PARADIGM SHIFT

The concept of "Paradigm shift" was popularized by Thomas Khun (1962) Paradigm shift refers to replacement of one conceptual world view with another. It is a change from one way of thinking to another. In the area of HRM, Paradigm refers to a set of assumptions, concepts, values and practices constituting a vie of reality. It refers to a perspective or "view" of how things work in the word. . i) ii) iii) Globalization has brought considerably changes and hence it has also changed as to how we view people in an organization. ii) New technology communication revolution and cross cultural exchange has made it necessary to introduce paradigm shift. iii) Migration of people, growing cultural diversity, requires paradigm shift so that we can adopt and adjust to various changes in an efficient manner.

Paradigm shift in people management Management of people in one of the most difficult task people have been considered as an important resource which needs to be natured and developed continuously. Human beings are highly dynamic and complex organisation who needs to constantly adjust so as to survive and thrive in a competitive, ever changing work environment. Work Traditional management took in very conservative and people in an organisation. Douglas McGregor developed two theories of human behaviour at work: Theory and X and Theory Y. He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between. Theory X workers could be described as follows:

- Individuals who dislike work and avoid it where possible - Individuals who lack ambition dislike responsibility and prefer to be led - Individuals who desire security The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment. Theory Y workers were characterised by McGregor as: - Consider effort at work as just like rest or play - Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment - Individuals who seek responsibility (if they are motivated0 The management implications for Theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator. The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity. Theory X and Y was people belonging to time categories. Traditional managers who followed theory X the view that human beings are not motivated would avoid work and needs to be controlled regulated and closely monitored. The 21st century HRM conceives of people management as a science. It vies people as an important resource who are responsible-and self-regulated individuals. Today, we need a paradigm shift with regard to people management as the structure and processes of organization has completed changed. The changes that have occurred in organizational structure and processes as a result of

developments in informational technology and technological revolution require a core-responding change in ways people are managed. This change in many organization is highly dramatic and turnaround and is called as a paradigm shift in people management. HRM strategies that adapt to new organizational conditions can add- tremendously to the business. In fact, a paradigm shift in people management is required if organizations has to effectively in a globalized environmental which is marked by diversity. Paradigm shift in people management requires bringing about changes in ways in which we handle. a) People b) Job structure changes c) Customer orientation d) The way the work is carried out. Paradigm shift in people management emphasizes the need for change among the people of organization. This change is in the nature of change in their perception; outlook and attitude management can act as a catalyst to bring about change in people man-agreement.

Human Resource Management Human Resource Management means employing people, developing their resources, utilising, maintaining and compensating their services in tune with the job and organisational requirements with a view to contribute to the goals of the organisation, individual and the society. The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function. The activities involved in HRM function are pervasive throughout the

organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job. MAJOR TRENDS AFFECTING HRM The following trends have an effect on human resource management function and department. The importance of HRM increases due to some of them and the practices of HRM are affected to some extent due to some of them.

1. Increased globalization of the economy. 2. Technological changes and environmental changes. 3. The need to be flexible in response to business changes. 4. Increase in litigation related to HRM. 5. Changing characteristics of the workforce Obstacles of hrm

Lack of top management support: Generally top management prefers to follow old HRM practices rather than new innovations. Lack of support from them is a major obstacle to its implementation in India. Inadequate availability of data: This is another major hurdle in the implementation of HRD in India. Education of Employees: Education training and development activities are lacking. Organizations do not want to spend on unproductive qualitative changes which do not give short term' returns. Long term vision: Long term broad based vision is required not only among management but also among workers and policy movers this will help in the conception and implementation of HRM policies and programs. Paradigm shift: one of the greatest limitations of HRM, in India has been the rigid perspective of people involved in organizational processes.

KNOWLEDGE MANAGEMENT "Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically create, share and apply knowledge, to better achieve their objectives. Knowledge management will help us to effectively introduce HRM strategies, policies and programmes. Knowledge management is closely associated with HRM practices. Knowledge management is defined as the systematic, explicit and deliberate building, renewal and application of knowledge to maximize enterprise knowledge related effectiveness and returns from its knowledge assets. Knowledge management will help to reshape and develop the organizational workforce to strive towards excellence. It will lead to competitive advantage to an

organization. Knowledge management accelerates human resource of an organization by bringing about: positive changes in the following four dimension of intellectual capital * Human capital *Structural capital * Social capital and * Customer capital There is a reciprocal relationship between knowledge management and HRM and both influence even other. Important of km Most companies are focused on producing a product or service for customers. However, one of the most significant keys to value-creation comes from placing emphasis on producing knowledge. The production of knowledge needs to be a major part of the overall production strategy. One of the biggest challenges behind knowledge management is the dissemination of knowledge. People with the highest knowledge have the potential for high levels of value creation. But this knowledge can only create value if it's placed in the hands of those who must execute on it. Knowledge is usually difficult to access it leaves when the knowledge professional resigns. 1. Produce: Apply the right combination of knowledge and systems so that you produce knowledge based environment. 2. Respond: Constantly monitor and respond to the marketplace through an empowered workforce within a decentralized structure. 3. Anticipate: Become pro-active by anticipating events and issues based on this new decentralized knowledge based system. 4. Attract: Attract people who have a thirst for knowledge, people who clearly demonstrate that they love to learn and share their knowledge opening with others. These so-called knowledge

professionals are one of the most significant components of your intellectual capital.

5. Create: Provide a strong learning environment for the thirsty knowledge worker. Allow everyone to learn through experiences with customers, competition, etc. 6. Last: Secure long-term commitments from knowledge professionals. These people are key drivers behind your organization. If they leave, there goes the knowledge

According to Kael Wiig, knowledge management is defined as, "a systematic, explicit and deliberate building, renewal and application of knowledge to maximize enterprise knowledge related effectiveness and returns from its knowledge assets". Beckmans has proposed an eight stage knowledge management process. These stages. Include Identify stage: This stage includes identification of competencies necessary for organizational success. Collect stage: This stage includes acquiring existing knowledge, skills, experience etc. to possess the competencies. Select Stage: This stage deals with the assessment of value of collected knowledge against the standard requirements for success Store Stage: This stage takes the suggests of knowledge, classified them and includes them in the organization existing knowledge.

Share stage: This stage makes the new and existing organizational knowledge accessible for employees. Apply Stage: This stage enables employees to apply knowledge in organizational activities /operations, decision making, problem solving, exploiting opportunities etc. Customer acceptance: This stage involves obtaining customers acceptance/ clients approval for the products/services produced/development based on the knowledge. Create stage: This stage involves development of new knowledge through observation, feedback, brain storming, failures in the previous events etc.

Learning organization A learning organization is one in which people at all levels, individually and collectively, are continually increasing their capacity to provide result they really care about. It refers to the capacity of an organization to create the results they firmly desire It will help organization and its members to adapt to changing environment. Leaving organization will help to increase ones knowledge and skill and gain competitive advantage.

 Learning organization has become highly relevant in a global,econorny which operates in a diverse culture. Learning organization is important become of global economy, diversified envi-i-onmer, growth of information and changing technology. - Learning organization will help us .0 deals with these issues effectively. Learning organization is important because it will teach individual and organization to be flexible increase motivation develop skills and knowledge of its workforce and help people to work in a coordinated manner in teams Learning organization is important as it leads to greater commitment to organization and work.

Characteristic o Provides people with opportunities to learn new things. o Assign people to positions to stretch them and to evaluate. o Tolerate mistakes of employees when employee is learning a new task or skill. o Provides paid release time for employees development purposes. A learning organization is one that is able to change its behaviours and mind-sets as a result of experience. This may sound like an obvious statement, yet many organizations refuse to acknowledge certain truths or facts and repeat dysfunctional behaviours over and again. Examples include the number of times restructuring initiatives are repeated because the previous

attempt did not achieve the desired outcomes or the failure of mergers and acquisitions to meet initial objectives Although there may be some metrics that can gauge and evaluate learning in an organization, this discussion will offer an alternative perspective, not about how to measure outcomes, but more about how to create learning environments that facilitate the achievement of specific or of multiple, related objectives. Such environments tend to promote learning and leadership at all levels (distributed leadership) and they are likely to make the organization more accountable for its actions as individuals tend to accept more readily responsibility for their actions. Organizations, both in the private and public sectors that have adopted this approach find that individual responsibility increases to a significant degree and accountability becomes clearer and stronger. They also find that they develop true distributed leadership (Maguire & McKinley 1999), as everyone is a responsible agent working towards shared vision, exploring possibilities and taking initiatives that nevertheless fit well into the overall strategic direction. Learning organizations achieve this through a strong network of relationships and peer support (rather than pressure).Enabling learning environments inform business strategy by taking advantage of distributed intelligence throughout the organization; they fully engage internal and external stakeholders by responding to issues identified by stakeholders; they change the behaviour of the organization through mind-set and attitude change in individuals within the organization; and, finally, they help to integrate sustainability thinking into the culture of the organization. All human organizations are complex and one way of understanding their characteristics is through complexity theory. The following characteristics are those of complex learning organizations and

are based on research with companies in both private and public sectors undertaken by the Complexity Group at the London School of Economics, UK, over the past12 years. Organizational learning (OL) is more than individual learning and arises through the interaction of individuals in group and teams of different sizes. What is characteristic of OL is that it is an emergent process in the sense that its outcome is not predictable and it is more than the separate contributions of individuals. (The principles of complex systems shown in italics are discussed in Middleton-Kelly 2003) OL needs the right environment to thrive, one that allows time for reflection on past actions and outcomes and is prepared to accept some unpalatable truths and one that is not a blame culture in the sense that mistakes are unacceptable. Such an environment makes a distinction between mistakes that are the result of irresponsibility and lack of forethought and those that are genuine explorations of a new idea or a new way of working. If individuals and teams are encouraged to be innovative then they need to explore alternatives and to take thoughtful risks. But not all the experiments will succeed. For one to succeed many need to be tried. The failures are not mistakes, they are legitimate explorations of the space of possibilities, as part of the search to find new, innovative products, procedures, ways of working, etc.

. Union and nonunion firm

Union Union in hrm deals with hrm associated with union activities in organization Union HRM refers to HRM policies and program of an organization which has union Union HRM is regulated by statutory provisions Union members should abide by rules and regulation of their union. Union has powerful impact after globalization Merits of union Union HRM deals with HRM practices that are associated with an organization that has a unionized workforce. It protects workforce/employee from high handedness of management. ii) Union provides security guidance advice and identity to the employees. Union also guides and regulates the management and employer practices so that conflict and industrial dispute is avoidable. Trade union protects and represents the interest of their members through collective bargaining. Trade union also indulges in many welfare measures for its employees.

Demerits: .One of the greatest demerit of a unionized workforce is that individual employee loses its identity. .He alone on his own cannot bargain or take extra advantage or concession than what is settled with union. . Union is often in conflict with the management. In India this conflict is seen in the form of strikes, lockouts, Gheros etc. . Union often takes tangent conflicting and oppositional stand. They do not consider themselves as equal partners and collaborators in industrial growth

Nonunion hrm
Nonunion hrm refers to those employees who do not belong to organized union. They do not belong to organization policies and procedures, Nonunion hrm is not regulated by statutory provisions. Nonunion members are free to act and speak individual choice to take decisions. Nonunion is common in American organization. High tech firms follow nonunion hrm practices.

Merits

Merits of Non-union HRM It was found that non union firm was characterized by highly, sophisticated HRM practices. Non union firms in USA emphasized. Employment security and protection from layoffs. Internal promotion 6 Above average pay and fringe benefits o Feedback mechanism and communication arrangements with employees. Careful selection, training and evaluation of managers in relation to their human resource responsibilities. . Non union HRM also makes extensive use of formal grievance procedure. . Guest and Hugue (1996) too formal that non-union establishment have clear HRM strategic. .Employees of non-union HRM has considerable choice and freedom. They could negotiate with their employers without any restriction of a third party (i.e. Union) the individual identity of employee is maintained. .Non-union employees are not controlled, guided and regulated by union, which in many unionised organisation is a powerful and dominating force. Demerits of non-union: Nonunion workplaces generally have less provision for employee relation/human resource manager they also don not emphasize much on employee training.

Very rarely do they provide formal training to all their first line supervisors in employee relations. Non-union workplaces were less likely to pursue innovative work practices such as work groups, team building or TQM Management of non-union work places was found to be poor communicators. They were less likely to hold regular meetings between management and employees. Despite the fact that non-union workplaces employed a higher proportion of female staff they were significantly less likely to provide family leave for employees, to have a written policy on equal employment opportunities (EEO) or Affirmative action (AA) or to provide management with training on these matters. Non-union workplaces were more likely to employ higher proportions of non-core employees (casual/temporaries) than unionized workforce Voluntary employee turnover was high in nonunionised workplaces.

Models of hrm

Conventional model harm

 Conventional model of human resources management It is an individual and basic unit of organization Conventional model of human resources management it is vertical where in organization structure was multi-layered. Conventional model of human resources management Performance appraisal was standardized

Conventional model of human resources management Heavy rules and regulations influenced Conventional model of human resources management Working hours and working place was fixed

Newer model of harm

.Newer model of human resources management was emphasized on team .Newer model of human resources management Operates in globalized environment. Newer model of human resources management Organization structure was flat Newer model of human resources management Performance appraisal was individualized Newer model of human resources management Working hours and place of work was flexible.

 Newer model of human resources management deals with cross culture diversity. Newer model of human resources management Flow of information was vertical and horizontal

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