1. CAIIB-General Bank Management- HRM- Module B Presentation by Dr. P Balachandran dran@ vsnl. net 22.11.2008

2. IMPORTANT AREAS HRM OBJECTIVES ASPECTS OF HUMAN DEVELOPMENT HUMAN BEHAVIOUR AT WORK MOTIVATION ROLE CLARITY EMPLOYEE FEEDBACK PERFORMANCE APPRAISAL ROLE OF I.T. IN HRM

3. HRM OBJECTIVES- ROLE CORPORATE STRATEGIES “ORGANISATIONS THAT HAVE WORLD CLASS AMBITIONS WILL NEED TO NURTURE KNOWLEDGE WORKERS” MD, GLAXO “ALL CORPORATE STRENGTHS ARE DEPENDENT ON AND CENTRED AROUND –HUMAN RESOURCES” CEO, GODREJ SOAPS

4. HUMAN DEVELOPMENT TRAINING NEED ANALYSIS ROLE ANALYSIS ATTITUDINAL DEVELOPMENT CAREER PATH SELF DEVELOPMENT

5. LOCUS OF CONTROL TRANSACTIONAL ANALYSIS JOHARI WINDOW EMOTIONAL INTELLIGENCE

6. LOCUS OF CONTROL MEANING EXTERNAL INTERNAL RELEVANCE IN HRD

7. T A PIONEER IS ERIC BERNE FAMOUS WORDS – I AM OK YOU ARE OK TRANSACTIONAL ANALYSIS DIMENSIONS RELEVANCE/ USAGE IN BANKS

8. JOHARI WINDOW KNOWN TO SELF NOT KNOWN TO SELF KNOWN TO OTHERS ARENABLIND NOT KNOWN TO OTHERS CLOSEDDARK

9. EMOTIONAL INTELLIENGE SELF AWARENESS SELF REGULATION MOTIVATION EMPATHY SOCIAL SKILLS ALL NECESSARY FOR SUCCESS IN THE WORK AREA. MUCH MORE IMPORTANT THAN IQ- IS ONE VIEW

10. HUMAN BEHAVIOUR AT WORK INDIVIDUAL DIFFERENCES TRAIT THEORY BRAIN USAGE GENDER BIAS

11. BEHAVIOUR IS INFLUENCES BY ENVIRONMENTAL FACTOR ECONOMIC, SOCIAL, POLITICAL PERSONAL FACTORS AGE, SEX, EDUCATION, ABILITIES, MARITAL STATUS, NO. OF DEPENDENTS ORGANISATIONAL FACTORS PHYSICAL FACILITIES, ORGNL. STRUCTURE, LEADERSHIP, COMPENSATION, REWARDS …….NEXT SLIDE-CONTD.

12. BEHAVIOUR IS INFLUENCES BY (CONTINUED) PSYCHOLOGICAL FACTORS- PERSONALITY, PERCEPTION, ATTITUTDES, VALUES, LEARNING ETC.

13. TYPES OF PERSONALITY TYPE A WORKAHOLIC TIME URGENCY GO GETTER,INSENSITIVE TYPE B PLACID, HUMANE LONG TERM SUCCESS

14. BRAIN USAGE LEFT HEMISPHERE LOGICAL THINKING WORKING RIGHT HEMISPHERE EMOTION ART MUSIC RELAXAION. STRESS CONTROL

15. MOTIVATIONAL THEORIES ABRAHAM MASLOW –HUMAN NEEDS PHYSIOLOGICAL SAFETY SOCIAL SELF ESTEEM SELF ACTUALISATION

16. MOTIVATIONAL FACTORS HERZBERG MOTIVATIONAL FACTORS- FACTORS CREATES HIGHLY MOTIVATING SITUATION, ABSENCE DOESNOT CAUSE DISSATISFACTION. HYGEINE/MAINTENANCE-FACTORS THAT DO NOT LEAD TO MOTIVATION, BUT ABSENCE CAUSE SERIOUS DISSATISFACTION. LEADING TO LOWER PRODUCTIVITY

17. MOTIVATIONAL FACTORS RECOGNITION ADVANCEMENT RESPONSIBILITY ACHIEVEMENT POSSIBLE GROWTH WORK ITSELF

18. MAINTENANCE/HYGIENE FACTORS COMPAY POLICY AND ADMN. TECHNICAL SUPERVISION INTERPERSONAL RELATIONS WITH SUBORDINATES/SUPERIORS/PEERS SALARY/JOB SECURITY/STATUS PERSONAL LIFE/WORKING CONDITIONS

19. ROLE AND POSITION ROLE STAGNATION AMBIGUITY EROSION OVERLOAD INADEQUACY CONFLICT ISOLATION

20. EMPLOYEE FEEDBACK CLIMATE SURVEY COMPENSATION 360 DEGREE FEEDBACK- NEW METHOD IN THE INDUSTRY

21. PERFORMACE APPRAISAL CONFIDENTIAL VS. OPEN REPORTS GIVING OF FEED BACK –NEED AND WAYS MBO-MANAGEMENT BY OBJECTIVE COUNSELLING ASSESSMENT CENTRES

22. KNOWLEDGE MANAGEMENT IMPORTANCE OF TECHNOLOGY TO ASSESS TRAINING NEEDS DATA BASE RESEARCH E LEARNING

23. SOME TIPS FOR PREPARATION READ THE MODULES WELL DO THE CHECK YOUR PROGRESS REFER TO THE GLOSSARY-KEY WORDS OF TERMS AT THE END OF CHAPTER READ SUMMARY-LET US SUM UP REPEATEDLY. REFER TO THE VIRTUAL CL. PPTS./MCQS UNDER PRODUCTS AND SERVICES ON OUR WEBSITE.

24. ALL THE BEST FOR SUCCESS – SEE THE CASE LET AND MCQs GIVEN, WHICH WILL BE PUT ON OUR PORTAL BY MONDAY NEXT. THANKS FOR THE ATTENTION