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  • UGC NET MBA Unit-3 MCQs

    Human Resource Development and Industrial Relations

    🔹 Section A – Strategic Role of Human Resource Management (SHRM)

    1. Strategic Human Resource Management focuses on:
    A. Administrative efficiency
    B. Alignment of HR strategies with business goals
    C. Personnel administration only
    D. Payroll management
    Answer: B
    Explanation: SHRM integrates HR practices with overall business strategy to improve performance.*

    2. SHRM is mainly _______ in nature.
    A. Reactive
    B. Proactive and long-term
    C. Short-term
    D. Routine
    Answer: B

    3. According to Ulrich’s HR model, which is NOT an HR role?
    A. Employee Champion
    B. Administrative Expert
    C. Change Agent
    D. Financial Controller
    Answer: D

    4. The primary aim of SHRM is to:
    A. Minimize cost
    B. Maximize output
    C. Gain competitive advantage through people
    D. Maintain discipline
    Answer: C

    5. A strategic HR plan must be linked to:
    A. Individual aspirations
    B. Organizational mission and vision
    C. Employee benefits
    D. Government policies
    Answer: B

    6. HR managers act as “strategic partners” by:
    A. Conducting payroll
    B. Aligning HR goals with business objectives
    C. Handling grievances
    D. Managing benefits
    Answer: B

    7. HR scorecards are used to:
    A. Evaluate HR contribution to strategic goals
    B. Maintain attendance
    C. Record training hours
    D. Track salary data
    Answer: A

    8. A key characteristic of SHRM is:
    A. Focus on day-to-day HR issues
    B. Focus on long-term, organization-wide goals
    C. Focus on individual disputes
    D. Avoiding employee development
    Answer: B

    9. SHRM gives importance to:
    A. Cost reduction only
    B. Human capital as a strategic resource
    C. Rules and discipline
    D. Centralization
    Answer: B

    10. The process of linking HR metrics to strategic outcomes is called:
    A. HR Analytics
    B. HR Accounting
    C. HR Forecasting
    D. HR Auditing
    Answer: A

    🔹 Section B – Competency Mapping & Balanced Scorecard

    11. Competency Mapping identifies:
    A. Employee compensation
    B. Knowledge, skills and behaviors for a job
    C. Financial performance
    D. None
    Answer: B

    12. The main purpose of competency mapping is to:
    A. Hire cheap labour
    B. Identify skill gaps and develop talent
    C. Terminate poor performers
    D. Maintain hierarchy
    Answer: B

    13. The components of competency are:
    A. Knowledge, Skill, Attitude
    B. Personality, Experience, Power
    C. Motivation, Pay, Job
    D. None
    Answer: A

    14. Balanced Scorecard was developed by:
    A. Drucker and Fayol
    B. Kaplan and Norton
    C. Herzberg and Maslow
    D. Taylor and Gilbreth
    Answer: B

    15. The Balanced Scorecard links strategy to:
    A. Financial results only
    B. Four perspectives of performance
    C. Employee relations
    D. Marketing plans
    Answer: B

    16. The four perspectives in the Balanced Scorecard are:
    A. Finance, Customers, Processes, Learning & Growth
    B. Sales, HR, R&D, Production
    C. Profit, People, Planet, Policy
    D. None
    Answer: A

    17. Competency mapping helps mainly in:
    A. Training & development
    B. Marketing
    C. Production
    D. Accounting
    Answer: A

    18. Learning & Growth in BSC focuses on:
    A. Employee capabilities and knowledge
    B. Market share
    C. Financial results
    D. Product pricing
    Answer: A

    19. Balanced Scorecard integrates:
    A. Past performance only
    B. Financial and non-financial indicators
    C. Employee turnover data
    D. External audit reports
    Answer: B

    20. Competency-based HR practices improve:
    A. Bureaucracy
    B. Employee productivity and alignment
    C. Centralization
    D. Resistance
    Answer: B

    🔹 Section C – Career Planning and Development

    21. Career planning is the responsibility of:
    A. The employee
    B. The organization only
    C. Both employee and organization
    D. Government
    Answer: C

    22. Career development focuses on:
    A. Individual promotion
    B. Long-term growth and satisfaction
    C. Short-term profits
    D. Retirement
    Answer: B

    23. The first stage of career development is:
    A. Exploration
    B. Mid-career
    C. Establishment
    D. Decline
    Answer: A

    24. Succession planning is a part of:
    A. Career planning
    B. Industrial relations
    C. Training
    D. Payroll
    Answer: A

    25. Mentoring helps in:
    A. Skill transfer and career growth
    B. Job evaluation
    C. Recruitment
    D. Stress management
    Answer: A

    26. Career plateau occurs when:
    A. Employee is promoted
    B. Career growth stagnates
    C. Employee changes job
    D. Salary increases
    Answer: B

    27. Career counselling involves:
    A. Providing guidance for career decisions
    B. Salary negotiation
    C. Legal advice
    D. Promotion interviews
    Answer: A

    28. Mid-career stage is usually characterized by:
    A. Stability and self-assessment
    B. Job hunting
    C. Learning phase
    D. Retirement planning
    Answer: A

    29. Career development is essential for:
    A. Employee retention
    B. Job dissatisfaction
    C. Conflict generation
    D. Retirement benefits
    Answer: A

    30. The final stage of career development is:
    A. Exploration
    B. Decline or withdrawal
    C. Establishment
    D. Growth
    Answer: B

    🔹 Section D – Performance Management & Appraisal

    31. Performance management is a ______ process.
    A. One-time event
    B. Continuous process
    C. Annual formality
    D. Monthly review
    Answer: B

    32. Performance appraisal is primarily aimed at:
    A. Measuring employee performance
    B. Giving punishment
    C. Replacing workers
    D. Financial planning
    Answer: A

    33. 360-degree feedback includes input from:
    A. Superiors only
    B. Peers, subordinates, and customers
    C. HR only
    D. Self only
    Answer: B

    34. MBO (Management by Objectives) was introduced by:
    A. Elton Mayo
    B. Peter Drucker
    C. Douglas McGregor
    D. Frederick Taylor
    Answer: B

    35. The BARS method is used for:
    A. Recruitment
    B. Performance appraisal
    C. Grievance handling
    D. Counseling
    Answer: B

    36. Key Result Areas (KRAs) are linked to:
    A. Job description
    B. Performance targets
    C. Grievances
    D. Training needs
    Answer: B

    37. Assessment centers are used for:
    A. Training and managerial appraisal
    B. Production control
    C. Payroll
    D. Finance
    Answer: A

    38. The most objective appraisal system is:
    A. Graphic rating scale
    B. MBO
    C. Ranking
    D. Essay method
    Answer: B

    39. Performance management aims at:
    A. Aligning performance with strategy
    B. Reducing HR cost
    C. Legal compliance
    D. Paperwork
    Answer: A

    40. Feedback should be:
    A. Destructive
    B. Delayed
    C. Immediate and constructive
    D. Avoided
    Answer: C

    🔹 Section E – Organization Development (OD) & Change

    41. Organization Development is a _______ process.
    A. Planned and systematic
    B. Accidental
    C. Reactive
    D. Short-term
    Answer: A

    42. OD focuses on:
    A. Organizational effectiveness and change
    B. Recruitment
    C. Cost cutting
    D. Pay structure
    Answer: A

    43. OD interventions are based on:
    A. Behavioral science
    B. Economics
    C. Engineering
    D. Statistics only
    Answer: A

    44. Sensitivity training is also called:
    A. T-Group Training
    B. Job rotation
    C. Coaching
    D. On-the-job training
    Answer: A

    45. Team building is an example of:
    A. Human process intervention
    B. Structural intervention
    C. Strategic intervention
    D. Technological intervention
    Answer: A

    46. Job redesign is a type of:
    A. Techno-structural intervention
    B. Human resource intervention
    C. Cultural intervention
    D. Political intervention
    Answer: A

    47. OD aims at improving:
    A. Human relations and productivity
    B. Machinery efficiency
    C. Finance
    D. Law enforcement
    Answer: A

    48. The final stage in the OD process is:
    A. Evaluation and feedback
    B. Diagnosis
    C. Intervention
    D. Planning
    Answer: A

    49. OD is a _______ process.
    A. Participative
    B. Dictatorial
    C. Centralized
    D. Mechanical
    Answer: A

    50. Change management involves:
    A. Managing resistance
    B. Controlling finance
    C. Designing policies
    D. Promoting unions
    Answer: A

    🔹 Section F – Talent Management & Skill Development

    51. Talent management refers to:
    A. Attracting, developing, and retaining talent
    B. Payroll
    C. Recruitment only
    D. Disciplinary actions
    Answer: A

    52. Succession planning is part of:
    A. Talent retention
    B. Talent development
    C. Talent acquisition
    D. Performance management
    Answer: B

    53. Skill India Mission was launched in:
    A. 2010
    B. 2015
    C. 2018
    D. 2020
    Answer: B

    54. Pradhan Mantri Kaushal Vikas Yojana aims to:
    A. Train youth for employment
    B. Support agriculture
    C. Build infrastructure
    D. Promote exports
    Answer: A

    55. Talent management enhances:
    A. Employee engagement and innovation
    B. Conflicts
    C. Cost
    D. Turnover
    Answer: A

    56. National Skill Development Corporation (NSDC) is under:
    A. Ministry of HRD
    B. Ministry of Skill Development & Entrepreneurship
    C. Ministry of Finance
    D. NITI Aayog
    Answer: B

    57. Skill development is essential for:
    A. Employability and competitiveness
    B. Conflict
    C. Centralization
    D. Outsourcing
    Answer: A

    58. Key part of talent management is:
    A. Employer branding
    B. Layoffs
    C. Unionization
    D. Bureaucracy
    Answer: A

    59. Talent pipeline refers to:
    A. Future-ready employees for critical roles
    B. Machinery
    C. HR cost
    D. Appraisal form
    Answer: A

    60. The most critical phase of talent management is:
    A. Retention
    B. Recruitment
    C. Training
    D. Termination
    Answer: A

    🔹 Section G – Employee Engagement & Work-Life Balance

    61. Employee engagement is:
    A. Emotional commitment to the organization
    B. Physical attendance
    C. Salary-based motivation
    D. Job rotation
    Answer: A

    62. Engaged employees show:
    A. High productivity and loyalty
    B. Low morale
    C. Indifference
    D. High absenteeism
    Answer: A

    63. Work-life balance means:
    A. Equal pay
    B. Equal time for work and personal life
    C. Balance between professional and personal responsibilities
    D. Long working hours
    Answer: C

    64. Flexible working hours promote:
    A. Stress
    B. Work-life balance
    C. Turnover
    D. Absenteeism
    Answer: B

    65. Employee engagement is measured by:
    A. Surveys and feedback
    B. Salary slips
    C. Promotion letters
    D. Attendance
    Answer: A

    66. The opposite of employee engagement is:
    A. Disengagement
    B. Teamwork
    C. Motivation
    D. Innovation
    Answer: A

    67. A key factor in work-life balance:
    A. Supportive leadership
    B. Long overtime hours
    C. Strict hierarchy
    D. Lack of communication
    Answer: A

    68. Burnout is a result of:
    A. Work-life imbalance
    B. Recognition
    C. Engagement
    D. Rest
    Answer: A

    69. Highly engaged employees are:
    A. Committed and passionate
    B. Passive
    C. Disinterested
    D. Depressed
    Answer: A

    70. Work-life initiatives enhance:
    A. Employee retention and morale
    B. Absenteeism
    C. Conflicts
    D. Bureaucracy
    Answer: A

    🔹 Section H – Industrial Relations, Disputes & Grievance Management

    71. Industrial Relations deals with:
    A. Employer–employee relations
    B. Finance
    C. Production
    D. Marketing
    Answer: A

    72. The Industrial Disputes Act was enacted in:
    A. 1946
    B. 1947
    C. 1952
    D. 1965
    Answer: B

    73. The main objective of IR is:
    A. Industrial peace and productivity
    B. Conflict promotion
    C. Wage increase only
    D. Worker politics
    Answer: A

    74. Grievance means:
    A. Employee dissatisfaction
    B. Bonus
    C. Promotion
    D. None
    Answer: A

    75. First step in grievance procedure:
    A. Reporting to immediate supervisor
    B. Labour court
    C. Trade union
    D. Arbitration
    Answer: A

    76. Industrial disputes are settled by:
    A. Conciliation, Arbitration, Adjudication
    B. HR department
    C. Legal firm
    D. Employee committee
    Answer: A

    77. Collective bargaining involves:
    A. Employers and employees negotiating
    B. Individual complaints
    C. Arbitration only
    D. Government intervention
    Answer: A

    78. Conciliation is done by:
    A. Neutral third party
    B. Union leader
    C. HR manager
    D. Government alone
    Answer: A

    79. Industrial peace promotes:
    A. Productivity
    B. Strikes
    C. Absenteeism
    D. Grievance
    Answer: A

    80. The main aim of grievance handling is:
    A. Fair and quick resolution
    B. Delay
    C. Discipline
    D. Reward
    Answer: A

    🔹 Section I – Labour Welfare, Social Security & Trade Unions

    81. Labour welfare aims to:
    A. Improve well-being of workers
    B. Control wages
    C. Maintain hierarchy
    D. Restrict unions
    Answer: A

    82. Employees’ Provident Fund Act was passed in:
    A. 1948
    B. 1952
    C. 1972
    D. 1980
    Answer: B

    83. Payment of Gratuity Act came into force in:
    A. 1952
    B. 1965
    C. 1972
    D. 1985
    Answer: C

    84. Maternity Benefit Act ensures:
    A. Paid leave for female employees
    B. Pension
    C. Bonus
    D. Provident fund
    Answer: A

    85. The first Indian labour law was:
    A. Factories Act, 1881
    B. Trade Union Act, 1926
    C. ID Act, 1947
    D. EPF Act, 1952
    Answer: A

    86. Trade Union Act was passed in:
    A. 1920
    B. 1926
    C. 1930
    D. 1947
    Answer: B

    87. Collective bargaining helps in:
    A. Peaceful resolution of disputes
    B. Conflict escalation
    C. Political movement
    D. Firing employees
    Answer: A

    88. The function of trade unions is:
    A. Protect and promote workers’ interest
    B. Promote management
    C. Handle accounts
    D. None
    Answer: A

    89. The main principle of collective bargaining:
    A. Give and take
    B. Conflict
    C. Delay
    D. Litigation
    Answer: A

    90. Social Security protects workers from:
    A. Old age, sickness, and unemployment
    B. Promotions
    C. Transfers
    D. Training
    Answer: A

    🔹 Section J – International HRM & Green HRM

    91. IHRM refers to:
    A. Managing HR in global context
    B. Domestic HR only
    C. Outsourcing
    D. None
    Answer: A

    92. The greatest challenge in IHRM is:
    A. Cultural differences
    B. Training cost
    C. Local hiring
    D. Bureaucracy
    Answer: A

    93. Managing expatriates is a part of:
    A. IHRM
    B. Industrial Relations
    C. Domestic HRM
    D. Payroll
    Answer: A

    94. Ethnocentric approach means:
    A. Home-country dominance
    B. Host-country dominance
    C. Global equality
    D. Localization
    Answer: A

    95. Polycentric approach focuses on:
    A. Host-country employees
    B. Global managers
    C. Home-country employees
    D. Regional management
    Answer: A

    96. Geocentric approach emphasizes:
    A. Global best talent, regardless of nationality
    B. Home-country only
    C. Host-country only
    D. None
    Answer: A

    97. Expatriate means:
    A. Employee sent abroad for work
    B. Retired person
    C. Local employee
    D. Temporary worker
    Answer: A

    98. Green HRM integrates:
    A. Environmental management into HR practices
    B. Finance into HR
    C. Marketing into HR
    D. Legal aspects
    Answer: A

    99. Green recruitment focuses on:
    A. Hiring eco-conscious employees
    B. Cost cutting
    C. Outsourcing
    D. Mass hiring
    Answer: A

    100. Paperless office and e-HRM are examples of:
    A. Green HRM practices
    B. Industrial relations
    C. HR planning
    D. OD interventions
    Answer: A

  • UGC NET MBA Unit-3

    Human Resource Development and Industrial Relations

    This unit focuses on the strategic aspects of HRM, employee development, industrial relations, and emerging HR trends such as Green HRM and Global HR Challenges.

    🔹 1. Strategic Role of Human Resource Management

    Meaning:

    Strategic Human Resource Management (SHRM) integrates HR policies and practices with the strategic objectives of the organization to gain a competitive advantage.

    Key Features:

    1. Aligns HR policies with business strategy.

    2. Long-term and proactive in nature.

    3. Focuses on organizational performance and employee engagement.

    4. Treats employees as strategic assets.

    5. Links human capital to organizational success.

    Objectives:

    • Achieve business goals through people.

    • Build a performance-driven culture.

    • Ensure workforce flexibility and adaptability.

    • Foster innovation and leadership.

    Strategic HR Roles (Ulrich Model):

    1. Strategic Partner – Align HR strategies with business goals.

    2. Change Agent – Manage transformation and cultural change.

    3. Administrative Expert – Streamline HR processes.

    4. Employee Champion – Support employee welfare and development.

    🔹 2. Competency Mapping & Balanced Scorecard

    A. Competency Mapping

    Definition:
    The process of identifying key competencies (knowledge, skills, and behaviors) required for performing specific jobs effectively.

    Components of Competency:

    1. Knowledge – What an individual knows.

    2. Skill – What an individual can do.

    3. Attitude/Behaviour – How an individual behaves.

    Purpose:

    • Recruitment and selection

    • Training and development

    • Performance appraisal

    • Career planning

    Steps in Competency Mapping:

    1. Identify key roles.

    2. Collect data (through interviews, observation, questionnaires).

    3. Prepare competency framework.

    4. Assess employees against competencies.

    5. Develop training plans to fill gaps.

    B. Balanced Scorecard (BSC)

    Developed by: Robert Kaplan and David Norton (1992).

    Definition:
    A strategic management tool that measures organizational performance from multiple perspectives, not just financial results.

    Four Perspectives of BSC:

    1. Financial Perspective – Profitability, ROI, revenue growth.

    2. Customer Perspective – Customer satisfaction, retention, market share.

    3. Internal Business Processes – Efficiency, innovation, quality.

    4. Learning & Growth Perspective – Employee skills, training, culture, technology.

    Purpose:

    • Aligns day-to-day work with strategy.

    • Measures both lag and lead indicators.

    • Links performance with strategic goals.

    🔹 3. Career Planning and Development

    Meaning:

    A systematic process by which an employee plans their career goals and the organization supports this growth through career development programs.

    Career Planning:
    → Employee’s responsibility to identify career goals.
    Career Development:
    → Organization’s responsibility to provide opportunities to achieve those goals.

    Objectives:

    • Align individual and organizational goals.

    • Enhance employee satisfaction.

    • Reduce turnover and improve retention.

    Stages of Career Development:

    1. Exploration (early career)

    2. Establishment (stabilization)

    3. Mid-career (growth or stagnation)

    4. Late-career (decline or mentoring)

    5. Retirement (withdrawal)

    Tools:

    • Career counselling

    • Mentoring

    • Job rotation

    • Succession planning

    🔹 4. Performance Management and Appraisal

    Performance Management (PM):

    A continuous process of setting goals, assessing progress, and improving performance of employees.

    Performance Appraisal (PA):

    A systematic evaluation of an employee’s job performance and potential.

    Objectives:

    • Provide feedback

    • Identify training needs

    • Basis for promotion and pay

    • Career development

    Appraisal Methods:

    Traditional Methods Modern Methods
    Ranking Method 360° Feedback
    Graphic Rating Scale Management by Objectives (MBO)
    Critical Incident Behaviourally Anchored Rating Scales (BARS)
    Checklist Assessment Centre

    360° Feedback:
    Feedback from superiors, peers, subordinates, and customers.

    MBO (Drucker):
    Joint goal setting between manager and employee → Periodic review → Performance evaluation.

    🔹 5. Organization Development (OD), Change & OD Interventions

    Organization Development (OD):

    A planned, organization-wide effort to increase effectiveness through planned interventions based on behavioral science.

    Characteristics:

    1. Planned and systematic.

    2. Long-term focus.

    3. Participative and collaborative.

    4. Based on data and diagnosis.

    OD Process:

    1. Problem identification

    2. Diagnosis

    3. Planning and intervention

    4. Evaluation and feedback

    OD Interventions:
    → Techniques used to bring about organizational change.

    Types:

    1. Human Process Interventions: Team building, T-groups, sensitivity training.

    2. Techno-Structural Interventions: Job redesign, workflow restructuring.

    3. Human Resource Interventions: Performance management, career planning.

    4. Strategic Interventions: Organizational transformation, cultural change.

    🔹 6. Talent Management & Skill Development

    Talent Management:

    Systematic attraction, development, motivation, and retention of talented employees.

    Process:

    1. Talent acquisition

    2. Talent development

    3. Talent retention

    4. Succession planning

    Importance:

    • Improves productivity and innovation.

    • Builds leadership pipeline.

    • Enhances employer brand.

    Skill Development:

    Process of enhancing employee competencies to meet current and future job requirements.

    Indian Initiatives:

    • National Skill Development Mission (NSDM)

    • Pradhan Mantri Kaushal Vikas Yojana (PMKVY)

    • Skill India Mission

    🔹 7. Employee Engagement & Work-Life Balance

    Employee Engagement:

    Emotional and intellectual commitment of employees toward their organization.

    Drivers of Engagement:

    • Recognition and rewards

    • Leadership support

    • Communication

    • Learning opportunities

    • Work environment

    Types:

    1. Engaged Employees – Highly committed and motivated.

    2. Not Engaged – Indifferent and uninspired.

    3. Actively Disengaged – Negative attitude, harmful to morale.

    Work-Life Balance (WLB):

    Maintaining a healthy balance between professional and personal life.

    Benefits:

    • Reduces stress and burnout.

    • Increases productivity and retention.

    • Enhances job satisfaction.

    WLB Initiatives:

    • Flexible working hours

    • Remote work options

    • Childcare and wellness programs

    • Leave policies

    🔹 8. Industrial Relations (IR): Concept, Disputes & Grievance Management

    Meaning:

    IR refers to the relationship between employers, employees, and trade unions in the industrial context.

    Objectives:

    • Maintain industrial peace.

    • Ensure employee welfare.

    • Promote productivity.

    • Minimize conflicts.

    Industrial Disputes:

    Disagreement between employer and employees regarding employment terms.

    Common Causes:

    • Wages and benefits

    • Working conditions

    • Job security

    • Discipline and unfair treatment

    Settlement of Disputes (as per Industrial Disputes Act, 1947):

    1. Conciliation

    2. Arbitration

    3. Adjudication

    4. Collective bargaining

    Grievance Management:

    Formal process of addressing employee complaints and dissatisfaction.

    Steps:

    1. Identification of grievance

    2. Communication to supervisor

    3. Investigation

    4. Redressal

    5. Feedback

    Essentials: Timeliness, confidentiality, and fairness.

    🔹 9. Labour Welfare and Social Security

    Labour Welfare:

    Efforts made to improve employee well-being (economic, social, and psychological).

    Types:

    1. Statutory Welfare: Mandated by law (canteens, restrooms).

    2. Voluntary Welfare: Employer-initiated (clubs, housing).

    3. Mutual Welfare: Cooperative activities (credit societies).

    Social Security:

    Protection of workers against contingencies like sickness, injury, unemployment, and old age.

    Social Security Measures in India:

    • Employees’ State Insurance Act, 1948 (ESI)

    • Employees’ Provident Fund Act, 1952 (EPF)

    • Payment of Gratuity Act, 1972

    • Maternity Benefit Act, 1961

    • Pension Schemes

    🔹 10. Trade Union and Collective Bargaining

    Trade Union:

    An organized association of workers formed to protect and promote their common interests.

    Functions:

    • Protect workers’ rights

    • Negotiate with management

    • Provide welfare and support

    Trade Union Act, 1926: Governs formation and regulation of trade unions in India.

    Collective Bargaining:

    Negotiation process between management and employees (through unions) to resolve employment issues.

    Steps in Collective Bargaining:

    1. Preparation

    2. Discussion and negotiation

    3. Agreement

    4. Implementation

    5. Evaluation

    Levels:

    • Plant level

    • Industry level

    • National level

    🔹 11. International Human Resource Management (IHRM)

    Definition:
    Management of human resources in a global context—across different countries and cultures.

    Key Challenges:

    • Managing expatriates

    • Cultural differences

    • Legal and political systems

    • Compensation parity

    • Global talent acquisition

    IHRM Functions:

    • International recruitment and selection

    • Expatriate training and development

    • Global performance management

    • Cross-cultural communication

    Approaches to IHRM:

    1. Ethnocentric: Home-country policies dominate.

    2. Polycentric: Host-country practices followed.

    3. Geocentric: Best talent selected globally.

    🔹 12. Green HRM (Environmental HRM)

    Definition:
    Integration of environmental management into HRM practices to promote sustainability.

    Objectives:

    • Reduce carbon footprint through HR policies.

    • Encourage eco-friendly employee behavior.

    • Build environmental awareness.

    Green HRM Practices:

    1. Green Recruitment: Hiring candidates with eco-values.

    2. Green Training: Promoting environmental awareness.

    3. Green Performance Appraisal: Rewarding eco-friendly practices.

    4. Green Compensation: Incentives for sustainability achievements.

    5. Paperless Office and e-HRM Systems.

    Benefits:

    • Improved corporate image.

    • Reduced waste and energy costs.

    • Sustainable organizational culture.