Preface We celebrated our 60th Republic Day with lots of enthusiasm, gaiety and honour on 26 January 2010. The age sixty reminds us that we are now quite matured in our democracy and have developed enough expertise to introspect our past activities for finalizing a direction to move forward and to achieve the dream status of ‘Developed India’ in 2020. If we see the history, even in 30 years back China was well behind India in every respect except the human population and the country area. But today, if we talk of production in agricultural crops, electronics goods, space technology, scientific research, industrial revolution, and even in defence status, China is about 150 years ahead of India. When we, the Indian, talk of population explosion, the important factor behind all problems against our economic and scientific development, China has utilized its vast human resources as important power behind all success. Organizations are not mere bricks, mortar, machineries or inventories. Among three components or resources – Machines, Materials and Men, the vital resource is human who staff and manage the organizations. In any type of organization, whether it is government, business, education, health, recreation or social action, the Human Resource Management (HRM) is always concerned with the people dimension in management like acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization, for achieving organizational objectives.

Abstract People are the most important and valuable resources of any organization. Dynamic people can build dynamic and growth-oriented organizations. No wonder that late Homi J Bhava advocated on identification and selection of a dynamic scientist and building a laboratory ‘for’ him and ‘around’ him and not the reverse, that is, building a laboratory with certain aim and then search a suitable candidate to steer it. Effective employees can contribute to the effectiveness of the organization. Competent and motivated people can make things happen and enable an organization to achieve its goal. Therefore, organizations should continuously ensure that the dynamism, effectiveness, competency, and motivation of its people remain at a high level. Human resource development is a continuous process to ensure the development of employee dynamism, effectiveness, competencies and motivation in a systematic and planned manner.

Abstract Motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. Motivation is a complex area. It’s different for different persons. Alignment of aims, purposes and values between staff, teams and organization is the most fundamental aspect of motivation. Organizational work culture and employees behavior are two important factors in taking decision on motivation techniques to be followed in the organization. Security of job, reward on better performance, importance of employee’s view in decision making, positive attitude, decisive leadership, etc bring motivation among employees. The five practices such as get to know every employee, challenge them to improve the performance, treat each employee as client for a day, establish great idea award and implement the great idea in organization activity, can improve the motivation of employees. They should be considered as resources, trusted by giving responsibility and rewarded with performance bonus for better motivation in the workplace.

Abstract Training is for improvement of a person. Training is no longer optional. In the 21st century, an organization’s capacity to effectively train its people is part of its ability to survive.  And if that capacity isn’t there, or if it is defective, then the organization itself will reveal that flaw in a number of destructive ways, including loss of bottom line profits. Needs identification will help to identify the necessary and relevant issues for proper planning and implementation. Needs identification is the first logical step to determine and justify the requirement for training in the first place. It acts as a prognosis of an organizational ailment. There are various methods and techniques to identify needs which are then categorized into four major categories : democratic, diagnostic, analytic and compliance needs. Since none of the technique is self sufficient in nature it is advisable to have a combination of techniques so as to get the true result i.e. the actual training needs. Need analysis is the next step in the training process to determine training for whom, why and what. The three major components of needs analysis are organizational/strategic analysis, task analysis and person analysis. Organizational analysis involves determining the extent to which training is congruent with the company’s business strategy and resources.

Abstract Mentoring is a personal enhancement strategy through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies. The concept of mentoring is not new. Guru – Shishya traditions in every old civilization are the examples of mentoring by which culture, technology and knowledge have been successfully disseminated from older generation to newer generation. Being an important career building factor, now more emphasis is given to develop mentoring relationship in organization level. In office culture mentoring facilitates an environment in which an individual grows both as a person and as a professional.

Abstract Leadership behavior is seen in every group of social animals like elephant, honey bee, human being, etc. Initially people thought this behavior as inborn character and only few lucky people possessed it. But now it has been proved that this character can be developed by interested people through systematic training. In every family parent are playing the role of either leader or manager and being a role model gradually transmitting this behavior to their children from childhood itself. Training begins at home of every successful leader.  In this article the characteristic features of leaders, style of their functioning, leadership theories and the difference between a leader and a manager are discussed in details. Important tips have been mentioned to follow for becoming a good and successful leader.

Abstract Stress can be due to both positive as well as negative experiences, which also forms a necessary part of our daily lives. If we consider an evolutionary standpoint stress was necessary for survival (i.e., imagine hunting large prey on which one’s entire tribe is dependent) and in our modern lives also stress is important as it motivates us for the fulfillment of tasks and changes. Pressure is felt from the environment during transition period ( like at the time of high school graduation) and in preparation for some events (like job interview). Although stress can be a motivation tool, too much stress or inability to cope up with stress can have an adverse effect on the health of an  individual. This chapter represents the study on stressors, various sources of stress, outcomes of stress, and various strategies which will help an individual to cope up with stress. The study is supported by case studies which helps in understanding the chapter more clearly.

Abstract No one is born with the gift of good time management skills and it is rarely taught at schools or universities. The ways to manage time and get the things done is something which has to be developed and implemented by an individual himself. We need to find out the perfect method that will suit us. We may often wish to get more time but we only get 24 hours, 1,440 minutes or 86,400 seconds each day. The perfect ways to utilize time depends upon skills learned through self analysis, planning, evaluation and self control. Establishing a time management depends on individual’s personality, ability to self motivate and level of self discipline. The objective of this chapter is to focus on benefits of time management, tips for time management, steps for time management and various techniques of time management. The study is supported by case studies which will help in understanding the chapter thoroughly.

Abstract Whenever human beings come together and interact, there are bound to be conflicts. It is the struggle between individuals or groups or organizations for values, status, power or scare resources, that creates tension and frustration. It cannot be totally eliminated, it has to be managed. Positive conflicts sometimes lead to innovations or new directions of thinking in the Research and Development (R&D) environment. But negative conflicts mainly breed unproductiveness, a climate of distrust and suspicion, antagonism, and neglect of organizational goals. Conflict arises due to one of the three reasons : unacceptability, uncertainty and incomparability of alternatives. The problem of unacceptability arises when the most preferred alternative is not found to be acceptable. Uncertainty arises when the individual faces problem to select one from the alternatives. The incomparability dilemma is a situation where the decision maker does not have standards to compare alternatives. Modern managers must be equipped to deal with different types of conflict and devise strategies to resolve them. This chapter deals with conflicts at individual level, at group level or at organizational level, their resolution through negotiation or collaboration, models and methods for managing conflicts, etc in details. A healthy organization climate can unblock creative potential of its employees, streamlining and facilitating efforts for the good of the organization and its employees.

Abstract Workplace has become more and more complex due to tremendous pressures and high expectations and it poses heavy demand on the managers and leaders to exhibit their emotions smartly and intelligently. Thus, in the present scenario social and emotional competencies are considered as very important ingredients of individual’s efficiency and effectiveness at workplace. Emotional intelligence is the ability to sense, understand, value and effectively apply the power and access of emotions as a source of human energy, information, trust, creativity and influence. Present chapter elucidates different models of emotional intelligence and role of culture and sociological factors in defining emotional intelligence.  It also explains the four cornerstone model of emotional intelligence. These four cornerstones made emotional intelligence moved out of the preview of psychological analysis and philosophical theories into the domain of direct knowing, exploration and application. These are emotional literacy, emotional fitness, emotional depth and emotional alchemy, which are significant in the organizational context. Finally chapter describes about different measures of emotional intelligence.

Abstract The professionals carry additional moral responsibilities as compared to the general population and in society the professionals are capable of taking actions and decisions in a situation which the general public cannot take due to the lack of relevant training and knowledge. Ethics are used world-wide in large companies as well as in small businesses. Ethics is required to be promoted in the work place since it gives employees a sense of trust and worth that can help the business and employees succeed. The client places trust in the professional on the basis that the service provided will be of benefit to them. The purpose of this chapter is to study about need of ethics, types of professional ethics, moral principles of professionals and ethical decision making. Further the study is supported by case studies to make the chapter more relevant.

Abstract This chapter highlights the need of performance appraisal. It discusses various measures and methods of performance appraisal with respect to organizational goals. Performance counseling, when used as a part of performance appraisal is a strong motivational tool for the employees and results in organizational effectiveness. The issue has been discussed from the perspective of employer and employee

Abstract The major objective of this chapter is to examine how knowledge management initiative can bring competitive edge and help organizations to compete in a knowledge era. People now viewed as being the most valuable asset and ‘people management’ being a pertinent issue in knowledge management, the pivotal role of HR is being increasingly recognized by the organizations in a knowledge economy. The chapter starts with a discussion on the nature of knowledge management, theory, and process and then explores the role of human resource practices in facilitating the KM process in organizations. The author examines how different HRM practices like talent management, performance management, training and development, fostering trust, reward systems, institutionalizing learning systems and leadership can be linked with the knowledge management process to achieve competitive advantage.

Abstract Human resource management (HRM) has experienced a strong evolution. It is necessary to evaluate the design and implementation of personnel policies in order to provide useful information to managers. The objective of HR Audit is to analyze and evaluate the HR policies and their level of fit with the firm’s strategy and the characteristics of human capital. A periodic and systematic audit is very important in order to check the effectiveness and proper implementation of various HR policies in the organization. This chapter will represent various sections where the HR audit can be carried out, what should be the task of auditors, what are the steps/processes that needs to be followed at the time of audit, and various tools for HR Audit and preparation of Audit Report to be used for future references. At the end of this chapter a case study has been presented in order to make the study more effective.