attitudes and
behaviours. These skills fall into the following categories:

1. Advanced communication and negotiation skills

2. Interpersonal skills and empathy
3. Leadership and management skills
4. Entrepreneurship and initiative-taking
5. Adaptability and continuous learning skills
6. Teaching and training skills

 Functional skill development : Developing functional skill refers to the improvement of

an employee's “hard skills” such as equipment operation, data analysis, or medical field
certifications etc. An organisation cannot perform its function/services efficiently and
adequately if its employees do not maintain the relevant tactical skills. While
technical skills relate to proficiency in tasks needed for a specific job, functional
skills typically have broader application. Communication, listening, interpersonal,
computer, basic math, integrity and written communication skills are common examples
of functional job skills.
 Compliance development: involves topics related to regulatory and industry mandate with
respect to issues ranging from workplace safety to sexual harassment. Although they are
rooted in soft or functional skills , they are specific to the company or industry. Several
countries facing stringent compliances regulations which require sufficient training to
prevent breaches of acceptable standards. , the company must implement a learning
management system which supports compliance completition tracking, auditing and
validation.

Employee engagement and work life balance

is the extent to which employees feel passionate about their jobs, are committed to the
organization, and put discretionary effort into their work. Employee engagement is not the
same as employee satisfaction. Employee Satisfaction only indicates how happy or content
your employees are.
Types of employee engagement:
1) Job engagement: it is persons enthusiasm and involvement in his or her job , highly
engaged people identify themselves personally with the job and are motivated by
work itself.
2) Organizational engagement: engagement focusses on attachment to the org as a
whole, engagement is relative strength of the individuals identification with and
involvement in a particular organisation.
Acc to Robinson “ an engaged employee experiences a blend of job satisfaction,
organisational commitment , job involvement and feelings of empowerment. It is concept
greater than sum of its parts”
Antecedents of engagement:

Drivers of employee engagement:

 Leadership
 Engaging managers: managers should offer clarity, effort and contribution , ensure work is
organised effecientlyand effectively so that emplyees feel valued, equippedand motivated
 Forum to voice opinions: employees must feel that they are able to voice their ideas and be
heard in decision making.
 Adherence to behavioural norms: employees must belief that org lives its values and
adheres to behavioural norms.
Enhancing employee engagement:
 Mesauring engagement
 Enhancing job engagement
 Job design
 The work environment
 Performance management
 Learning and development programs
 Line managers
 Developing engagement through rewards
Work-life balance is a concept that describes the prototype of splitting one's time and energy
between work and other important aspects of their life. .The workplace that enables employees to
achieve work-life balance is particularly motivating and gratifying to employees, which makes
them happy.

Industrial relations, disputes and grievance management

Industrial relations or employment relations is the multidisciplinary academic field that studies the
employment relationship; that is, the complex interrelations between employers and employees,
labor/trade unions, employer organizations and the state.
Theories of industrial relation:
1) The unitary view:
2)The pluralist view:

3) The Marxist view:

Concept of industrial dispute:  An industrial dispute may be defined as a conflict or difference

of opinion between management and workers on the terms of employment.  It is a disagreement
between an employer and employees representative; usually a trade union, over pay and other
working conditions and can result in industrial actions.
(a) Strikes : Strike action, also called labour strike, labour strike, or simply strike, is a work
stoppage, caused by the mass refusal of employees to work. A strike usually takes place
in response to employee grievances.
According to Industrial Disputes Act 1947, a strike is “a cessation of work by a body of
persons employed in an industry acting in combination; or a concerted refusal of any
number of persons who are or have been so employed to continue to work or to accept
employment; strikes are of 2 types
1) Primary strikes: a strike by workers against their employer with whom they have a
dispute.
2) Secondary strike: Usually illegal strike action whereby workers withhold their labor
because their employer sells to or buys from a firm whose workers are on strike.
Some other strikes:
1) Economic strike: An economic strike is a situation in which there is a strike, lockout, or
dispute between an employer and an employee over usual mandatory issues such as
wages, hours, benefits, unfair practices of employer or working conditions of the
employees.
2) Symphatic strike: a strike in which the strikers have no direct grievance against their
own employer but attempt to support or aid usually another group of workers on strike
3) General strike: A general strike is a strike action in which a substantial proportion of
the total labour force in a city, region, or country participates. General strikes are
characterised by the participation of workers in a multitude of workplaces, and tend to
involve entire communities.
4) A sit-down strike : is a labour strike and a form of civil disobedience in which an
organized group of workers, usually employed at factories or other centralized locations,
take unauthorized or illegal possession of the workplace by "sitting down" at their
stations.
5) A slowdown strike :is an industrial action in which employees perform their duties but
seek to reduce productivity or efficiency in their performance of these duties

(b) Lock outs: A lockout is a work stoppage or denial of employment initiated by the
management of a company during a labour dispute. In contrast to a strike, in which
employees refuse to work, a lockout is initiated by employers or industry owners. 
(c) Gherao: Gherao, meaning "encirclement", is a word which denotes a tactic used by
labour activists and union leaders in India, it is similar to picketing. Usually, a group of
people would surround a politician or a government building until their demands are
met, or answers given.
(d) Boycott and picketing: A boycott is an act of voluntary and intentional abstention from
using, buying, or dealing with a person, organization, or country as an expression of
protest, usually for moral, social, political, or environmental reasons
Picketing is a form of protest in which people congregate outside a place of work or
location where an event is taking place. Often, this is done in an attempt to dissuade
others from going in, but it can also be done to draw public attention to a cause.
Picketers normally endeavour to be non-violent.
Grievance management:
Grievance refers to any dissatisfaction or sense of injustice which is felt by
an employee in relation to his pay, working conditions, leave, recoveries of dues or other aspects
of employment. Broadly speaking, “a grievance is any dissatisfaction that adversely affects
organisational relations and productivity.” Some methods of setting disputes or managing
grievances :
(a) Collective bargaining: Collective bargaining is the process in which working people,
through their unions, negotiate contracts with their employers to determine their terms of
employment, including pay, benefits, hours, leave, job health and safety policies, ways to
balance work and family, and more.
(b) Collective Bargaining Involves:
(i) Negotiations

(ii) Drafting

(iii) Administration

(iv) Interpretation of documents written by employers, employees and the union representatives

(v) Organizational Trade Unions with open mind.

Three perspectives of collective bargaining:

 Process of social change
 As a peace treaty between the conflicting parties
 As a system of industrial jurisprudence
Code discipline: The basic objectives of Code of Discipline are to:

 Maintain peace and order in industry.

 Promote constructive criticism at all levels of management and employment.
 Avoid work stoppage in industry.
 Secure the settlement of disputes and grievances by a mutually agreed procedure.
 Avoiding litigation.
 Facilitate a free growth of trade unions.
 Eliminate all forms of coercion, intimidation and violations of rules and regulations
governing industrial relations.

The Code is based on the following principles:

 There should be no strike or lockout without prior notice.

 No unilateral action should be taken in connection with any industrial matter.
 Employees should not follow go slow tactic.
 No deliberate damage should be caused to a plant or property
 Acts of violations, intimidation and coercion should not be resorted
 The existing machinery for the settlement of disputes should be utilized.
  Actions that disturb cordial relationships should be avoided. 

(c) Arbitration:

(d)Conciliation: means a process whereby parties by mutual consent

appoint conciliator or conciliation officers to assist them in their attempt to reach an
amicable settlement of their industrial dispute arising out of a contractual relationship.

(e) Adjudication: Adjudication means a mandatory settlement of an industrial dispute by

a labour court or a tribunal. Generally, the government refers a dispute
or adjudication depending on the failure of conciliation proceedings. The system
of adjudication is the most significant instrument of resolving disputes.
 (f) Consultative machinery:

Labour welfare and social security

Labour welfare implies the setting up of minimum desirable standards of the provision of
facilities like health, food, clothing, housing, medical assistance, education, insurance, job
security, recreation etc. Such facilities enable the worker and his family to lead a good working
life, family life and social life.
Instances of labour welfare:
1) Economic services, like insurance schemes, cooperative goods stores etc.
2) Recreational services , like officers and workers club, library facilities, sports
facilities etc
3) Facilitative services like housing facility, medical facility, educational facilities etc
Intramural and extramural activities: Eminities and services provided by employers inside the
factory or workplace are intramural , and provided outside the workplace are extramural.

Labour welfare activities conducted by employers:

Various welfare amenities provided by the employers to the employees include
educational facilities, medical facilities, creches, transport facilities, recreational facilities, gift on
the marriage of children, housing facilities and consumer co-operative societies etc.
Labour welfare activities by Trade unions:
  Adult literacy
 Trade union colleges
 Workers club, libraries, cooperative stores, housing etc.
 Mill mazdoor union in indore consists of centres called mahila mandirs for female
employee
 Trade unions run cooperative socities provide loan facilitiesand ration items at subsidized
rate.
Labour welfare activities conducted by social organisations :
 Like activities done by Bombay social service league, seva sadan society etc
 United nation organisation organized many labour welfare activities in india such as
UNICEF ie united nation international children’s emergency fund.
 Bombay presidency women council and maternity and infantwelfare association.
Labour welfare approaches:

Ie Humanistic approach, economic approach, civic approach, futuristic approach.

Scope of social security:
 Medical care
 Sickness benefit: Sickness implies incapability to work leading to loss of earning. Acc to it
workers need not to be paid for three days of suspension of earnings. Payment of benefits
may be limited to 26 weeks in a year. Sickness benefit is 70% of the average daily wages
and is payable for 91 days during 2 consecutive benefit periods.
 Unemployment benefit: loss of earning during a workers period of unemployment when
he is fully capable and available for work but remains unemployed due to lack suitable
employment. As per the act this benefit may be limited to 13 weeks payment in a year.
 Employment injury benefit: divided into four categories: (i) permanent total incapacity
(ii) permanent partial incapacity (iii) temporary incapacity and (iv) fatal injury leading to
death of a worker.
 Old age benefits: applicable only to few states in india, quantum of payments depends on
individual capacity to work during period before retirement. , also certain amount payable
beyond a prescribed age which may go on till ones death.
  Maternity benefit: protects the employment of women during the time of
her maternity and entitles her of a 'maternity benefit' - i.e. full paid absence from work - to
take care for her child.  amendments to Maternity Benefit Act, 1961 are as follows:
Increase Maternity Benefit from 12 weeks to 26 weeks for two surviving children and 12
weeks for more than two childern. 12 weeks Maternity Benefit to a 'Commissioning mother'
and 'Adopting mother'. Facilitate'Work from home'
 Family benefit: includes lump sum amount to be paid to the bereaved households in case of
death of primary bread earner irrespective of cause of death, scheme applicable to people in
age bracket of 18-64 years.
 Survivors benefit: survival benefits are benefit given to the policy holder during or upon
completion of the policy tenure. Description: In the case of money back policies, a certain
pre determined amount is paid to the insured after regular intervals. Survival benefit applies
only in the case the insured is alive., provide income for the families of workers who are
deceased. If you are eligible to collect Social Security benefits upon retirement, your spouse
or dependents may be eligible to collect them in your stead in the event of your death
 Invalidism benefit: The benefit continues till invalidism continues and turns into old age
after which old age benefit would become applicable and payable under this benefit acc to
act
Labour laws and social security:
1) Employee provident fund and miscellaneous provision 1952
2) Payment of gratuity act 1972
3) Workmens Compensation act 1923
4) Employee’s state insurance act 1948
5) Marurity benefit act 1961 amended 2017
6) Group insurance under insurance act 1938
7) Payment of wages act 1936
8) The minimum wages act 1948
9) The factories act 1948
Some other sub acts:
1) Coal mines provident and bonus scheme act 1948
2) The plantation labour act 1951
3) Assam tea plantation provident act 1955
4) Personnel injuries (compensation insurance ) act, 1963
5) Seamen’s provident act 1968
Current social security schemes in India:
1) Pradhan mantri jan dhan yojana: Pradhan Mantri Jan Dhan Yojana, is financial inclusion
program of Government of India open to Indian citizen, that aims to expand and make
affordable access to financial services such as bank accounts, remittances, credit, insurance
and pensions
2) Pradhan mantra jeevan jyoti bima yojana: s a government-backed Life insurance scheme in
India. It was originally mentioned in the 2015 Budget speech by Finance Minister Sri Arun
Jaitley in February 2015. It was formally launched by Prime Minister Narendra Modi on 9
May in Kolkata . PMJJBY is a pure term insurance policy which covers only mortality with
 no investment component and has a life cover of Rs. 2 lakh. Pradhan Mantri Jeevan Jyoti
Bima Yojana (PMJJBY) is a one-year life insurance scheme, renewable from year to year,
offering coverage for death.
3) Pradhan mantra suraksha bima yojana: PMSBY is an accidental insurance scheme that
provides accidental death and disability coverage for one year, with an annual renewal.
With the minimum premium rate of Rs. 12/- per annum this policy is most beneficial to the
poor and low-income section of the society
4) Atal pension yojana: (APY), a pension scheme for workers in the unorganised sector like
personal maids, drivers, gardeners etc, was launched in June 2015 by the government. ...
APY aims to help these workers save money for their old age while they are working and
guarantees returns post retirement
5) Pradhan mantra mudra yojana:  is a scheme launched by the Union Government on
April 8, 2015 for providing loans upto Rs. 10 lakh (around US$15,000) to the non-
corporate, non-farm small/micro enterprises.  MUDRA provides refinance to all banks
seeking refinancing of small business loans given under PMMY
6) Stand up india scheme: Stand-Up India Scheme facilitates bank loans between Rs 10 lakh
and Rs 1 Crore to at least one Scheduled Caste (SC) or Scheduled Tribe (ST) borrower and
at least one woman borrower per bank branch for setting up a greenfield enterprise. This
enterprise may be in manufacturing, services or the trading sector.
7) Varishtha pension bima yojana: was a Government subsidized scheme announced for
Indian citizens aged 55 years and above , in the Union Budget 2003-04. The scheme offered
an Annual return of 9% . BENEFITS: Pension during the lifetime of the pensioner
Social insurance and social assistance

Trade union and collective bargaining: A trade union is an association of workers forming a
legal unit or legal personhood, usually called a "bargaining unit", which acts as bargaining agent
and legal representative for a unit of employees in all matters of law or right arising from or in the
administration of a collective agreement.
  Distributive bargaining is a competitive bargaining strategy in which one party gains only
if the other party loses something. It is used as a negotiation strategy to distribute fixed
resources such as money, resources, assets, etc. between both the parties.
 Integrative bargaining (also called "interest-based bargaining," "win-win bargaining") is
a negotiation strategy in which parties collaborate to find a "win-win" solution to their
dispute. This strategy focuses on developing mutually beneficial agreements based on the
interests of the disputants.
 Productivity bargaining: the process of reaching an agreement ( productivity agreement)
through collective bargaining whereby the employees of an organization agree to changes
which are intended to improve productivity in return for an increase in pay or other
benefits.

International HRM
International HRM is the process of acquiring, allocating, and utilizing human resources in
a global business to achieve the stated objectives. Because of global context, international HRM is
the interplay of three dimensions- HR activities, type of employees, and countries of operations.
HR challenges of international business:
 Globalisation
 Environmental differences
 Cultural differences
 Global staffing
 Green performance management. Performance management (PM) is the process by
which employees are prompted to enhance their professional skills that help to achieve the
organizational goals and objectives in a better way.
Going green means many things to different individuals as well as to
different business enterprises. Perhaps you want to reduce energy use or support the use of
alternative energy sources, reduce greenhouse gas emissions and global warming or do what you
can to minimize the environmental impact in your own region.