PARA 13.2|IC 90, HRM One Liner|Chapter-3 | Human Resources Management

PARA 13.2|IC 90, HRM One Liner|Chapter-3 | Human Resources Management (HRM)

Insurance exams offered by the Insurance Institute of India (III), consist of various papers either in Life or Non Life or Combined. Here we are providing ONE LINER IC 90, HRM Chapter 3: Human Resources Management (HRM) for para 13.2 and III exam . These questions will be very helpful for upcoming promotional exam in 2020.

IC 90, Human Resource Management is a very important topic in insurance promotional exam. This IC 90, Human Resource Management paper comes in all GIPSA exams which makes it very important.

♦Chapter 3: Human Resources Management (HRM) 

1)Personnel Management: Traditionally personnel management used to deal with ways of recruitment, placement, leave, salary administration, perquisites, promotions and transfers, retirement benefits, disciplinary matters, etc.

2)Human Resource Management (HRM): is based on the understanding that every individual is complex, endowed with the potential to enhance skills and become a more valuable asset as well as having, at the same time, the capacity to withdraw his skills from work and become a liability.

3)The activities of HRM can be broadly classified under four functions:

  • Acquisition
  • Development
  • Motivation
  • Maintenance

4)Dimensions of Personality: The concepts on HRM are based on the understanding that an individual is a multifaceted personality, operating in several different roles in the family and in the society at all times.

  • Physiological: which relates to the use of physical strengths, stamina, coordination (of senses, mind and muscle), alertness, speed of response, patterns of rhythm, stress, sharpness of observation, etc.
  • Psychological: which relates to his self-image, sense of self-worth, complexes, fears, preferences, satisfactions, enthusiasm, etc.
  • Social: which relates to his affiliations, memberships and status in religious, professional or community groups
  • Economic: which relates to his earnings, standard of living
  • Power: which relates to his need (or lack of it) for dominance or dependence

6)The Knowledge Worker: HRM recognises that the present-day worker is what is known as „Knowledge worker.‟

  • The contribution that a worker makes to an organisation is based more on his knowledge and expertise than on his mechanical and motor skills
  • Those who have to interact with customers play a major role in customer satisfaction
  • These people in the front line, interacting with the customers would come to know as soon as some trouble is brewing
  • The resource available in people, is their knowledge, their skills, their insights, their creativity
  • Supervision of a knowledge worker is difficult
  • Aperson can increase his capacity through learning and experience. The manager‟s responsibility is to utilise the knowledge of a worker to the best extent possible.

7) Behavioural Sciences: The concepts relating to HRM are developed largely from sciences relating to behaviour of people like Psychology, Sociology, Anthropology and Social Psychology.

8) Psychology: Psychology is the science that attempts to explain and sometimes change behaviour in human beings. Psychologists study learning patterns, perception, personality and counselling skills.

9) Sociology: Whereas psychologists study individuals, sociologists study the social system, which is made up of interacting individuals. In other words, sociology studies individuals in relation to other human beings.

10) Social Psychology: Social Psychology is a science which blends concepts from Psychology and Sociology. These help in understanding attitudes, communication patterns, and group decision making processes.

11) Anthropology: Anthropology is a study of man and his activities in the society. The work of anthropologists on culture and environment has helped in understanding differences in values, attitudes and behavior between people in different countries and within different organisations.

12) Political science: Political science also has influenced studies in organisational behaviour. Organisations are political entities.

13) Organisational Behaviour: The subject of organisational behaviour is people. People, as stated several times earlier, are complex entities. Therefore our ability to make simple, accurate and sweeping statements is limited.

14) Perception: Perception is an important concept of great relevance in HRM. It affects behaviour of people. Simply stated the concept of perception says that what one sees is not the same as what there is to be seen.

Perception is what makes people:

  • Not see facts / data the same way
  • Not be objective about observations and judgments Argue
  • Prejudiced or biased

15) Stimuli: Stimuli include shapes, movements, colours, sounds, touch, smell, etc which our senses come in contact with We do not oftek see what there is to be seen. We do not react to all the stimuli that we receive from the outside.

In other words, the stimuli from the outside world, in terms of visuals and sounds is organised within our minds, in terms of our own logic, created by ourselves from our past. What we really see or perceive is what our mind interprets, of the world outside.

16) Perceptual errors: Perceptual error is the difference between reality or fact and perception.

  • Role or status of other person
  • Occupation: Our jobs and training give unique points of view differently from others.
  • Physical features, manners and dress.
  • Body language viz. posture, eye contact, facial expressions, gestures
  • Non-verbal symbols like loudness of voice, accent, tone etc.
  • Incomplete reception of and inadequate attention to all available symbols and data in environment.
  • Limited capacity of mind to process information.
  • Stereotyping or attributing positive or negative characteristics on the basis of generalised categorisations related to sex, community (some are aggressive and some are mild), position (managers vs union), etc.
  • Halo effect by which one single positive or negative factor forcefully eclipses other characteristics. The polished behaviour of a person may make us blind to his attempts to cheat.

17) Principles of management provide guidelines to minimise the costs of procurement and to maximise the benefits that they have the capacity to provide.

18) Everybody learns all the time: Age is irrelevant for learning. A teacher may help in learning. But one learns even without the help of a teacher. Often one learns something different from what the teacher is trying to teach.

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