1. Chap-2(hrm), MCA HRM system, international model of HRM, concept and framework for strategic HRM, line management responsibility for HRM, HRM and organizational performance.

2. HRM systems Definition: Human Resource Management Systems (HRMS) provide a link between human resource management and information technology. HRM systems convert human resources information into a digital format, allowing that information to be added to the knowledge management systems of the enterprise. The result of this is that HR data can be integrated into the larger Enterprise Resource Planning (ERP) systems of the enterprise. Human Resource Management Systems encompass(consist) The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time module gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement. The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel.

3. Theoretical perspectives of HRM……… The concept and practice of Human resource management are drawn heavily from sociology, economics, management and psychology. These perspectives are important to understand HRM in different contexts. (1)General system theory : [Theory presumes organization as a system of independent elements having both closed and open parts. It consists of inputs that come in from the environment, the process system, where inputs are transformed into the output. (2)Role behaviour perspective : roles are interdependent components that make up an organizationsl system. (3)Institutional theory : this perspective provides a deterministic theoretical framework that gives considerable importance to the ability of institutions to influence organisation. (4)Resource dependent theory : This theory focuses on relations between organizations and their constituencies. According to the theory, firms depend on or are constrained by other firms that control resources. Groups and organizations gain power over each other by controlling valued resources. (5)Human capital theory : This theory is drawn from economics. According to this theory human skill, education, knowledge, ability, experiences are economic value for organizations.

4. Theoretical perspectives of HRM (6) Transaction cost theory : [In economics and related disciplines, a transaction cost is a cost incurred in making an economic exchange (restated: the cost of participating in a market). For example, most people, when buying or selling a stock, must pay a commission to their broker; that commission is a transaction cost of doing the stock deal]. This theory assumes that organizations choose governing structures that economies the costs of monitoring and evaluation, enforcing ruleseconomicscoststock broker (7) Agency theory : [A theory explaining the relationship between principals, such as a shareholders, and agents, such as a company's executives. In this relationship the principal delegates or hires an agent to perform work. The theory attempts to deal with two specific problems: first, that the goals of the principal and agent are not in conflict (agency problem), and second, that the principal and agent reconcile different tolerances for risk]. It addresses relations between an organization and its employees. The main concern of this theory is matching goals and interests of each other.principals shareholdersagentscompany'sprincipalagentperformdealgoalsagency problemsecondreconcilerisk (8) Resource-based theory : This theory is a blend of organizational economics and strategic management. It emphasizes the processes by which firms develop a sustainable competitive advantage. In order to get such a competitive advantage it is necessary that the resource available to the competing firms must be variable among competitors and these resources must not be easily obtained by all. [The resource-based view (RBV) is a business management tool used to determine the strategic resources available to a company. The fundamental principle of the RBV is that the basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the firm's disposal (Wernerfelt, 1984, p172; Rumelt, 1984, p557-558) ]business managementcompanycompetitive advantage

5. HRM models The Matching Model The Harvard Model The Model of Strategic change and HRM Guest’ Normative Model Brewster’s International Model of HRM Schuler’s Contextual Model