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Human Resource Management: Personnel
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Human Resource Management
Prof. (Dr.) Henarath H.D.N.P.Opatha

BSc Bus Adm (Special) (USJ); MSc Bus Adm (HRM) (USJ);
MBA (Birmingham); Dip PM&IR (CTC); Dip Eng (CPM);
PhD (HRM) (UUM); Doc HRM (IIU); HMIPM (SL); CDBA (OXIM-UK);
D.Litt (SUSL)
Litterarum Doctor and Senior Professor

Department of Human Resource Management

Faculty of Management Studies and Commerce
Nugegoda
Colombo
Sri Lanka
2016 (First published in 2009)
i
Dedicated to
for her constant noble service to higher education and
human development by being one of the leading universities
in Sri Lanka
ii
© Senior Prof. (Dr) Henarath H D N P Opatha
I S B N 978-955-95885-9-7
First Print 2009 January

Second Print 2010 July
Third Print (Revised) 2012 January
Fourth Print 2014 January
Fifth Print 2014 August
Sixth Print 2015 June
Seventh Print (Revised) 2016
All rights reserved. This book or any part thereof may not be reproduced, stored
in a retrieval system, or in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior written permission of
the author.
Published By Sharp Graphic House (Pvt) Ltd

Printed in Sri Lanka
iii
Brief Contents
Part 1 Introduction 1
Chapter 1 Human Resource Management 2
Chapter 2 Human Resource Department 34
Part II Employment Planning 66

Chapter 3 Job Design 67
Chapter 4 Job Analysis 111
Chapter 5 Human Resource Planning 139
Part III Staffing 172

Chapter 6 Recruitment 173
Chapter 7 Selection 209
Chapter 8 Hiring 305
Chapter 9 Employee Induction 329
Part IV Human Resource Development 365

Chapter 10 Employee Performance Evaluation 366
Chapter 11 Training and Development 447
Chapter 12 Career Management 526
Part V Rewards Management 565

Chapter 13 Pay Management 566
Chapter 14 Employee Welfare Management 614
Chapter 15 Management of Incentives 645
Part VI Employee and Labour Relations 676

Chapter 16 Employee Movements 677
Chapter 17 Health and Safety Management 727
Chapter 18 Employee Discipline Management 773
Chapter 19 Grievance Handling 815
Chapter 20 Labour-Management Relations 850
Part VII Strategic Aspects of Human Resource

Management 901
Chapter 21 Strategic Human Resource Management 902
Glossary 967
Subject Index 985
iv
Contents
Preface, xvi
Acknowledgement, xix
Part I Introduction, 1
1. Human Resource Management, 2

Organizations, 3
Two central economic challenges, 3
Definite process, 4
Human resource management, 4
A model of human resource management, 7
Responsibility for functions of HRM, 15
Importance of human resource management, 17
Viewpoints of human resource management, 21
Fields of human resource management, 25
Summary, 28
Review and discussion questions, 29
Case: SLT to introduce a new HR Management Culture, 30
Critical incident: National Carrier in Crisis, 31
Skill builder 1, 32
Skill builder 2, 32
References, 33
2. Human Resource Department, 34

Why is a separate department for HRM?, 34
Organization of a human resource department, 35
Bases of departmentalisation, 38
Role of human resource department, 42
Staffing the human resource department, 46
Centralisation and decentralisation in the human resource department, 52
Specific roles of the department of human resources, 56
Summary, 58
Case: Elegant Garments SL Company, 60
Critical incident 1: The Birth of a HR Department, 61
Critical incident 2: HR Decision Making at M Company, 62
Skill builder 1, 63
Skill builder 2, 63
References, 64
v
Part II Employment Planning, 66
3. Job Design, 67
Definition, 67
Importance of job design, 69
Techniques of job design, 71
Elements of job design, 81
Alternative work schedules, 88
Summary, 100
Case: Setting the Question Paper, 102
Critical incident 1: Hard Work, 107
Critical incident 2: Better Jobs for Whom? 108
Skill builder 1, 109
References, 109
4. Job Analysis, 111

Definition, 111
Importance and uses of job analysis, 112
Process of job analysis, 116
Possible behavioural problems at job analysis, 132
Competency approach to job analysis, 134
Summary, 135
Case: The Reluctant Receptionist, 136
Critical incident: What to do? 137
Skill builder, 138
References, 138
5. Human Resource Planning, 139

Definition, 139
Importance of human resource planning, 141
Human resource planning process, 143
Forecasting demand for HR, 144
Estimate HR supply, 153
Compare forecast demand with estimated supply and decide strategies, 159
Assess HRP effort, 161
Principles of HRP, 162
Summary, 163
Case: X Development and Administration Department, 165
Critical incident: Human Resource Planning-What Is That? 167
vi
References, 170
Part III Staffing, 172
6. Recruitment, 173
Definition, 173
Importance of recruitment, 174
Recruitment process, 176
Identify job vacancies, 177
Ascertain job requirements, 177
Consider factors affecting recruitment, 179
Prepare job application form, 183
Select the method (s) of recruitment, 188
Implementation, 195
Evaluate recruitment effort, 196
Increasing job applicants, 198
Recruitment officer, 198
Summary, 199
Case: University Recruitment, 201
Critical incident 1: The Ethics of Headhunting, 202
Critical incident 2: All in One, 204
References, 208
7. Selection, 209
Definition, 209
Importance of selection, 210
Inputs and requirements to selection, 213
Selection methods, 216
Evaluation of employment applications, 216
Employment tests, 219
Types of tests, 221
Intelligence tests, 221
Achievement tests, 229
Aptitude tests, 230
Personality tests, 238
Properties of a good employment test, 241
Interviews, 249
vii
Types of interviews, 249
The interview as an assessment method, 253
Interview process, 261
Conspect reliability and strategies for its improvement, 268
Background investigation, 270
Medical examination, 278
Assessment centres, 280
Selection process, 283
Ideal profile matching model, 285
Summary, 291
Case: Selection at MM Paints (Pvt) Company, 293
Critical incident 1: The Employment Interview, 296
Critical incident 2: The Super Management Trainee, 297
Critical incident 3: Not Qualified Suitably, 298
References, 303
8. Hiring, 305
Definition, 305
Importance of hiring, 305
Hiring process, 307
Probationary period, 316
Post-employment vetting, 320
Summary, 321
Case: The Engineer, 322
Critical incident 1: Termination, 326
Critical incident 2: Probationary-Sup Manager, 326
Skill builder, 327
References, 328
9. Employee Induction, 329

Definition, 329
Importance of employee induction, 331
Induction process, 335
Principles of employee induction, 346
Induction and socialisation, 349
Summary, 353
Case: Bullying at Work on the First Day! 355
viii
Critical incident: First Day, 361
Skill builder, 363
References, 364
Part IV Human Resource Development, 365
10. Employee Performance Evaluation, 366

Definition, 366
Importance of EPE, 368
A model of EPE, 372
EPE policies, 375
PE criteria and standards, 381
PE methods, 388
PE form and procedure, 406
Training of evaluators, 409
PE discussion, 413
PE review and renewal, 420
Some issues of PE, 423
Summary, 438
Case: Self Evaluation, 439
Critical incident: The Scheme, 442
Skill builder, 443
References, 444
11. Training and Development, 447

Definition, 447
Education, training and development, 450
Why is T&D necessary? 452
Purposes of training and development, 454
Learning, learning curves & learning principles, 457
Methods of training, 663
Systematic training and training process, 473
Identify training needs, 475
Prioritize training needs, 479
Establish training objectives, 486
Determine training evaluation criteria, 487
Make other-related training decisions, 488
Implementation, 491
Evaluate the success of training, 492
Responsibility for training in an organisation, 499
Development of competencies, 500
HR development through character building, 508
Summary, 517
ix
Case: Supervisory Training Course, 519
Critical incident: The Impatient Trainer, 521
References, 524
12. Career Management, 526

Definition, 526
Importance of career management, 528
Responsibility of career management, 529
HR department and career management, 531
Career planning and development: an individual approach, 536
Individual issues in career management, 544
Summary, 547
Case 1: What may be the Next? 548
Case 2: An Outstanding Graduate in HRM, 555
Case 3: An Excellent Professional in HRM, 557
Case 4: An Outstanding Professional in HRM, 558
Case 5: Retired on the Job, 560
Critical incident: Developing Careers for Whom, 561
References, 563
Part V Rewards Management, 565
13. Pay Management, 566

Definition, 566
Objectives of pay management, 568
Importance of pay management, 569
Equity issue in pay management, 570
Factors affecting pay, 573
Pay management process, 575
Job evaluation, 576
Pay survey, 595
Job pricing, 598
Adjustment of individual pays, 601
Challenges of pay management, 603
Summary, 607
Case: Our Sir, 609
Critical incident: Brawn rather than Brain, 611
x
Skill builder, 612
References, 612
14. Employee Welfare Management, 614

Definition, 614
Importance of employee welfare, 616
Welfare services, 618
Statutory welfare, 625
Managing a welfare programme, 628
Principles of welfare management, 631
Welfare officer, 633
Administration of welfare services, 635
Summary, 638
Case: Welfare of Water Machines Company, 639
Critical incident: Not Everything Goes as We Think It will, 641
Skill builder, 642
References, 643
15. Management of Incentives, 645

Definition, 645
Importance of employee incentives plans, 646
Types of incentives, 648
Individual incentives, 650
Group incentives, 655
Organisational incentives, 660
Requirements of a successful incentive plan, 662
Incentives for professional and senior managerial employees, 667
Summary, 669
Case: The Merit Award, 670
Critical incident: Incentives at Karma Records, 672
References, 674
Part VI Employee and Labour Relations, 676
16. Employee Movements, 677

Promotions, 677
Definition, 677
Importance of promotions, 678
Methods of promoting employees, 679
Criteria of promotions, 680
xi
Counting seniority, 684
Special problems arising from promotions, 685
Promotion scheme, 687
Transfers, 690
Definition, 690
Are transfers necessary? 691
Types of transfers, 692
Employer‟s right of transfers, 694
Elements of the function of transfers, 695
Layoffs, 697
Definition, 697
Some considerations, 698
Methods of layoffs, 699
Demotions, 701
Definition, 701
Reasons for demotions, 701
Managing demotions, 702
Dismissals, 703
Definition, 703
Cause of dismissal, 704
Principles of managing dismissals, 705
Terminations, 705
Definition, 705
Types and reasons for terminations, 706
Principles of managing terminations, 707
Retrenchments, 709
Definition, 709
Principles of managing retrenchments, 709
Retirements, 713
Definition, 713
Principles of managing retirements, 714
Summary, 715
Case 1: Rupee Corporation, 717
Case 2: Transfers, 719
Critical incident 1: Order of Transfer, 721
Critical incident 2: A Refusal of Transfer, 722
References, 725
17. Health and Safety Management, 727

Definition, 727
Importance of occupational health and safety, 729
xii
Hazards and factors affecting health and safety, 732
Occupational accidents, 732
Occupational diseases, 738
Law quality of work life, 740
Organisational stress, 741
Strategies for improving health and safety, 742
Managing stress: an individual approach: 5 Ds, 751
Legal provisions of employee health and safety, 759
Responsibility of health and safety, 764
Summary, 764
Case: The Accident, 766
Critical incident 1: Bad Time, 768
Critical incident 2: Change of Ruwan, 768
Critical incident 3: A Burnout, 769
References, 771
18. Employee Discipline Management, 773

Definition of discipline, 773
Importance of discipline, 774
A framework of EDM, 776
EDM objectives and disciplinary policy, 778
Rules of behaviour, 778
Penalties or sanctions, 782
Communication and monitoring rule violations, 785
Disciplinary investigation, 788
Sanction determination and implementation, 797
Informal talk/counselling, 799
Progressive discipline, 802
Review and renewal, 807
Summary, 810
Case: Disciplinary Action, 811
Critical incident: Angry Driver, 812
Skill builder, 812
References, 813
19. Grievance Handling, 815

Definition, 815
Importance of grievance handling, 817
Causes of grievances, 819
Knowing grievances, 820
xiii
Methods of handling grievances, 821
Grievance settlement procedure, 823
Principles of grievance handling, 827
Tactical methods, 830
Grievance handling system, 832
A model of grievance handling programme, 836
Summary, 839
Case: Nilu’s Dilemma, 841
Critical incident 1: Permanency, 844
Critical incident 2: From Meter Reader to Billing Officer, 845
Skill builder, 845
References, 847
20. Labour-Management Relations, 850

Definition of labour-management relations, 850
Importance of LMR, 855
LMR framework, 857
Trade unions, 858
Collective bargaining, 860
Definition, 861
Subject matters of collective bargaining, 861
Types of collective bargaining structures, 863
Importance of collective bargaining, 863
Process of collective bargaining, 864
Essentials of successful collective bargaining, 871
Joint consultation, 873
Macro and micro requirements for enhancing LMR in Sri Lanka, 875
Politicalisation and union multiplicity, 880
Managerial attitudes towards labour unions: some suggestions, 885
Summary, 891
Case: Water Machines Company, 892
Critical incident: Labour Tensions, 895
Skill builder, 896
References, 896
Part VII Strategic Aspects of Human Resource Management, 901
21. Strategic Human Resource Management, 902

Definition, 902
Philosophy of HR, 904
HRM and Competitive Advantage, 905
Coherence, 914
xiv
Integration with strategy and strategic needs, 915
Strategic management, 916
Role of HRM in strategic management, 932
A strategy-oriented HRM system, 934
Evaluation of the success of HRM and the HR scorecard, 939
Summary, 951
Case: Strategic HRM in Academic Setting, 953
Critical incident: The Impact of HR Department, 964
Skill builder, 964
References, 965
Glossary, 967
Subject index, 985
About the Author, 990
xv
Preface
I believe that Human Resource Management will play a key role in
determining the success and progress of success of our employees,
organizations and Sri Lankan society as a whole during this
millennium.
The Author
This book is on Human Resource Management (HRM), which is one of the most
important functional fields of management of organizations today. HRM is a subject
that is compulsory for managers irrespective of their fields of specialisation and
interest. Also indeed, it is an important field of specialisation for those who wish to
establish careers in human resources and personnel management. It is an exciting
academic discipline and a practice as well.
Sri Lanka is a developing country where industrialisation is pacing ahead

considerably. It is my firm belief that many of the problems being faced by Sri
Lankan organizations have been caused by mal-human resource management. It is
almost impossible to find problems in managing organisations which do not involve
in human resource issues. This book is about how to effectively and efficiently utilize
human resources in order to achieve goals of an organisation.
There are seven reasons for writing this book.
1. Management Education in Sri Lanka has been commenced nearly 50 years

ago. Despite the long history of Management Education in Sri Lanka, Sri
Lankan literature on fundamentals and functions of HRM in English is nil or
negligible, and specially there is no single book on HRM in English Medium
written by a Sri Lankan or by anyone relating to Sri Lankan context which can
be used by the Sri Lankan student, Sri Lankan university teacher and the Sri
Lankan manager. My basic objective of writing this book is to fill this gap to a
significant extent.
2. Our students and even teachers find it difficult to understand fully the books
written by foreign authors.
3. Many traditional topics in HRM such as job analysis, recruitment, hiring,
welfare management, employee movements, health and safety management,
employee discipline management, grievance handling and labour-management
relations need to be Sri Lankan oriented by taking into account Sri Lankan
Labour Laws and other specific cultural conditions. Hence there is an essential
need to have learning and teaching materials, which match with Sri Lankan
context. Consequently this book will improve quality and relevance of HRM
education in Sri Lanka.
4. Many students in Sri Lanka are unable to find even foreign books to buy or
read.
xvi
5. Current books being used by students and teachers of Management Studies
are foreign books. Consequently a considerable amount of foreign exchange
goes out of Sri Lanka in every year. To have a Sri Lankan text will have a
positive impact on saving foreign exchange to a significant extent and of
course I believe in that my book will give an encouragement to Sri Lankan
academics to write books in English which is the language of Management
Education (except a few programmes) in Sri Lanka. Postgraduate Education
of Management in Sri Lanka is conducted in English.
6. This book will definitely increase the images of the Department of HRM,
Faculty of Management Studies and Commerce, and the University of Sri
Jayewardenepura.
7. The commemoration of 50th Anniversary of the University of Sri
Jayewardenepura falls on February 2009. This book can be treated as a special
contribution by the USJ to the society. In fact I have dedicated this book to
the University.
The purpose of this book is to provide a systematic and rational understanding of

HRM, both conceptual understanding and job-oriented practical understanding to the
reader. It delivers a systematic and scientific approach to the analysis and handling of
issues in HRM with special reference to Sri Lankan context. This book is not a mere
collection of thoughts of various foreign authorities but a book based on a distinct
model developed by my perspective of HRM. It has been written by using Process
Perspective and System Perspective containing many original theoretical
formulations.
Unlike foreign textbooks (specially American) there was no team of developing this
book. In addition to writing this book I had to do the hard work of word processing,
text designing, and editing my self.
I tried to write the book in a way that appeals to the person who has no or little
competency of management of human resources. Also an attempt was made to
present complex subject matters by simplifying English language with the intention
of enhancing readability and ability of understanding of the reader. I believe in that
the book has a balanced coverage of both traditional concerns and emerging
concerns, and is highly readable and teachable. Key features of the book include the
following:
1. Chapter objectives
2. Real-life examples
3. Actual experiences of the author as a Practitioner and a researcher of HRM
4. Chapter summary
5. Review and discussion questions
6. Cases
7. Critical incidents
xvii
8. Skill builders
9. Chapter references
10. Glossary
Long – term success of this endeavour made by myself as the pioneer in Sri Lankan
literature of HRM depends on the degree of increasing productivity of organizations
and human development through the application of the competency acquired from
this book. May this book contribute to increase organizational productivity and success and then
enhancement of standard of living of people! This is my heartfelt wish.
This book will be a highly teachable text for teachers of HRM, specially in Sri Lanka.
The book can appropriately be utilized for certificate, diploma, degree, postgraduate
diploma and master‟s degree in HRM. Of course all of the contents of this book are
not appropriate for certificate and diploma programmes in HRM. Based on the book
it may be possible to design five specialised degree courses such as employment
planning, staffing, human resource development, rewards management and employee
and labour relations for degree level. For the master‟s degree, two courses i.e., HRM:
Theory and Practice I (from Chapter 1 to Chapter 10) and HRM: Theory and Practice
II (from Chapter 11 to Chapter 21), may be designed basing on the book. Another
approach to teaching at degree level based on this book is to offer two courses on
HRM. First course is labelled as Human Resource Management while second course is
labelled as Advanced Human Resource Management. First course may be designed so as to
include Chapters from 1 to 20 (excluding Chapter 12, Chapter 15 and Chapter 21).
Final sections and skill aspects of the Chapters are not covered under the first course
as they are to be included under the second course. In addition second course
contains the Chapters excluded from the first course.
Any suggestions for the improvement of the book are welcome.
Prof. (Dr). Henarath Hettiarachchige Desapriya Nandana Pushpakumara Opatha

129/5 Thiththawelgolla
Kirigampamunuwa Dambulla.
Polgasowita.
[email protected]
[email protected]
xviii
Acknowledgements
 My sincere deep gratitude and appreciation are expressed to all the authors
whose written work and ideas were useful in writing this book. If I had not
utilized their contributions, this book would have not been a reality.
 It is with great respect that I would like to place on record my deep gratitude
to My Father (Late Captain Mr. Ashoka Opatha) and My Mother (Mrs. D.M.
Herath). My mother who converted her red blood into milk to feed me and
did enormous works which are priceless is immensely acknowledged in this
way in this book.
 I am very grateful to my teachers, specially Prof. R.A.A. Perera, Associate
Professor of Business Administration, USJ who taught me A,B,C,D….in
HRM.
 Indeed I am grateful for the support and dedicated assistance of Mr. A. Anton
Arulrajah, Lecturer of Eastern University of Sri Lanka, who is one of my
postgraduate students. He took the pain of proofreading of all the chapters of
this book and his comments were very useful.
 A special thank goes to Dr. N.L. Karunarathna, Vice Chancellor, University of
Sri Jayewardenepura for his statement about me and all other supports
extended to me. Indeed he has been a source of encouragement.
 I sincerely express my thank and appreciation to Dr. Sampath Amaratunge,
Dean of the Faculty of Management Studies and Commerce of USJ for his all
the supports and encouragement.
 Encouragements and supports given by Mr. K.H. Hemantha Kumara, Senior
Lecturer in HRM; Mrs. A. R. Siriwardana, Deputy Registrar (Academic &
Student Services); and Dr. P. Janak Kumarasinghe, Senior Lecturer in Business
Economics are really appreciated.
 I wish to record my sincere thank to Mr. P.D.K. Amitha Kumara, Lecturer,
Department of Information Technology for his IT support.
 I really appreciate the support and encouragement given by Dr. B.J.H.
Arachchige, Senior Lecturer (Grade I); Dr. Aruna S Gamage, Senior Lecturer
(Grade I); and Mr. S.L. Wimalasena, Lecturer of the Department of Human
Resource Management, University of Sri Jayewardenepura.
 And, certainly my deep appreciation is expressed to my wife (Mrs. W.R.
Nilanthi) for her love, understanding, support and patience throughout the
book. She is indeed interested in services which I do for human development
and institutional development. She is truly “a lady of love, understanding and
patience.” My appreciation is due to my daughter (Pooja Jayani Opatha) and
my son (Prabath Janath Opatha) for their love and patience. Also a word of
thank should go to my mother-in-law (Mrs. V. Karunarathna) for her support.
xix
In an e-mail received on 18/02/2009 (at 5:18 PM) by the
author from a Human Resource Manager namely Purna
Chandrasoma who is unknown to him (even he does not
know whether this manager is a male or a female) the
following had been written:
“As a HR practitioner first let me convey my heartfelt

congratulations to you for bringing out a very detailed &
a comprehensive book on HR Mgmt to the Sri Lankan
audiences. We can be justifiably proud as a nation for
this unprecedented feat and thank you for undertaking
this mammoth & Herculean task, single handedly. ...”
xx
Part I
Introduction to HRM
1. Human Resource Management
2. Human Resource Department
xxi
Chapter 1

The first Chapter of this book is for presenting an introduction to Human Resource
Management (HRM) which is critical in running organisations smoothly and
improving them further in order to enhance the standard of living of people.
Chapter Objectives
After studying this Chapter successfully, you should be able to:
1. Define what Human Resource Management is.
2. Analyse generic purpose, strategic goals, objectives and functions of HRM.
3. Know a model of HRM.
4. Understand who are responsible for performance of HRM functions.
5. Explain the importance of HRM.
6. Argue that every manager is a human resource manager.
7. Describe HRM viewpoints and their considerations.
8. Classify HRM functions into five fields of HRM.
Ultimate purpose of an economy or a nation is better standard of living of its

people. Every nation/economy attempts to achieve a better standard of living in the
period of time being considered compared with the past period of time. Generally
standard of living refers to the level of well-being enjoyed by people by fulfilling their
needs (which are legally and morally acceptable). People have a huge number of
various needs including physical needs such as food, drinks, clothes and shelters. You
are aware that these needs of people are unlimited, various, and complex. Most of the
goods and services which are needed to meet these unlimited and various needs of
people are produced by organisations. There are some individuals who produce
goods and services individually, not organisationally. Examples include a farmer who
produces paddy, a doctor who gives medical treatments, and a teacher who teaches a
subject. However, these goods and services too come to the consumers through
organisations. There are some goods and services (e.g. producing a train, producing
an aeroplane, developing a graduate, providing social security, and providing an
insurance), which cannot be produced by one individual at all and therefore,
organisations will be indispensable for the purpose. Current economy in which we
live is extremely complicated. As an economy we face various challenges. Our nation
has to face a number of challenges such as increasing population, production and
distribution of various things including food and drinks, alleviating the gap between
the rich and the poor and eradication of poverty, reducing unemployment rate,
xxii
prevention of diseases and recovering patients, controlling inflation, searching new
sources of energy for sources being depreciated, providing safety and security, and
other unknown challenges. A nation faces these challenges through the creation of
organisations. A nation does need organisations which produce goods and services
that are needed by its people to meet their numerous needs.
Organisations
An organisation means a formal group of two or more people who function in an
official structure that was set up purposefully to accomplish a certain goal or goals
(common). An organisation is defined by Stoner, Freeman and Gilbert (1995) as two
or more people who work together in a structured way to achieve a specific goal or
set of goals. From Wright (1973), Werther, Davis, Schwind, Das and Miner (1985)
quote that organisations are the most inventive social arrangements of our age and of
civilization, and it is a marvel to know that tens of thousands of people with highly
individualized backgrounds, skills, and interests are coordinated in various enterprises
to pursue common institutionalized goals. Organisations were created and will be
created for the purpose of meeting needs and challenges of people/nation. Most of
the food people consume, the clothes people wear, beverages people have, the
vehicles people use, computers people use, and books people read are products of
organisations. A person who lives in the modern civilization will become a member
of various organisations (e.g. school, temple, workplace, death donations society etc.)
in order to achieve various purposes throughout his/her life, and also he/she will
have to deal with various organisations (e.g. hospital, police station, railway station,
bank etc.) in order to meet various needs though he/she is not a member of those
organisations. Modern economy/nation is operated by a group of various
organisations that differ in terms of goals, size and complexity. What will happen if
the working of this group of organisations ceases, or is destroyed? Modern
sophisticated society will become destitute, confused, uncivilised, and even paralysed
completely. For example, if organisations engaged in distributing essential food items,
providing electricity, exchanging information, transportation of goods and people,
caring health, and providing education stop their activities for several days,
existence/living of everyone will fall into a terrible plight within a short time.
Two Central Economic Challenges

Success of the nation for a certain period of time (acquiring the expected standard of
living of people by utilising a fair amount of resources with a minimum amount of
wastage) depends on successful workings of organisations. In other words, success of
a nation is dependent upon sound organisations. It is possible to achieve needs of
people through sound organisations. Needs of people will increase constantly in
number and complexity. Hence, the nation expects to achieve needs of people in
better way in the period of time under consideration compared with the past period
of time. The nation expects to achieve needs of people in further better way for the
next period of time. In other words, progress of success (going beyond the success
xxiii
that is expected for a certain period of time) is expected. At the organisational level
too this state is applicable. Assume an organisation engaged in manufacturing packets
of full cream milk powder. The organisation expects to produce 5000000 packets
annually to meet full cream milk powder need of a selected group of people.
Achieving this amount of production is the success. It is forecast that demand for full
cream milk powder in the next year will increase by 10%. The organisation will have
to increase the amount of production by 10% to meet the forecast increased demand.
Achieving this amount of production, i.e. 5500000 packets is the progress of success.
While success depends on good organisations progress of success depends on
better organisations. Thus, a nation faces two central economic challenges:
1. to function organisations soundly to achieve expected success. In other

words, how to run organisations smoothly to achieve the expected success?
2. to improve organisations continuously to achieve expected progress of
success. In other words, how to improve the organisations to achieve the
progress of success?
How does a nation face these two central economic challenges? They are faced
through a definite process.
Definite Process
A nation that operates rationally faces the two central economic challenges through a
definite process what is called Management. Management refers to Organisational
Management that is generally defined as the process of efficient and effective
utilisation of resources in order to achieve goals of an organisation. In this process,
organisations should establish goals which are to be achieved, and utilize efficiently
limited resources to achieve the goals established. How to make organisations good
to achieve success? The answer is through Good Management. How to make
organisations better to achieve progress of success? The answer is through Better
Management. Thus, while Good Management is indispensable to run an organisation
soundly to achieve the success Better Management is indispensable to improve an
organisation continuously to achieve progress of success. From traditional
perspective and modern perspective as well with regard to Organisational
Management it consists of several functional fields including Production Management
(new label is Operations Management), Marketing Management, Financial
Management, and Personnel Management (new popular label is Human Resource
Management). Human Resource Management (HRM) is one of the most
important functional fields of Organisational Management.

Today Human Resource Management, which is a very significant functional field of
Organizational Management, has evolved a very broad and profound management
branch. It is HRM that deals with management of Human Resources in an
xxiv
organisation. It is the human side of Organisational Management or Business
Administration. HRM is also called by alternative names such as Personnel
Management (PM), Manpower Management, People Management and Staff
Management. Some studies indicate that PM differs from HRM and that is not
discussed here as it is beyond the objectives of this Chapter. Various specialised
academics and expert institutes have presented various definitions about what HRM
means. Some of them are presented below.
1. “Personnel is that function of all enterprises which provides for effective

utilization of human resources to achieve both objectives of the enterprise
and the satisfaction and development of the employees.”- Glueck (1979,
p.6)
2. “Of great importance to organizations today is how to effectively use their

human resources. Effective PM is the recognition of the importance of a
company‟s work force as vital human resources and the utilization of
several functions and activities to ensure that they are used effectively and
legally for the benefit of the individual, the organization and society.” -
Schuler and Youngblood (1986, p.6)
3. “Personnel Management is a set of activities focusing on the effective use

of human resources in an organization.”- Mathis and Jackson (1988,
p.11)
4. “HRM is the effective management of people at work. It examines what

can or should be done to make people both more productive and more
satisfied with their working life.”- Ivancevich (1992, p.3) & (2008)
5. “HRM concerns the human side of the management of enterprises and

employees‟ relations with their firms.”- Graham and Bennett (1992, p.3)
6. “The term „personnel management‟ is used to encompass those

managerial actions concerned with the acquisition and utilization of
labour services by any organization which pursues an economic purpose.
The terms „labour management‟ or „human resource management‟ are
sometimes used as substitutes, although they may be assigned subtly
different meanings in some contexts. Nevertheless, the characteristic
which distinguishes this management function from others is that it
focuses squarely on the value of human resources to organizational
activity.”- Thomason (1998, p. 256)
7. “HRM is the use of several activities to ensure that human resources are
managed effectively for the benefit of the individual, society and the
business.”- Schuler (1998, p.122)
xxv
8. “HRM deals with the design of formal systems in an organization to
ensure the effective and efficient use of human talent to accomplish
organizational goals. In an organization, the management of human
resources means that they must be recruited, compensated, trained and
developed.”- Mathis and Jackson (2000, p.4)
9. “HRM encompasses those activities designed to provide, motivate and

coordinate the human resources of an organization. The human resources
of an organization represent its largest investment.”- Pattanayak (2000,
p.7)
10. “HRM refers to the policies, practices, and systems that influence
employees‟ behaviour, attitudes, and performance.”-Noe, Hollenbeck,
Gerhart and Wright (2007, p.5)
11. “Personnel Management is that part of the management function which is

concerned with people at work and with their relationships within an
enterprise. Its aim is to bring together and develop into an effective
organisation the men and women who make up an enterprise and, having
regard to the well-being of an individual and or working groups, to
enable to make their best contribution to its success.” – The British
Institute of Personnel Management (currently The Chartered Institute of
Personnel and Development) (as in Graham and Bennett, 1992)
12. “Personnel Management is that part of the management function which is

primarily concerned with human relationships within an organisation. Its
objective is the maintenance of those relationships on a basis which, by
consideration of the well-being of the individual, enables all those
engaged in the undertaking to make their maximum personal
contribution in the effective working of the undertaking.”- Indian
Institute of Personnel Management, Calcutta (as in Tripathi, 1992)
Viewing from these definitions, following common characteristics of HRM can be

given:
1. HRM focuses on managing people.
2. It is managing people at work or employees who make up an organisation.
3. It exists within an organisation.
4. It generally attempts to serve for the organisation where it is practiced,
employees working for it and society at large.
5. It is the human side of Business Administration.
6. It is a traditional functional field of Business Management.
7. It was traditionally termed as Personnel or Personnel Management.
8. It has a set of activities that focuses on effective use of employees for the
accomplishment of organisational goals.
9. It is mainly concerned with human relationships within an organisation.
10. It has policies, practices and systems influencing employees.
xxvi
A Model of Human Resource Management
Definition
HRM is defined as follows:
“HRM is the efficient and effective utilization of human resources to achieve

goals of an organization.”
According to the above definition of HRM,
(a) An organization means an economic and social entity composed of a group of

people who interact with each other for the purpose of achieving a common goal.
This organization may be either a profit organization or a non-profit organization.
Also it may belong to public sector or private sector or cooperative sector.
(b) Goals refer to desired targets to be achieved in future. The basic goal of any
organization should ideally be to serve the human society. If not, the existence of the
organization will suffer or vanish after a short period. Basic goal of an organization is
to fulfil human needs and upgrade standard of living of people. The fulfilment of all
human needs is impossible for an organization. Therefore, what human need or
needs to be fulfilled should be defined. Thus, by fulfilling certain human need/ needs
the organization activates to enhance level of well-being enjoyed by people.
Instance: -To upgrade the standard of living of Sri Lankan people through the
production and distribution of high quality dairy products.
In order to achieve the above-mentioned basic goal, the organization establishes

specific goals. An organization may establish one or several or all of the goals
mentioned bellow or other ones not mentioned here:
 To increase net assets of owners.

 To enhance employee development and satisfaction.
 To maximize customer satisfaction.
 To achieve cooperate growth.
 To increase market share.
 To fulfil social responsibility.
 To achieve financial stability.
 To increase quality of the product.
(c) Human Resources (HR) are employees who work for the organization being
concerned. It is not an exaggeration that Human Resource (HR) is the most
significant resource compared with other resources such as financial resources,
xxvii
physical resources etc. The overwhelming significance of HR is due to its unique
characteristics, which are:
1. It is animate, active and living.

2. It has the ability to think, feel and react.
3. Its value appreciates with the passage of time (because of experience, training
etc.).
4. It has the ability to influence on determining its cost (pay).
5. It has the ability to organize (as unions, teams etc.).
6. Its behaviour is complex and may be unpredictable.
7. It has the ability of creativity and innovation, which cannot be found in any
other resources.
8. It makes decisions in respect of all other resources.
HR with the above mentioned unique characteristics in an organization could be

divided into two groups such as managerial employees and non-managerial
employees. Managerial employees generally make decisions and implement them
through non-managerial employees.
(d) Efficient utilization of HR means optimum use of employees by eradicating (or

minimizing) wastage. It denotes utilizing the right employees in the right number at
the right cost. It involves fulfilment of activities by minimizing waste of available HR,
as much as possible, in terms of number of employees, their efforts and total
employee cost etc.
(e) Effective utilization refers to use of HR for organizational effectiveness, which

is the extent to which goals of the organization have been realized. It involves
utilization of employees so as to accomplish goals of the organization fully. It is
possible for an organization to achieve efficiency by minimizing employment cost
through reduction of employees in quantity and quality as much as possible.
However, if the relevant activities and functions are not performed successfully and
organizational goals are not attained such an efficiency will be meaningless. Hence
efficiency should be reached so as to attain organizational effectiveness.
The Generic Purpose

The generic purpose of HRM is to generate and retain an appropriate and contented
human/ employee force, which gives the maximum individual contribution to
organizational success. An appropriate employee force includes employees who
possess knowledge, skills and attitudes that are necessary for attaining fully goals of
the organization. The term „Appropriate‟ means competent, motivated,
committed and involved. Contented refers to being satisfied and quite happy
(enjoying higher level of well-being).
xxviii
Strategic Goals
There are several strategic goals of HRM in order to achieve the above-mentioned
generic purpose. They are:
1. To improve Employee Productivity

Employee productivity is the relationship between employee inputs and outputs. It is
the ratio of employee outputs to employee inputs within a certain period of time. The
following formula can be used to calculate the employee productivity.
Employee outputs (Number of units produced)

Employee productivity = -----------------------------------------------------
Employee inputs (Number of employees)
This implies how many units of production one employee creates for a particular
period of time. Expected employee productivity should be achieved within certain
duration and also employee productivity improvement should be achieved (for the
next period) for the progress of success. Simply productivity improvement means
doing better on tomorrow than today.
2. Employee Development
Employee development denotes a broader meaning. It involves provision of
opportunities as many as possible to accomplish employees‟ personal objectives,
improvement of their career development or career path, and enhancement of their
capabilities through the development of knowledge, skills and attitudes.
3. To increase Quality of Work Life (QWL)

QWL is a wide and abstract concept gross meaning of which is that all the employees
have the opportunity of presenting their ideas, suggestions and opinions before
making decisions which affect them. Schuler and Youngblood (1986,p.455) defines
QWL as a situation in which all members of the organization, through appropriate
channels of communication set up for this purpose, have some say about the design
of their jobs in particular and the work environment in general. It is intended that the
degree of employees‟ participation or involvement in making employment decisions is
increased.
4. To ensure Legal Compliance

HR of the organization should be utilized so as to conform to various laws imposed
by the government in relation to managing people. If legal compliance does not exist
survival of the organization will jeopardize owing to incidences of diverse industrial
conflicts such as strikes. Sri Lankan Government has imposed a set of labour laws
some of which are given below:
* Shop and Office Employees Act
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* Employment of Women, Young Persons and Children Act
* Industrial Disputes Act
* Termination of Employment of Workmen (special provision) Act
* Employees‟ Holidays Act
* Workmen‟s Compensation Act
* Wages Boards Ordinance
* Trade Unions Ordinance
HRM in an organization (specially private) should be performed in compliance with

legitimate provisions imposed by the labour laws. For instance, if an organization
requires a worker to work on a Full Moon Poya Day, the worker is to be paid at a rate
not less than one and a half times his/her normal daily rate of payment according to
the Shop and Office Employees Act. Another example, as per the same Act, a person
who has not attained the age of fourteen years shall not be employed in or about the
business of a shop or office.
5. To ensure Customer Compliance

Currently a growing number of organizations will have to comply with various
prescriptions given by their important customers. For example, a very large customer
of a garment manufacturing firm may require the management not to use employees
continuously without giving at least one full day as a holiday per week. The
organization will have to manage its employees so as to comply with this customer
requirement. Firms engaged in security service will have to adhere to a set of special
requirements given by their customers when managing employees.
Objectives
When strategic goals of HRM are fulfilled, the fulfilment of the generic purpose of
HRM occurs. The following objectives have to be accomplished in order to achieve
strategic goals of HRM.
1. To procure right people at the right time to do the right jobs.

Without procuring right people at the right time to do the right jobs, it is not
possible to achieve any of the strategic goals mentioned above successfully. It is
imperative that the organisation procures right people as employees at the right
time to do the right jobs.
2. To retrain the most (or at least more) appropriate employees (who produce
desired performance) within the organization.
All the employees procured at the time of first employment may not be right
performers after a certain time passes. An organisation that wishes to achieve
success and progress of success does not opt to keep poor or wrong job
performers and may have to terminate them. Of course it will have to keep the
xxx
most appropriate employees who are excellent job performers within the
organisation until such time that is possible (ideally until they retire).
3. To get and improve Organizational Commitment of the employees.
The organizational commitment refers to the relative strength of an individual‟s
identification and involvement in a particular organization (Keliman, 2000). When
an employee is committed to his/her organization, he/she identifies with the
organization and becomes loyal to it.
4. To generate and enhance Job Involvement and Organizational Citizenship

of the employees.
Job involvement is defined as the degree to which a person: chooses to participate
in a specific job experience, considers the job to be a central life interest, and
considers job central to his/her self-concept (Dunham, 1984). Deciding to
participate in job; physical involvement in job; major satisfaction coming from
job; living, eating and breathing on job; and referring to job in evaluating oneself
are specific characteristics of job involvement. Organizational citizenship refers to
the degree to which employees are willing to engage in non-official behaviours
that help the organisation achieve its goals as they love or wish its success and
progress. It involves a state in which an employee works for the benefit of the
organization in addition to what he/she is supposed to perform on the job.
Examples of such behaviours include helping others to perform their duties,
working overtime willingly when necessary, and coming to work on a holiday for
a special need of the organization by sacrificing a personal trip planned to go with
family members. It is an objective of HRM to generate organizational citizenship
within the employees of the organization and further it.
5. To motivate employees.
Motivation refers to the extent to which employees are willing to exert the
necessary effort to perform their jobs well (Keliman, 2000). Through HRM it is
expected to motivate employees to perform their duties of the jobs in the
expected way.
6. To enhance Job Satisfaction of the employees.

Job satisfaction refers to the degree of enjoyment an employee feels towards
his/her job being performed. If the employee is pleased with his/her job as it
meets his/her needs and wants, he/she will likely experience a high job
satisfaction. HRM attempts to enhance job satisfaction of the employees.
7. To control the cost of employees.

An organization will have to spend a considerable amount of money for the
employments of employees in terms of pays, benefits, incentives etc. The cost of
using employees is a major component of the total business cost of the
organization. Over costing or under costing is to be avoided.
xxxi
Functions
There is a series of functions to be followed in order to accomplish the goals and the
objectives of HRM. This series of functions includes:
1. Job Design (The function of arranging tasks, duties and responsibilities into an
organizational unit of work.)
2. Job Analysis (The function of investigating systematically jobs and job holder
characteristics in order to create a collection of job information.)
3. Human Power Planning (The process of determining future employee needs and
deciding steps or strategies to achieve those needs.)
4. Recruitment (The process of finding and attracting qualified people to apply for
employment.)
5. Selection (The process of making the choice of the most appropriate persons
from the pool of applicants recruited to fill the relevant job vacancies.)
6. Hiring (The process of appointing the persons selected to the posts/ jobs which
are vacant.)
7. Induction (The function that systematically and formerly introduces the new
employees to the organization.)
8. Performance Evaluation (The function that measures degree of effectiveness and
efficiency of employees in performing their jobs.)
9. Training and Development (The process of improving current and future
employee performance by increasing employees‟ competencies through
acquisition of knowledge, skills and attitudes.)
10. Career Management (The function of planning and developing careers of
employees for the benefits of employees and the organization.)
11. Pay Management (The process of development, implementation and maintenance
of a base pay system which adheres to external equity, internal equity, inputs
equity and absolute equity.)
12. Welfare Management (The group of activities involved in the development,
implementation and on-going maintenance of a fair and effective system of
facilities and comforts to enhance standard of living of employees.)
13. Management of Incentives (the process of development, implementation and
maintenance of a fair and adequate system of incentives.)
14. Employee Movements (The function that deals with promotions, transfers, lay-
offs etc in the right ways at the right times.)
15. Health and Safety Management (The group of activities involved in creating,
improving and maintaining total health and safety of employees.)
16. Discipline Management (The group of activities involved in planning and
controlling behaviour of employees in compliance with established rules and
regulations.)
17. Grievance Handling (The function that identifies and solves discontents arising
from feelings of injustice felt by employees in connection with work
environments.)
xxxii
18. Labour Relations or Labour-Management Relations (Management of all
interactions which occur between management and trade unions.)
The above functions refer to as HRM functions. These functions are interrelated.
For instance, pay management can be performed successfully by doing job analysis
successfully. That, performance evaluation gives inputs to perform the function of
training and development, is another example showing the interrelated nature. Also
some functions are interdependent. Success of one function has a direct impact on
determining the success of another function. For instance, success of selection
function depends on successful performance of recruitment function. A decision
taken in performing one function may affect performance of another function. For
instance, salary determined for a job according to job evaluation affects recruitment
in respect of that job. It is very imperative to ascertain that there are interrelationship
and interdependency among HRM functions. One function cannot operate in
isolation. A function needs some functions as inputs and it becomes an input for
other functions. For instance, selection function needs functions such as job analysis,
human resource planning, and recruitment as inputs and it becomes an input to
functions such as hiring and induction.
See the Figure 1-1. It depicts the expanded model developed by the author from the
model (Opatha, 1995; and Opatha, 2002) in respect of HRM. There is a sequential
process from job design to induction. It implies that job design has to be done first
and then job analysis and then human resource planning and so on. In respect of
functions from performance evaluation to labour relations, usually a sequential
process does not exist. It implies that these functions can be performed
simultaneously or there are no pre-requisites or post-requisites. If a sort of sequence
is attempted, after induction, performance evaluation can be performed and then pay
management can be done. Then it is training and development. Other functions, i.e.,
discipline management, health and safety management, welfare management, and
grievance handling etc can be performed simultaneously. In fact it can be observed
that all these HRM functions are performed concurrently in a large organisation.
In case of a new organisation there is a clear sequence with regard to some HRM
functions. First there must be jobs to be designed as individual assignments for
employees to perform successfully. Then jobs need to be studied so that official
documents are prepared as profiles of jobs which are available in the organisation and
profiles of people needed as employees to perform jobs successfully. Next human
resource planning has to be done in order to know job vacancies to be filled by right
people. Recruitment is done to attract right people as job applicants from whom the
most appropriate people are chosen by selection function after which new employees
are hired and then inducted to the organisation. Then employee performance needs
to be evaluated for rewards purposes.
xxxiii
Figure 1-1 A Model of HRM
Job Design Performance Objectives

Evaluation 1. procure right people at
the right time to do the
right jobs
2. retain the most
Job Analysis Training and appropriate employees
Development within the organization
3. get and improve
organizational
Human Resource Career commitment of the
Planning employees
Management
4. generate and enhance
job involvement &
organizational
Recruitment Pay citizenship
Management 5. motivate employees
6. enhance job
satisfaction
7. control the cost of
Selection Induction Welfare employees
Management
Management of Strategic Goals

Hiring Incentives 1. improve employee
productivity
2. employee development
3. increase quality of
Employee work life
Movements 4. ensure legal compliance
5. ensure customer
compliance
Health & Safety
Management
Discipline Generic Purpose

Management Generate and retain an
appropriate and contented
human force, which gives
Grievance the maximum individual
Handling contribution to
organizational success &
progress of success
Labour
Relations
xxxiv
Responsibility for Functions of HRM
Whose responsibility is performance of functions of HRM in an organisation? This is
an important question. Responsibility for HRM functions rests with every manager in an
organisation (Werther et al, 1985; Werther and Davis, 1989). HRM is a
responsibility of every manager in an organisation. Every manager has a certain set
of subordinates who need to be managed. Every manager has to perform functions
of managing these subordinates (human resource planning, induction, performance
evaluation, training, discipline management, grievance handling etc.). If managers
throughout the organisation do not accept their responsibility, then human resource
activities (functions) may be done only partially or not at all (Werther and Davis,
1989). It is not incorrect to mention here that every manager is a human resource
manager from the sense that every manager is responsible for HRM.
After establishing a separate human resource department in the organisation under

the leadership of a human resource manager are other managers freed from the
responsibility of HRM? The answer is clear. That is „NOT‟. Other managers are not
freed from the performance of HRM functions and it remains unchanged. Werther
and Davis (1989, p.13) write:
“Even when a human resource department is created within the organisation, a dual
responsibility exists among operating managers and human resource experts. Individual
managers remain involved with planning, selection, orientation, training, development, compensation,
and other personnel activities, even though they may be done primarily by experts in the human
resource department.”
Thus, all the managers in an organisation (line and other staff managers) and the
human resource manager or managers are responsible for successful performance of
HRM functions of that organisation. Human resource experts and other managers are
dually responsible for ensuring that HRM functions of the organisation are
performed properly. Whether there is a human resource department or not an
organisation has employees to be managed so that its goals are accomplished. HRM
exists in every organisation irrespective of the existence of a human resource
department and therefore every manager will have to be involved in performing
HRM functions. HRM is a responsibility of all those who manage people at work as
well as specialists designated as HR/Personnel Managers.
When a human resource manager is in the organisation his/her main work is to

formulate policies, procedures, rules and programmes with regard to HRM functions
and to ensure that they are implemented as planned. A major work of line and other
staff managers is to implement those policies, procedures, rules and programmes
actually relating to employees of their respective departments and units. For example,
let us consider a HRM function namely performance evaluation. Exhibit 1-1 shows
xxxv
how responsibility of performing sub functions/activities of the function of
performance evaluation has been delegated between the human resource manager
and other managers.
Exhibit 1-1 Responsibility of the Function of Performance Evaluation

Sub Function Human Resource Other Managers
Manager
1. Establish objectives Initiates and establishes Help and give comments
of performance
evaluation
2. Formulate policies Does and recommends Accept and comment
of performance
evaluation
3. Set performance Does with the help of Accept and comment
evaluation criteria relevant engineers and
and standards managers
4. Select the Recommends Accept
method/s of
performance
evaluation
5. Design evaluation Does and recommends Comment and accept
form and
procedure
6. Train evaluators Does Assist
7. Evaluate Does only for HR staff Do
8. Discuss evaluation Does only for HR staff Do
results
9. Make decisions and Jointly done Done jointly
store information
10. Review and renewal Does Assist
Certainly how responsibilities for HRM functions are shared between human
resource manager and other managers depends on top management philosophy, top
and middle managers‟ understanding of HRM, competencies of the human resource
manager and size of the organisation. If top managers believe positively in HRM
other managers‟ involvement in HRM is encouraged. When top and middle
managers‟ understanding of HRM is high more involvement of other managers in
HRM occurs. When competencies of the human resource manager are high more
delegation of HRM functions to the HR department occurs. When the size of the
organisation is larger, it is likely that involvement of human resource manager in
HRM gets larger.
xxxvi
Every manager, in whatever job title he/she is identified or in what level he/she is, is
responsible for performance of HRM. For example, if production workers are hired
for the production department in a beverages manufacturing company, the
Production Manager will have an important influence in the matter of determining
the number and the types of workers required. Also the manager will have an
important say in the final selection, induction, training and welfare of workers. Finally
it is possible to emphasize that HRM is not a one-person responsibility nor can it
ever be achieved by one person. It is a corporate, cooperative endeavour that should
stem from a common feeling and concept and should progress in a unified, co-
ordinated manner (Tripathi, 1991). Hence for overall efficiency and effectiveness of
the organisation it is a must that HRM is to be performed by every manager in the
organisation in a significant extent.
Importance of Human Resource Management

It has been described earlier that human resources are a unique resource as viewed
relatively with other resources. Human resources are the most important resource
from all the resources which are used by an organisation to accomplish its goals.
Ability to accomplish the goals of the organisation occurs because of availability of
other resources such as money, machines, materials, methods, time, and information.
However, actual accomplishment of the goals occurs only if human resources are
available. All other resources are collected, combined, and used only by human
resources through making decisions. In fact other resources make things possible
but only human resources make things happen. Happening is more important
than possibility of doing in the context of realisation of the goals of the organisation
(see Figure 1-2). For instance, assume that you have sufficient money, a good vehicle,
time, and a map to go to Dambulla. Possibility of going to Dambulla occurs owing to
other resources. However, until you have a right driver you cannot reach there.
Happening of going to Dambulla occurs owing to a right driver. If you drive you are
the human resource. Hence it is needless to say that HRM is a very important
discipline or subject that focuses on efficient and effective utilisation of human
resources.
It is possible to mention that success of other functional fields of management

(Operation, Marketing, Finance, Management Information System [MIS], Research
and Development [R&D] etc.) depends on success of HRM. Relevant functional
managers make managerial decisions with regard to respective fields. These managers
are to be competent, motivated, contented, committed, and involved. If the
organisations have right functional managers there will be right functional decisions
leading to achievement of functional goals and then overall organisational goals. If
these managers are not right (incompetent, not motivated, discontented, not
committed, and not involved) there will be inefficiencies and ineffectiveness in
functional departments/fields owing to wrong managerial decisions. These managers
xxxvii
become competent, motivated, contented, committed, and involved only if sound
HRM exists within the organisation. It is not inaccurate to state that success of other
functional fields significantly depends on successful HRM (see Figure 1-3). Hence it
is not an exaggeration that HRM is one of the most important functional fields of
management.
Figure 1-2 Other Resources and Human Resources
Other resources
(Money, machines, Making things
materials, methods, POSSIBLE
information, time etc.)
Making things
Human Resources HAPPEN
Figure 1-3 Other Functional Fields and HRM
Operations Marketing Financial Other

Management Management Management Functional
Fields (MIS,
R&D etc)
Depend on
A Doctor of Philosophy in Management, namely Davar (1991) analyses the term

MANAGEMENT as “MANAGE MEN TACTFULLY”. He argues that
Management is not anything else other than HRM. The purpose of this analysis is to
highlight the overwhelming importance of HRM and not to underestimate other
xxxviii
aspects of Management. HRM is the human aspect of Management. „Tactfully‟ means
utilizing carefully without hurting feelings and expectations. Thus, the term
Management itself implies that the most important aspect of management is HRM.
Another fact highlighting the importance of HRM is that HRM is a very important
responsibility of every manager. This point is further justified by the arguments given
in Exhibit 1-2. As responsibility of HRM rests with every manager, it is vital for every
manager to acquire a sufficient degree of competence in HRM. Every manager must
possess a competency of HRM irrespective of the field of interest and the field of
specialization. Otherwise it has to be acquired by every manager. This does not mean
that every manager must be an expert in HRM or a specialist in HRM. This does
mean that every manager should be sufficiently competent in managing his/her
staff efficiently and effectively.
HRM contributes to organizational success and then societal success. See Figure 1-4.
It depicts that successful performance of HRM functions leads to result in efficient
and effective utilization of human resources which leads to result in efficient and
effective utilization of limited resources and then realization of organizational goals.
Achievement of organizational goals leads to improve societal success (by enhancing
standard of living of people). Looking from social perspective, HRM is important.
HRM contributes to achieve organizational goals which will contribute to meet basic
needs and wants of the people and enhance their well-being. Particularly, functions
such as pay management that ensures a fair system of pays, appropriate job design,
welfare management, health and safety management, grievance handling, discipline
management and labour relations may contribute to reduction of class struggles,
improvement of life satisfaction, and helping people to face cost of living
successfully. Training and development, an important HRM function, will contribute
to increase human capital (competencies of generating economic and social benefits)
of the country. When you learn each HRM function in detail you will be able to
ascertain how HRM contributes to the society specifically.
As employees have different personalities, different expectations, and different

abilities, it is difficult to manage them. Employees may act or react in an unexpected
way. They may sabotage the business plans. In fact management of employees is
more difficult than management of any other resource. HRM is a strategic source of
competitive advantage that is more sustainable. The linkage between HRM and
competitive advantage will be discussed in Chapter 21. Then, you will be able to
understand the importance of HRM further. The above discussion indicates five
reasons of why HRM is of very importance for an organization.
1. Human resources are the most important resource that managers utilize to
achieve goals of an organization.
2. Quality of other functional fields of management heavily depends on quality
of HRM in an organization.
xxxix
3. HRM is a vital responsibility of every manager in an organization.
4. HRM contributes to organizational success and then societal success.
5. Management of employees is more difficult than managing other resources.
Exhibit 1-2 Arguments Justifying Every Manager as a Human Resource

Manager
From the point of definition of Manager

Manager is an employee who performs management that refers to efficient and effective utilization
of resources to achieve goals and objectives of an organization. Resources include men & women,
machines, materials, money and methods (also information, time, intangible assets etc.). Manager
will have to utilize efficiently and effectively men and women (people at work) in order to achieve
goals of the organization.
Thus, every manager becomes a manager of human resources.
From the point of definition of Management

Management is the art and science of getting things done through and with other people. If a
manager has to get things done through his/her people (subordinates) and with subordinates, he/she
has to manage subordinates. Every manager has subordinates to be managed.
Thus, every manager becomes a Human Resource Manager.
From the point of functions of Management

Typically a manager has to perform several functions such as planning, organizing, staffing, directing
and controlling. Staffing involves recruitment, selection, hiring and induction. Directing involves
motivation, leadership, and communication. These are under the sphere of HRM.
From the point of analysis of the word of ‘Management’

The term ‘Management’ can be analyzed as follows:
Manage……………men………….t (tactfully) from Dr. Davar
Manage…..men and women tactfully and strategically.
The analysis indicates that management is not anything else other than HRM.
From the point of Managerial Skills

Generally there are three types of managerial skills, i.e., conceptual skills, human skills and technical
skills. Human skills include understanding people at work and being able to work well with them. It
refers to the ability to communicate, motivate, and lead employees individually and collectively.
Soft HRM is applied here.
From the point of Management Roles (Henry Mintzberg, 1975, as in Chandan, 1997)
There are 10 managerial roles under three categories.
Interpersonal roles: 1. Figurehead, 2. Liaison, 3. Leader
Informational roles: 4. Monitor, 5. Disseminator, 6. Spokesperson
Decisional roles: 7. Entrepreneur, 8. Disturbance Handler, 9. Resource Allocator, 10. Negotiator.
Apparently 6 roles are in the field of HRM. Thus, every manager becomes a Human Resource
Manager.
xl
Figure 1-4 Contributions of HRM
HRM objectives,
HRM Efficient and
strategic goals &
Functions effective utilization
generic purpose
of employees
Efficient and
effective
utilization of
limited resources
Meeting
societal needs Achievement of
and wants Organizational
Goals
Viewpoints of Human Resource Management

A viewpoint is a standpoint that refers to the way of thinking about a thing in
particular. In this context, a viewpoint is a way of thinking about HRM. There are
several viewpoints (alternatively called approaches) of HRM. Four viewpoints were
presented by Werther and Davis (1989) and Werther et al (1985) and they are human
resource approach, management approach, systems approach, and proactive
approach. Strategic, soft and hard approaches are added.
Human Resource Approach

HRM is the management of people at work in an organisation. Human resources are
not a mere factor of production or a resource just like other resources such as money,
materials, machines and methods. Human resources are unique as they have
exceptional characteristics which are missing from all other resources. They are
animate, active and living; possess the ability to think, feel and react; possess the
ability to influence on determining their cost (wage/salary); possess the ability to
organize (as unions, teams etc.); their behaviour is complex and may be
unpredictable; have the ability of creativity and innovation; and make decisions in
xli
respect of all other resources. Thus human resources have to be managed
professionally, legally, and ethically. The importance and dignity of human beings
should not be ignored for the sake of expediency (Werther and Davis, 1989). Human
beings should not be used to achieve employer‟s objectives only. Each human being
has a personal life that has personal goals and tries to endeavour to accomplish them.
Major way of accomplishing personal goals is the employment-doing a good job.
Only through careful attention to the needs of employees do successful organisations
grow and prosper (Werther and Davis, 1989).
Management Approach
As discussed previously, HRM is a responsibility of every manager irrespective of
his/her field of interest and specialisation. If the organisation has a human resource
department led by a human resource manager, it has to serve all managers, non-
managers and departments through its expertise. Every manager has to do HRM
functions relating to management of his/her subordinates. In the final analysis, the
performance and well-being of each employee is the dual responsibility of that
employee‟s immediate supervisor and the human resource department (Werther and
Davis, 1989).
Systems Approach
HRM is viewed as a system of interrelated functions. Each HRM function affects
some other HRM functions. For instance, job analysis affects recruitment, selection
and pay management. When human resource activities are involved as a whole, they
form an organisation‟s human resource management system (Werther and Davis,
1989). A system of HRM exists when all the HRM functions are related. Whether and
Davis (1989) present two purposes of systems thinking. One purpose of system view
is to influence the decision maker to recognize the interrelationship among HRM
functions. When a decision is made its implications or influences on other HRM
functions will have to be examined. This will enable the decision maker to make a
good decision that has no or least negative impact on other HRM functions.
Also another purpose of systems thinking is to require the decision maker to

recognise the system‟s boundaries which make the beginning of its external
environment. HRM is an open system that is affected by the external environment
that is composed of various forces which have direct or indirect influences on the
organisation and its HRM. Forces, i.e. labour law, trade unions, education systems,
training systems, employee markets etc affect HRM.
Proactive Approach
Being proactive means acting before a problem occurs. Being reactive means acting
after a problem occurred. If relevant actions are taken in order to fill a job vacancy in
anticipation of that it will occur by the beginning of next July, it is proactive. If
relevant actions are taken in order to fill a job vacancy after it really occurred it is
xlii
reactive. By quoting from Westbrook (1980), Werther and Davis (1989, p. 25) write:
“Reactive human resource management occurs when decision makers respond to human resource
problems. Proactive human resource management occurs when human resource problems are
anticipated and corrective action begins before the problem exists. ….This proactive approach
improves productivity by minimizing the resources needed to produce the organisation’s goods or
services.”
Proactive HRM is recommended to follow whenever it is possible. Of course there
may be situations where problems arise suddenly and no time is available to anticipate
(examples: sudden resignations, sudden accidents, unexpected diseases etc.). These
situations require the reactive approach to HRM be used.
Strategic Approach
Strategic approach to HRM is a recent development in the discipline of HRM. It has
four features which are (1) HRM is a broad approach to managing people at work
based on a philosophy of HR; (2) HRM is a major source of competitive advantage.
It links to competitive advantage of the organization significantly; (3) HRM
policies/functions cohere within themselves and with other functional fields of
organisational management; and (4) HRM is fully integrated with the strategy and
strategic needs of the organisation. HRM is called strategic HRM from this viewpoint
and the purpose is to generate or enhance competitive advantage or support
achievement of strategic business needs/goals. This aspect will be discussed in
Chapter 21 in detail.
Soft Approach
Soft approach involves managing people at work with kindness and care of their
feelings and expectations. Employees are to be managed humanely. Superior is to be
gentle and should not have force or violence over his/her subordinates. Managing
employees through positive attitudes and good character (excellence in morality)
occurs in this approach.
Hard Approach
Hard approach involves managing people at work with personnel schemes. Superior
is to be objective and should not have personal preferences or relationships over
his/her subordinates. Managing employees through personnel policies, procedures,
rules, and budgets occurs in this approach. There are HRM schemes with regard to
almost all HRM functions formulated within the organisation and all HRM decisions
are made as per these schemes. In other words these schemes are implemented in
order to make decisions with regard to managing employees.
These approaches are useful for managing people at work. They provide
complementary themes to be pursued. Each approach stresses an important
consideration that can be applied in HRM. Though the approaches are different but
together they form a complete or better whole. See Figure 1-5.
xliii
Figure 1-5 Seven Viewpoints of HRM
Consideration: As human
Human resources are unique they have
Resource to be managed professionally,
Approach legally & ethically.
Consideration: HRM is a
Management responsibility of every
Approach manager.
Consideration: HRM is an open

system of interrelated functions,
Systems each of which affects others
directly or indirectly and is
Approach
influenced by the external
environment.
Consideration: HRM
Proactive decisions are to be made
Approach proactively. HRM
Consideration: HRM is to
Strategic be linked with business
Approach needs.
Consideration: Manage
Soft people at work with
Approach kindness and care.
Consideration: Manage
Hard people at work objectively
Approach through personnel schemes.
xliv
Fields of Human Resource Management
Fields of HRM refer to areas of HRM or major systems of HRM. Under functions of
HRM 18 functions have been mentioned. An area consists of several functions and a
major work for which a separate HRM specialist can be employed.
Jobs are created as individual assignments so as to perform the main work of the
organisation. Sometimes designed jobs need to be redesigned so as to adjust to new
changes. Jobs should be meaningful from the point of productivity and employee
satisfaction. Activities concerned with systematically arranging and rearranging tasks,
duties and responsibilities into jobs are called under the label Job Design. These jobs
and ideal job holders need to be studied in order to ascertain job requirements. The
systematic attempt of collecting, organizing and recording information with regard to
jobs available within the organisation and ideal persons needed to perform those jobs
successfully is called Job Analysis. The organization has to determine systematically
future human resource needs and then steps to achieve those needs. Activities
involved in determining the types and numbers of employees needed for a certain
future time to achieve business goals and deciding the means of meeting the future
demand for employees are called Human Resource Planning. Job design, job
analysis and human resource planning are grouped and named as Employment
Planning.
Another area of HRM is Staffing. This area consists of Recruitment, Selection,

Hiring and Induction. The organization has to find suitably qualified and motivated
job seekers and attract them as job applicants to apply for the job vacancies. Then it
has to choose more appropriate job candidates to fill the job vacancies. Then it has to
appoint those selected job candidates to the posts and enter them into employment
contract. New employees will have to be introduced to the job, job environment,
organization and relevant personnel.
For a particular period of time, a need of evaluation of how well and how far
employees have worked their jobs arises for making various decisions relating to
them. This function is called Performance Evaluation. Based on performance
evaluation, employees will need to be given job-related new knowledge, skills and
right attitudes in order to perform current jobs properly and prepare them for future
jobs of greater responsibilities. This function is Training and Development. New
career goals, opportunities and paths will have to be designed and implemented for
motivating and developing employees, increasing their commitment and job
involvement, and also improving employee productivity. This function is referred to
as Career Management. These three functions are taken together to be called as
Human Resource Development.
xlv
Another area of HRM is Rewards Management that is composed of Pay
Management, Welfare Management, and Incentives Management. The
organization has to develop, implement and maintain a base pay system that is fair.
Also it has to perform activities involved in the development, implementation and
on-going maintenance of a fair and effective system of facilities and comforts to
enhance standard of living of employees. In addition, a fair and adequate system of
incentives will have to be developed, implemented and maintained continuously.
Other HRM functions are Employee Movements (managing promotions, transfers,

lay-offs etc. in the right ways at the right times); Health and Safety Management
(management of activities involved in creating, improving and maintaining total
health and safety of employees); Discipline Management (managing activities
involved in planning and controlling behaviour of employees in compliance with
established rules and regulations); Grievance Handling (identifying and solving
discontents arising from feelings of injustice felt by employees in connection with
work environments and personal life aspects) and Labour Relations/Labour-
Management Relations (managing all interactions between management and trade
unions). These functions are viewed together as another area of HRM which is called
Employee and Labour Relations.
Thus, HRM is viewed as a system consisting of sub systems which are called areas or
fields. The model of HRM presented in this book gives eighteen HRM functions
which have been classified as five areas. A separate Chapter has been devoted to
discussion of each function of HRM. See Figure 1-6 for relevant Chapters of HRM
functions. Five areas of HRM will become five parts of this book. See Figure 1-7 for
fields and relevant functions of HRM.
This book is mainly based on this model of HRM. The book has 21 Chapters. First
Chapter and second Chapter are about the introduction to HRM and organizing and
staffing of HR Department respectively. These two Chapters will be the first part of
the book. Final Chapter, i.e. 21st Chapter is about Strategic HRM which will be the
seventh part of the book.
xlvi
Figure 1-6 Functions of HRM and Respective Chapters
Job Design Performance Evaluation

Chapter 3 Chapter 10
Job Analysis Training & Development

Chapter 4 Chapter 11
Human Resource Career Management Objectives

Planning Chapter 12
Chapter 5
Pay Management Strategic Goals

Recruitment Chapter 13
Chapter 6
Induction Welfare Management

Selection Chapter 9 Chapter 14
Chapter 7 Generic Purpose
Management of Incentives
Chapter 15
Hiring
Chapter 8
Employee Movements
Chapter 16
Health & Safety Mgt

Chapter 17
Discipline Management
Chapter 18
Grievance Handling
Chapter 19
Labour Relations
Chapter 20
xlvii
Figure 1-7 Fields of HRM and Respective Functions of HRM
Employment Staffing Human Resource

Planning  Recruitment Development
 Job Design  Selection  Performance
 Job Analysis  Hiring Evaluation
 Human  Induction  Training &
Resource Development
Planning  Career
Management
HRM Employee &

Labour
Rewards Relations
Management  Employee
 Pay Movements
Management  Health & Safety
 Welfare Management
Management  Discipline
 Incentives Management
Management  Grievance
Handling
 Labour Relations
Summary
HRM is defined as the efficient and effective utilization of human resources to

achieve goals of an organisation. Its generic purpose is to generate and retain an
appropriate and contented human force, which gives the maximum individual
xlviii
contribution to organisational success. Improving employee productivity, employee
development, increasing quality of work life, ensuring legal compliance, and ensuring
customer compliance are strategic goals of HRM. It attempts to achieve seven
objectives, i.e., procuring right people at the right time to do the right jobs;
retaining the most appropriate employees within the organisation; getting and
improving organisational commitment of the employees; generating and enhancing
job involvement and organisational citizenship of the employees; motivating
employees; enhancing job satisfaction of the employees; and controlling the cost of
employees. There is a series of functions to be followed in order to accomplish the
goals and the objectives of HRM. These functions include job design, job analysis,
human power planning, recruitment, selection, hiring, induction, performance
evaluation, training and development, career management, pay management, welfare
management, management of incentives, employee movements, health and safety
management, discipline management, grievance handling, and labour relations. A
model of HRM has been developed and presented showing interrelatedness and
interdependence among the HRM functions.
Responsibility of HRM rests with every manager of the organisation. When the
organisation employs an expert in HRM there will be dual responsibility existing
between other managers and the human resource manager. Five reasons of why
HRM is of very importance for an organization are: (1) Human resources are the
most important resource that managers utilize to achieve goals of an organization; (2)
Quality of other functional fields of management heavily depends on quality of HRM
in an organization; (3) HRM is a vital responsibility of every manager in an
organization; (4) HRM contributes to organizational success and then societal
success; and (5) Managing employees is more difficult than managing other resources.
Human resources, management, systems, proactive, strategic, soft, and hard are
viewpoints or approaches of HRM providing complementary themes to be pursued.
There are five fields of HRM and they include employment planning, staffing, human
resource development, rewards management and employee & labour relations.
Review and Discussion Questions

1. Define what Human Resource Management is. Discuss the importance of
HRM for an organisation.
2. “HRM has been defined in different ways. However there are several
common characteristics of HRM.” Do you agree or not? Why?
3. (a) What is the Generic Purpose of HRM?
(b) What are the Strategic Goals and Objectives of HRM?
4. Present a model of HRM and describe and explain it.
5. “Responsibility of HRM rests with every manager in an organisation.”
Elaborate this statement.
xlix
6. “Though every manager in an organization cannot be considered as an
expert in HRM, every manager is treated as a manager of people at work.”
Discuss.
7. “Viewpoints of HRM or HRM approaches are useful for managing people
at work. They provide complementary themes to be pursued. Each
approach stresses an important consideration that can be applied in
HRM.” Discuss.
8. What is a field of HRM? Describe fields of HRM.
9. Explain the difference between Proactive HRM and Reactive HRM.
10. “Sri Lanka is a country where there is a highly felt need of developing
HRM.” Do you agree or not? Why?
Case
SLT to introduce a New HR Management Culture
Sri Lanka Telecom (SLT) is to introduce a new Human Resource Development and
Management culture to make the 7,000-strong work force more efficient and to
harness maximum productivity from them. SLT‟s Chief Officer HR and Legal, I.C.L.
Bertus in an interview with The Sunday Times FT said that the restructuring of the
organization was made with the aim of transforming the SLT to a modern and profit
making telecom giant in the island successfully facing the challenges of other
competitors.
He added that the new structure comprising of 11 Chief Officers and 57 heads of
divisions equivalent to General Managers has been approved to streamline the
functions of SLT and competent, efficient and qualified persons have been appointed
with the approval of the Board of Directors.
He said that the new organisation structure was devised in December last year
following the models of world telecom organizations. It will help to enhance the
work of the SLT and fast track the services in accordance with the company‟s plan to
shift its focus from voice service to modern value added services like Internet,
Broadband, CDMA and WIFI wireless technology used in home networks, mobile
phones, video games and more.
Bertus said that employees should understand the needs of the institution and they
need to have the necessary technical training and support in order to reach the next
phase technological development planned by the SLT. He noted that work-related
skills of all employees should be improved and updated to meet new developments in
the telecommunication field. Therefore, he said, a new technology and e-learning
initiative has been launched for SLT employees to understand the soft and hard skills
that they need to develop in order to climb up the career ladder. Bertus added that
promotions of officers will be made on merit, qualifications and experience in a
l
transparent manner. He pointed out that action will be taken to ensure fairness in the
promotions process as well as to provide senior management of SLT with wide
information about performance of the business at the individual level. A new policy
will be introduced to select officers for foreign training as a priority and that both the
employee and the company will be benefited as each individual develops work-related
skills.
Referring to outsourcing of core services at SLT like drivers, and technical support
services, he said that it is purely a business decision and it will not affect the jobs of
SLT employees who are technical personnel and their work cannot be outsourced.
Over 4,000 technical staff is currently engaged in service at SLT and they are a
valuable asset, he said. Bertus revealed that the institution has taken a decision to
amicably settle at least 29 human right cases filed against the SLT by its employees as
the management is ready to look into this matter in a humanitarian angle.
Questions:
1. What are HRM functions being referred in this article?
2. Why is it not possible to do outsourcing technical personnel?
3. Why are there human right cases filed against the SLT by its employees?
4. What viewpoints of HRM is it possible to notice?
Source: This is an article written by Mr. Bandula Sirimanna published on Financial Times on Sunday,
March 30, 2008.
Critical Incident
National Carrier in Crisis: 30 Pilots leave Sri Lankan Airlines
Sri Lankan Airlines is facing a major crisis after 30 out of about 300 pilots have joined
other airlines, making the national carrier‟s task to operate its daily flights difficult. Sri
Lankan Airlines‟ Corporate Management Head Chandana de Silva told the Sunday
Times yesterday the national carrier found it difficult to run long hold flights given
the shortage of pilots, but the pilot exodus had not affected flights to close
destinations.
The crisis, which is likely to continue for a few more weeks, has forced Sri Lankan
Airlines to cancel two London-bound flights on Thursday and Friday. Mr. de Silva
said they took steps to reroute the passengers of the two flights in other carriers. He
said that the airlines was making all efforts to maintain the normal schedule despite
the pilot shortage. He said that they are in the process of recruiting new pilots but
added that it would take some time for the situation to return to normalcy. Mr. de
Silva said that it was not unusual for pilots to leave for other airlines seeking better
prospects.
li
The Sunday Times learns that pilots have been leaving at regular intervals with a few
more due to leave in the next few months. Among some of the senior pilots to leave
was Captain Ramesh Jayasinghe who left after citing reasons of harassment. Mr.
Jayasinghe with 15 years of experience was an instructor as well.
Questions:
1. What is the main reason for the crisis of the national carrier?
2. What is your course of solutions for the crisis?
Source: Adapted from the main news appeared in the Sunday Times, February 26, 2006
Skill Builder 1
Select any organization to which you have an access. Discuss with the General
Manager or HR Manager with regard to the following:
(a) Purpose of HRM
(b) Goals and Objectives of HRM
(c) Functions of HRM
(d) Importance of HRM
Compare what you gathered from the discussion with what you had learnt from the
book. If there are significant differences, can you explain why? Prepare a report.
Skill Builder 2
Your boss comes to you and tells:
“I can‟t understand why these people can‟t understand the importance of HRM.”
You respond:
“Why? Sir what happened?”
“They expect every thing from us. Several times I told them. We alone can‟t do this
HRM. Every manger has to support. We have prepared several good systems of
HRM. But they are not being carried out properly. You know why they are not being
carried out properly. Many managers don‟t support. They are not serious about our
HRM systems.”
“Sir. I think we have to change the attitude of our managers, specially senior
managers about HRM.”
“OK. Let us try. You are a recently passed out HRM graduate. Give me a report
telling what to do and why. I need it tomorrow. Can you make it tomorrow?”
“OK Sir, I can.”
“Good. I believe you can do it.”
You are required to prepare the report.
lii
References
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House PVT Ltd.
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Publishing House PVT Ltd.
Dunham, R.D. (1984), Organizational Behavior, Homewood, Illinois: Richard D. Irwin,
Inc.
Glueck, W.F. (1979), Foundations of Personnel, Texas: Business Publications Inc.
Graham, H.T. and Bennett, R. (1992), Human Resources Management, 7th ed., London:
Pitman Publishing.
Ivancevich, J. M. (1992), Human Resource Management, Homewood: IRWIN.
Ivancevich, J. M. (2008), Human Resource Management, New Delhi: Tata McGraw-Hill
Publishing Company Limited.
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Advantage, 2nd ed., Cincinnati: South-Western College Publishing.
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New York: McGraw-Hill Book Company.
liii
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Human Resource Management: Personnel

Book · January 2009

Ethical Orientation of HRM View project

The user has requested enhancement of the downloaded file.

Prof. (Dr.) Henarath H.D.N.P.Opatha

Litterarum Doctor and Senior Professor

Department of Human Resource Management

© Senior Prof. (Dr) Henarath H D N P Opatha

First Print 2009 January

Published By Sharp Graphic House (Pvt) Ltd

Part II Employment Planning 66

Part III Staffing 172

Part IV Human Resource Development 365

Part V Rewards Management 565

Part VI Employee and Labour Relations 676

Part VII Strategic Aspects of Human Resource

1. Human Resource Management, 2

2. Human Resource Department, 34

4. Job Analysis, 111

5. Human Resource Planning, 139

Part III Staffing, 172

9. Employee Induction, 329

Part IV Human Resource Development, 365

10. Employee Performance Evaluation, 366

11. Training and Development, 447

12. Career Management, 526

Part V Rewards Management, 565

13. Pay Management, 566

14. Employee Welfare Management, 614

15. Management of Incentives, 645

Part VI Employee and Labour Relations, 676

16. Employee Movements, 677

17. Health and Safety Management, 727

18. Employee Discipline Management, 773

19. Grievance Handling, 815

20. Labour-Management Relations, 850

Part VII Strategic Aspects of Human Resource Management, 901

21. Strategic Human Resource Management, 902

Subject index, 985

About the Author, 990

Sri Lanka is a developing country where industrialisation is pacing ahead

There are seven reasons for writing this book.

1. Management Education in Sri Lanka has been commenced nearly 50 years

The purpose of this book is to provide a systematic and rational understanding of

Any suggestions for the improvement of the book are welcome.

Prof. (Dr). Henarath Hettiarachchige Desapriya Nandana Pushpakumara Opatha

“As a HR practitioner first let me convey my heartfelt

Human Resource Management

Ultimate purpose of an economy or a nation is better standard of living of its

Two Central Economic Challenges

1. to function organisations soundly to achieve expected success. In other

Human Resource Management

1. “Personnel is that function of all enterprises which provides for effective

2. “Of great importance to organizations today is how to effectively use their

3. “Personnel Management is a set of activities focusing on the effective use

4. “HRM is the effective management of people at work. It examines what

5. “HRM concerns the human side of the management of enterprises and

6. “The term „personnel management‟ is used to encompass those