Professional Documents
Culture Documents
INDEX
1. INTRODUCTION
2. REVIEW OF LITERATURE
3. ORGANIZATIONAL STRUCTURE
OF GIC
5. CONCLUSION
2
Chapter 1
Introduction
1.1 Introduction
One of the earlier views of HRM put forward by Scheain was HRPD
(Human Resources Planning and Development). According to him, HRPD
should match organizational need for human resources and individual needs
for a career and growth. His HRDP included human resource planning,
recruitment, selection, performance appraisal, educating, job enrichment,
counseling, and other functions. Training and development, feedback,
organization development ,research and developmental activities has been
additionally included in the HRD system by writers like Udai Pareek and
T.V. Rao, In fathom must be capable to accommodate all such aspects.
Human Resource Management is involved in providing human dignity to the
employees taking into account their capabilities, potential, talent,
achievement, motivation, skill, commitment, creative abilities and so on, so
that their personalities are reckoned as valuable human beings. Thus, HRM
is involved in every business, managerial activity, or function. We can
remark here: if actuating implies getting things done by people, which is the
4
Resources are the means which can be drawn on. They are collective means
for production, support and defence, as well as a source of strength and aid.
Human resources are wealth or means that can be drawn on. Human capital
and manpower of the company can be treated as its human resources. It can
otherwise be understood as the resourcefulness of the human resources. It
can otherwise be understood as the resourcefulness of the human beings or
people available for an organization.
Different terms are used to denote human resource management. They are:
labour management, labour administration, labour management relationship,
employee -employer relations, industrial relations, personnel administration,
personnel management, human capital management, human asst
management, human resource management and the like. In simple sense,
human resource management means employing people, developing their
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3. Staffing:-
Staffing or acquisition of Human Resources is an additional bustle of
Human Resource Management. Staffing actions determine the
reimbursement of an organization’s Human Resources.
Staffing activity includes:
• Discharge or retirement.
9. Employee Participation:-
This is relatively new unction of Human Resource Management.
Employee participation focuses on giving employees a voice, sharing
information with them and consulting them on matters of mutual interest.
Employee’s participation is an important step in establishing industrial
democracy.
1.5.1. The Universe – The present study has covered all the apex
insurance companies having corporate office in Maharastra State. Below
mentioned insurance companies are financially sound and giving first
priority to human resource as compared to its any other assets in the
balance sheet.
1.5.2 Techniques of Analysis – For this study, the collected data has
been processed and tabulated by way of tables. The tables have been formed
to bring out the information on all aspects of HRA, and the queries and
suggestion of administration wing. While analyzing the data, simple
statistical techniques such as percentages, ratio and average were used.
Moreover the data was presented with the help of charts, flow chars &
tables. For evaluating the performance of insurance companies.
1.6.1 For the Secondary Data: - The secondary data was gathered from
following sources;
The need for an information system, which will deal with human
resources, is seen by many as one of the most important shortcomings in
present managerial information. Its use would aid decision-making by
management and investors. It would provide a better estimate of the value of
the insurance companies and its return on investment and would lead to a
more efficient allocation of resources within the economy.
The need for the value of human resources being shown in the
insurance companies balance sheet has been very nicely brought out in
the following poem by Webster: 41
Typed and ruled with great precision in a type that all can see;
And the details which are given more than usually appear;
Though investments have been valued at the sale price of the day;
The asset is the value of the men who run the show.”
The findings of this study and the conclusions reached are based
on analysis of the information supplied in the questionnaire. As
responses have been checked according to the perception of the person
filling the questionnaire, the probability of certain amount of
subjectivity in the response cannot be ruled out.
References
Chapter 2
Review of Literature
2.1 History:-
There are traces of some sort of human resources approach in the ancient
Indian literature. Valmiki, in his Ramayana (sundarakand sarge 64, slokas 16
and 17), observed that people who carried out difficult and important task
must be give due respect, and no coercion was mandatory for such people to
complete fighting fit. It was implied that good performers obligatory having
sovereignty of achievement and admiration. It is also interesting to note that
Thiruvalluvar, a Tamil scholar who lived 2000 years ago, emphasized the
need for careful selection of employees. Employers were instructed to
entrust tasks to the employees’ only after properly testing them.
Thiruvalluvar specifically suggested that full trust must be put on the
employees who were found trustworthy. A good employee is the one, who
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performs, not only assigned main task, but also additional complementary
tasks according to Valmiki.
One who performed only the assigned tasks may be considered as average
employee, while one who failed to complete even the assigned task is a bad
servant. This can be used as standards for performance evaluation. Payment
of remuneration may be influenced by such performance evaluation.
and they represent different concepts. At the same time HRD is at the center
of HRM. HRD is examined in detail elsewhere in this book.
The new HRD approach, which stresses the need for developing the
company’s own people to suit the update technology, modernization of
machinery and equipments and the changing trends in attitudes and
approaches, necessitates to develop individual employee in accordance with
his aspirations and potentialities on the one hand, and the company’s
requirement in the other. This is what the HRD does. Quite often
Organization Development (OD) programmes are effectively integrated with
the HRD programmes. Of course, OD programmes are the programmes
which the OD interventionists prescribe for the effectiveness of the
organization. It needs not to be what the individual members of the
organizational needs. Training and development programmes from part of
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OD, while training and development are the most decisive aspects of HRD
too.
HRD efforts are now described in terms of the training and educating
programmes and the number of people who are exposed to these
programmes. Unless a systematic and constant monitoring of these
programmes, in terms of actual result achieved can be determined, it may
not be possible to understand whether the real purpose is served be these
programmes. At present, therefore, the end result of both HRD and OD are
perceived as synonymous. Of course, no change can be effectively and
totally incorporated nor their results achieved considerably long period.
These efforts must go on simultaneously with the human resources
management strategy.
HRM has its various tools like appraisal schemes, feed-back system, Quality
Circle and Organization Development intervention, T-Group training, MBO
objective setting, consensus in decision-making, and so on. All such tools
are useful in human resources development also. At present, however,
training programmes seem to determine the HRD scene. An effective
management information system backed by information collecting, storing
and retrieval system and research and analysis must be the basis for every
HRD programme. This would enable the organization to motivate its own
people to strive to be developed in accordance with the organization to
motivate its own (existing and expected). Thus, HRM is the integrated
approach to actuating and managing the company’s own people, while their
aspirations and to suit the organizational needs. Both are not synonyms; the
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latter is at the center of the former, and both are interdependent and
integrated into one system.
2.5.3. As a Controller:-
29
2.6.1.Job Design:-
Chapter 3
Organizational Structure of the GIC
31
(II) It helps in showing the break down of the objective into functional
and sub divisional goals at the different levels portrayed in the
organizational chart.
(III) It thus helps each manager to see his task; it also tells him what
authority he has to accomplish.
(IV) It tells each manager where his accountability lies and who (under
him) are in his sphere of command.
(V) The organization structure helps a visual appraisal of how well (or
otherwise) the human talent is absorbed into the scheme of
management. By blending the functional and the people-centered
strategy of developing the organization it achieves two purposes.
(a) Securing the best out of the management team, and
(b) Adding the essential flexibility (and dynamics) to the structure.
In various contexts, during the discussion so far (in this research work) one
realization expressly or covertly, has appeared almost; - a recurring theme.
This is that the science in management has run around on the shoals of
unpredictability and irrationality, wherever the behaviors element
intervened.
Organizational theory extends over a growing area of research in a variety
of fields bearing on organizational behavior, performance and group
dynamics.
3.4. GRAPHS
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REGIONAL OFFICE
Regional Officers generally are the mandatory officers which issue the
guidelines to the divisional office and take reviewed of the activities
performed by the subordinate offices. Hence the Regional Office should be
manned with the experienced and expert personnel. The Regional Offices
which are situated in the Metropolitan cities or ‘A’ grade cities are headed
by an Asstt. General Manger within the permitted cadre strength. The
Regional Offices below the categories as mentioned above are headed by
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managers. At some places where the work load is more and area of business
is larger an Additional Manager may be posted.
3.4.2. The chart as given below can show the Personnel Organizational
structure of the corporation at the HO level. The Organizational set-up of the
Regional Level is shown below
CRM
37
MANAGER
DY.MANAGER
ASA.MANAGER
AO
ASSISTANT
RECORD CLEARK
Chapter 4
Human Resource Management in Insurance Sector
An Overview
Human Resource Management (HRM) is an approach to the management of
the people, based on four fundamental principles. First, human resources are
the most important assets of the organization have and their effective
management is the key to its success. Second, this success is most likely to
be achieved, if the personnel policies and procedure of the enterprise are
closely linked with, and make a major contribution to, the achievement of
corporate objectives and strategic plans. Third, the corporate culture and the
values, organizational climate and managerial behavior that emanate from
that culture will exert a major influence in the achievement of excellence.
This culture therefore, e managed which means that organizational values
may need to be changed or reinforced, and that continuous efforts, starting
from the top, will require getting them accepted and act upon. Finally, HRM
is concerned with integration-getting all the members of the organization
involved and working together with a sense of common purpose.
Broadly, there are three meanings attached to the concept of HRM. In the
first place, persons working in organizations are regarded as a valuable
source, implying that there is a need to invest time and effort in their
development. Secondly they are human resources which mean that they have
their own special characteristics and, therefore, cannot be treated like
material resources. The approach focuses on the need to humanize
organizational life and introduce human values in the organization. And,
thirdly, human resources do not merely focus on employees as individuals,
but also on other social realities, units and process in the organization. These
include the role or the job a person has in the organization, the dyadic unit
(consisting of the person and his superior), the various teams in which
people work, inter-team processes, and the entity of the total organization.
In its essence, HRM is the qualitative improvement of the human being who
is considered the most valuable asset of an organization –the sources,
resources, and end-user of all products and services. HRM is, no doubt, an
outgrowth of the older process and approach. But it is much more than its
parent disciplines viz., personnel management and behavioral science. HRM
is also more comprehensive and deep-rooted than training and development.
Its approach is multi-disciplinary from the beginning to the end. It is a
scientific process of continuously enabling the employees to improve their
competency and capability to play their present as well as future expected
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roles so that the goal of the organization are achieved more fully and at the
same time the needs of the employees are also met to an adequate extent.
The main task of TPF is to respond The main task of HRS is to develop
effectively to the demands (coping enabling capabilities (proacting role)
role)
In India, the history of insurance, in its present form, can be traced with the
establishment of a British Firms, Oriental Life Insurance Company in
Calcutta in 1818. This was followed by the formation of Bombay Life
Insurance Company in 1823, the Madras Equitable Life Insurance Company
in 1829 and the Oriental Government Security Life Insurance Company in
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1874. The first general insurance limited company was established in 1850.
The Indian Mercantile Insurance Company Limited, which was set-up in
Bombay in 1907, was the first Indian Company to transact all classes of
general insurance business. Even though the first life insurance company
was established as early as 1818, there was no exclusive legislation to
govern the activities of insurance companies during the nineteenth century.
The Indian Companies Act passed in 1866 regulated all companies,
including insurance companies.
After the Indian Insurance Companies Act 1938 was passed, there was
mushroom growth of insurance companies in India. In spite of mushrooming
of many insurance companies per capita insurance in India was merely Rs. 8
in 1944 as against Rs. 2000 and Rs. 600 in US and UK respectively. Even
this limited growth is marked by many malpractices, deficiencies, and
frequent liquidations of insurance companies shaking publics’ confidence
and depriving policyholders of their saving and security. It is reported that in
those days insurance and banking was in the control of big industry houses
resulting in interlocking of funds between banks and insurance companies.
These dark deeds of dishonest insurance men helped to intensify the public
chauvinism and invited public demand for nationalization. As a consequence
the entire private companies less than one corporation.
Since 1973, the insurance sector has been totally under the control of
government of India through LIC and GIC and its subsidiaries. As a result,
revenue of both of them increased significantly in the later years.
disciplinary cases and grievances. There are two sides to a dispute in most
organizations- the management and workers. There is a gap and the means
have to be found to bridge that gap. Whether or not unions exist, it is highly
desirable for the management to develop methods of dealing with employees
collectively. Nonetheless, relationships with unions often involved
confrontations. The necessary techniques must be evolved for encouraging
mutuality and working together in the interest of all. Unions have to be
managed like everything else in an organization. Management normally gets
the union it deserved. If it handles unions the wrong way, the result for the
results for the organization can be disastrous.
An approach to collective dealing should be:
a. The recognition of the union,
b. The respective role performance of management and
union,
c. The type of procedures one can adopt to regularize
relationship with unions,
d. The basis techniques of negotiating with unions,
e. The mechanism of involvement through participation,
both traditional forms of joint consultation as well as the
more recent Japanese import of quality circles.
4.3.6. Human Resource Utilization:
According to Peters and waterman, to achieve productivity through people,
it is very essential to “treat them as adults, treat them as parent treat them
with dignity, and treat them with respect.” These fundamental human
relations values provide the base or productivity management programmes,
which use techniques such as method study to improve efficiency. Both
55
managers and workers must be persuaded somehow to realize that they have
a common interest in increasing output.
The following actions are required to improve the use of human resources:
a. Conduct a productivity drive;
b. Improve manpower budgeting and control techniques;
c. Introduce work measurement;
d. Use appropriate payment method by results, bonus and
profit-sharing schemes;
e. Improve motivation;
f. Involve employees in improvement programmes;
g. Introduce new technology;
h. Negotiate appropriate productivity agreement; and
i. Introduce training programmes based on an analysis of
productivity needs.
4.5. Selection:
For decades, research in this field has validated various selection devices as
indicators of how a candidate will perform on the job, in both productivity
and quality. The current focus on total quality management, however, has
brought a new dimension into play. Ability testing, in particular, needs to be
viewed differently. Organizations that adopt a total quality management
approach required individuals who are keen problem solvers, and good at
teamwork. These are the abilities which need to be tested during the
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facilitate understanding of job duties. Most quality gurus are critical about
the existing performance appraisal practices. They point out that these
practices focus too much on the individual as far as quality problems are
concerned. Deming argues that most quality problems are the product of
systems and processes. According to him, focus on individuals is
counterproductive, in that it diverts attention from the root causes of poor
quality. Hence, he calls for total scrapping of individual performance
appraisal systems particularly those that encourage competence within the
organization. An ideal performance management system can focus strongly
on developing skills and abilities necessary to perform well and, as such,
directly support collective responsibility.
4.11. Communication:
Information is a very versatile commodity. Easier said than done making
information flow within the organization is a complex and difficult task.
Information and total quality are inter-linked. Feedback about quality and
information is a critical to all quality improvement programmes. Open flow
of information about quality and business results must e shared throughout
the organization. This is in contrast to prevailing practices in many large
organizations which are secretive about their performance results, business
plans and major changes for a variety of reasons. Employees who receive
information should possess necessary skills to understand the same and
participate in problem-solving activities.
65
the other. The purchasing organization becomes more dominant and plays a
powerful role.
Once the merger or acquisition is agreed, it has to be successfully managed.
Employees need to be afforded opportunities to participate in the
organizational change and communication process. People aspect is very
important in any acquisition process. The success of any merger or
acquisition is highly dependent on managing cultural differences. The
various questions that can be raised in this context are:
1) How do the respective companies go about their business?
2) What are the social and educational backgrounds of key
executives?
3) Does the company to be acquired have hierarchical or flat
structure?
4) What is the status of a trade union, if any, and how the
relationship is being managed?
5) What do the compensation and benefit policies signify?
These and other questions can provide the basis for an audit of human
resource management that will provide essential information if the new
company is to be successfully integrated. The communications framework is
the most important factor for smooth integration in an acquisition. With
effective communications the acquiring company can develop a climate of
confidence and, hopefully, eliminate much of the friction which frequently
occurs.
REFERANCES
1. Tarmoom, A. Z., “A conceptual structure for human resource -
Total cost accounting model”, Himalaya Publishing House,
New Delhi-110002, p. 17
2. Ibid, p. 18
69
3. Ibid, p. 18
4. Likert R., The human organization: Its management and value,
McGraw Hill, New York, 1967.
5. Giles, W. J. and D. F. Robinson, Human asset accounting,
Lawrence – Allen, Great Britain Revised 1980.
6. American Accounting Association 1971, A statement of basic
accounting theory, Evanston III, p. 10.
7. American Accounting Association 1972, “A report of the
committee on human resource accounting”, The Accounting
Review, Supplement, Vol. XLVII,pp. 182 – 185.
8. Jurkus, A. F., “The Uncertainty factor in Human Resource
Accounting”, Personal Journal, Vol.56, No. – 6, Nov. – Dec. –
1979. P.72 -75.
9. Flamholtz, E. G. , “Human Resource Accounting: Advances in
concepts, methods and applications”, Jessey – Base INC, San
Francisco, California, Second Edition- 1986.p.96.
10. Ibid, p.121.
11. Batra, G. S., Modern Trends In Accounting Research, Deep
and Deep Publications, New Delhi- 110027, p.233 – 235.
12. Ibid, p.224.
13. Ibid, p.224.
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Chapter 5
CONCLUSION AND SUGGESTIONS
5.1. Summary
The human capital of an organization represents one of its largest
investments. The objectives of HRM include getting the organization right
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people, paying and treating them fairly, and getting them involved in
working productively. The attainment of these objectives necessitates the
performance of several functions. The main HRM systems are:
Appraisal system;
Career system;
Training system;
Work system;
Cultural system; and
Self-renewal system.
All systems and sub systems of HRM must be incorporated in the
organization while setting the goals and objectives. This will also indicate
the purpose and processes and make HRM more meaningful. Human
resource functions are many and varied and include such things as human
resource planning, recruitment, selecting, training, and canceling employees,
compensation management, and employer-employee relations. In small
organizations, most human resource functions are performed by owners or
operating managers. Large organizations usually have a human resource or
personnel department that is responsible for co-coordinating and directing
the human resource functions. However, little systematic information exists
in the area of HRM policies and programmed that are generally followed in
organizations to achieve their corporate goals and objectives. The General
Insurance Corporation recognizes that human recourses are its most valuable
assets. Training and performance appraisal in the GIC is dealt in the 3rd
chapter. It is concluded that the training brings perfection and specialization
in the performance of the individual in the GIC. It has been conducted
various training program from time to time in order to maintain and for the
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BIBLOGRAPHY
BOOKS:
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