1. HUMAN RESOURCES IMPLICATIONS OF ORGANIZATION BEHAVIOUR
Learning objectives:
The link between OB and HRM.
Application of OB in HRM.
HRM – system and strategic HRM.
Organizational Human Resource Planning (HRP).
The individual factors in recruitment and selection.
Performance management of human resources.
Compensation: How and what to pay whom?
Employee relations and industrial relation.
Organizational Safety and health.
What is International HRM.

2. Human Resource Management
Main objectives of HRM:
(i) To help the organization reach its goals.
(ii) To utilize knowledge, skills and abilities (KSA) of its employees efficiently.
(iii) To motivate and train its employees for personal and organizational growth.
(iv) To enhance employee job satisfaction and self-actualization.
(v) Ensure quality of work life (QWL)
(vi) To inculculate the values of individual and corporate social responsible.

3. e.g: Recruitment and selection; Training and Development, etc.
Sytem Approach to HRM
Product/ Service
Subsystem
HR SYSTEMS
e.g: Recruitment and selection; Training and Development, etc.
Functional Subsystem
e.g: Marketing and
finance
Technical Subsystem
e.g: Technology and
equipment

4. Strategic HRM
SHRM: planned HRM and development approach intended to enable an organization to achieve its goals and gain competitive advantage.
Organizational Business Strategy
Strategic Organizational
Outcomes:
- Quality
- Productivity
-Efficiency
Dynamic Organizational
Environment:
- Internal
- External
Innovation
Improved
Quality
Optimal Cost
HRM strategy
- Recrutment and selection strategy
- Training and development strategy
- Performance and compensation strategy
Employee relation strategy

5. Human Resource Planning (HRP)
** How do you plan human resources from the OB viewpoint?
(i) Attempt to place the right employees in the right jobs at the right time.
(ii) HRP involeves redesigning jobs to create the right jobs to meet the changing needs of the organization.
(iii) HRP also involves organizational level OB analysis whereby may invoke strategic HR by organizational leadership.

6. Recruitment and Selection
** Why do we need to understand with regard to the individual factors in recruitment and selection?
Job related attitudes include job satisfaction, commitment and organizational citizenship behaviour.
Understanding human attitude, behaviour and personality.

7. Performance Management
Performance: the record of outcomes produced on specified job activity during a specified time period; a whole is equal to the sum of performances on job function.
OB implications: training the supervisor on how to communicate and give feedback; motivational tool; highlighting the issues at power, influence and politic; Leadership.

8. Compensation and Benefits
** Determine how and what to pay and to whom? OB
COMPENSATION AND BENEFIT DECISION
1 Introduction to OB
Determining compensation
5 Attitude and Behaviour at work
Job satisfaction
2 Perception and Learning
6 Motivation
Equity theory
Expectancy theory
Job design
Job characteristics model
7 Group and teams
Team based pay (PfP)
8 Communication
Wage and salary administration
9 Decision making
Overall compensation management
10 Power, Influence and Politics
Negotiationg employment contract
11 Leadership
Rewarding leadership
12 Culture and creativity/ Innovation
Rewarding creativity

9. Employee Relations and Industrial Relations
** Managers need to be sensitive to the employees perception of fairness and justice as it can build or destroy employees relationships and trust with the organization. OB
Employee Relation/ Industrial Relations
1 Introduction to OB
General understanding of employee relation
2 Perception and learning
Perception of fairness
3 Personality
Psychological contract
5 Attitude and Behaviour at work
Organizational citizen behaviour
6 Motivation
Union or non-union
7 Group and teams
Contract
8 Communication
Management-labour communication
9 Decision making
Negotiation
10 Power, Influence and Politics
Managing Conflict; Sexual Harassment
11 Leadership
Managerial roles in contract negotiation
12 Culture and creativity / Innovation
Managing culture

10. Organizational Safety and Health
**Relatinship of various dimensions of organizational behaviour safety and health is summarized below: OB
Organizational Safety and Health
3 Personality
Accident prone behaviours
4 Emotions and stress
Employee assistance program
5 Attitude and Behaviour at work
Organizational justice
6 Motivation
Motivating employees to practice safety

11. Internatinal Human Resource Management
** Globalization and liberalization has created a free agent economy and modern global business village where companies face extreme competition. OB
International HRM (IHRM)
1 Introduction to OB
Competitive advantage
2 Perception and learning
Training of experts
3 Personality
Expatriation
5 Attitude and Behaviour at work
Surviving
6 Motivation
Overseas Assignment
7 Group and teams
Multicultural team
8 Communication
Cross-sultural communication
9 Decision making
Making decision in multicultural setting
10 Power, Influence and Politics
Influencing multicultural persons
11 Leadership
Global leaders
12 Culture and creativity / Innovation
Diverse workforce management

12. Revision Question 1) What is the link between OB and HRM?
2) How do you plan human resouces from OB viewpoint?
3) What are the individual factors to be considered in recruitment and selection?
4) What considerations should be taken for training and developing employees?
5) What OB theories are applicable in determining how and what to pay employees?
6) What are OB factors that contribute to organizational safety and health?