NARESH RAWAT 1348.pdf
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Human resource management deals with issues relating to employees, including compensation, hiring, training, performance management, benefits, motivation, and employee separation. The key managerial functions of HRM are planning, organizing, directing, and controlling the personnel within an organization. The operative functions include recruitment, training and development, remuneration, motivation, record keeping, industrial relations, and employee separation.
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Human Resource Management
This document discusses the key functions of human resource management including planning, organizing, directing, controlling, recruitment, training and development, remuneration, motivation, records and statistics, industrial relations, and separation. It provides details on each of these functions such as the goals of planning, organizing job roles and coordination, encouraging employees through directing, and evaluating performance through controlling.
Hrm functions
The document discusses the key functions of human resource management. It describes HRM as dealing with issues related to employees such as compensation, hiring, training, benefits, and performance management. The main functions of HRM are categorized as managerial functions, which include planning, organizing, directing, and controlling HR processes, and operative functions like recruitment, training, compensation, employee motivation programs, records maintenance, industrial relations, and employee separation.
HRM Functions.pdf
This document discusses the functions of human resource management. It outlines the managerial functions of HRM which include planning, organizing, directing, and controlling. It also describes the operative functions, which are recruitment, training and development, remuneration, reward systems, motivation, records and statistics, industrial relations, and separation. For each function, it provides a brief definition or description.
HRM functions
The document provides an overview of the key functions and activities of human resource management. It discusses the managerial functions of planning, organizing, directing, and controlling HR activities. It also outlines the main operative HR functions such as recruitment, training and development, remuneration, motivation, and maintaining employee records. Industrial relations and managing employee separations are also briefly mentioned.
Hrm1-phpapp02
Human Resource Management deals with issues related to employees such as compensation, hiring, training, benefits, and employee motivation. The objectives of HRM include improving employee morale, utilizing employee skills effectively, recognizing individual needs, and maintaining quality of work life. Some key functions of HRM include recruitment and selection of employees, training and development, managing compensation and rewards, and ensuring good employee relations. HRM professionals take on roles such as service providers by providing HR information, executives by carrying out HR activities, facilitators by managing training and development, consultants by addressing employee issues, and auditors by evaluating HR performance. Major challenges for HR include changing customer and employee expectations, increased competition, globalization, quality improvement demands, workforce diversity, and
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The document outlines the key functions of human resource management (HRM). It discusses three main types of HRM functions: managerial functions which include planning, organizing, directing, and controlling; operative functions such as employment, training, compensation, and separation; and advisory functions where HR provides expert advice to management. Some of the important operative functions described are recruitment and selection, training and development, compensation and rewards, employee benefits, motivation, and industrial relations.
HRM FUNCTION ON AUGUST 03
The document outlines the key functions of human resource management (HRM). It discusses three main types of HRM functions: managerial functions which include planning, organizing, directing, and controlling; operative functions such as employment, training, compensation, and separation; and advisory functions where HR provides expert advice to management. Some of the important operative functions described are recruitment and selection, training and development, compensation and benefits, employee records maintenance, and industrial relations.
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This document discusses the key functions of human resource management including planning, organizing, directing, controlling, recruitment, training and development, remuneration, motivation, records and statistics, industrial relations, and separation. It provides details on each of these functions such as the goals of planning, organizing job roles and coordination, encouraging employees through directing, and evaluating performance through controlling.
Hrm functions
The document discusses the key functions of human resource management. It describes HRM as dealing with issues related to employees such as compensation, hiring, training, benefits, and performance management. The main functions of HRM are categorized as managerial functions, which include planning, organizing, directing, and controlling HR processes, and operative functions like recruitment, training, compensation, employee motivation programs, records maintenance, industrial relations, and employee separation.
HRM Functions.pdf
This document discusses the functions of human resource management. It outlines the managerial functions of HRM which include planning, organizing, directing, and controlling. It also describes the operative functions, which are recruitment, training and development, remuneration, reward systems, motivation, records and statistics, industrial relations, and separation. For each function, it provides a brief definition or description.
HRM functions
The document provides an overview of the key functions and activities of human resource management. It discusses the managerial functions of planning, organizing, directing, and controlling HR activities. It also outlines the main operative HR functions such as recruitment, training and development, remuneration, motivation, and maintaining employee records. Industrial relations and managing employee separations are also briefly mentioned.
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Human Resource Management deals with issues related to employees such as compensation, hiring, training, benefits, and employee motivation. The objectives of HRM include improving employee morale, utilizing employee skills effectively, recognizing individual needs, and maintaining quality of work life. Some key functions of HRM include recruitment and selection of employees, training and development, managing compensation and rewards, and ensuring good employee relations. HRM professionals take on roles such as service providers by providing HR information, executives by carrying out HR activities, facilitators by managing training and development, consultants by addressing employee issues, and auditors by evaluating HR performance. Major challenges for HR include changing customer and employee expectations, increased competition, globalization, quality improvement demands, workforce diversity, and
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The document outlines the key functions of human resource management (HRM). It discusses three main types of HRM functions: managerial functions which include planning, organizing, directing, and controlling; operative functions such as employment, training, compensation, and separation; and advisory functions where HR provides expert advice to management. Some of the important operative functions described are recruitment and selection, training and development, compensation and rewards, employee benefits, motivation, and industrial relations.
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The document outlines the key functions of human resource management (HRM). It discusses three main types of HRM functions: managerial functions which include planning, organizing, directing, and controlling; operative functions such as employment, training, compensation, and separation; and advisory functions where HR provides expert advice to management. Some of the important operative functions described are recruitment and selection, training and development, compensation and benefits, employee records maintenance, and industrial relations.
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Training is the act of increasing the knowledge and skills an employee for a doing particular job”
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It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior
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Talent management nestle
Nestle implements a comprehensive talent management strategy to develop its employees and strengthen the company. The strategy includes building a talent management plan aligned with company goals, designing practices compatible with Nestle's business strategy, and ensuring collaboration and accountability. Nestle also uses specific talent management tools like workforce planning to recruit skilled individuals, and leadership development programs to cultivate leadership skills and encourage learning. The overall goals of Nestle's talent management strategy are to act as a role model, promote continuous learning, encourage development, and strengthen shared values.
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The document discusses performance appraisals in organizations. It defines performance appraisal as the process of evaluating an employee's job performance against preset standards, documenting the results, and providing feedback to help employees improve. The objectives of performance appraisals are to measure employee efficiency, maintain organizational control, assess performance, set mutual goals between employees and organizations, and promote personal development, work satisfaction, and involvement in the organization. Performance appraisals aim to guide employees, determine compensation and promotions, identify strengths and weaknesses, and provide feedback to employees on their performance status.
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Human Resource Management deals with issues related to employees such as compensation, hiring, training, safety, benefits, and development. The objectives of HRM include improving employee and organizational performance, recognizing individual needs, developing human assets, and maintaining employment stability. HRM functions include planning and organizing the workforce, directing employees to achieve goals, controlling performance, recruiting and selecting candidates, training and developing skills, establishing reward systems, and maintaining good industrial relations. Modern challenges for HR professionals include changing customer and employee expectations, increased competition and globalization, ensuring quality improvement, managing a diverse workforce, and adapting to a dynamic business environment.
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This document discusses several aspects of human resource systems including rewards and recognition, performance management, and recruitment, selection, and placement. Rewards and recognition programs can encourage employees to work harder and bring in more business if implemented effectively. Performance management involves ongoing communication between managers and employees to accomplish organizational goals. Recruitment involves finding qualified job applicants while selection and placement evaluates applicants to hire the best people for short and long-term organizational needs.
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This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
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Management involves planning, organizing, staffing, directing, and controlling resources to achieve organizational goals. The key functions of management include planning strategies and goals, organizing job roles and tasks, staffing positions with qualified employees, directing employees by communicating goals and overseeing progress, and controlling performance by monitoring progress and taking corrective actions. Functional management groups the organization into specialized functions like finance, marketing, and engineering, with managers leading each functional area.
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Performance appraisal is a systematic process used to evaluate employee job performance and potential. It involves establishing performance standards, measuring actual performance against those standards, and providing feedback to help employees improve. The objectives of performance appraisal include reviewing performance, identifying training needs, making compensation decisions, and strengthening communication between managers and employees.
HR management best presentation
Human resource management involves planning, attracting, developing, and retaining employees. It includes functions like recruitment and selection, training and development, compensation and benefits, employee separation. The goal is to facilitate effective use of people to achieve organizational goals. HRM processes aim to acquire the right people, develop their skills, motivate them, and ensure they remain productive during their employment while following legal requirements and industrial relations.
Rahmatullah
Orientation is a systematic introduction of new employees to their jobs, coworkers, and organization. It aims to make employees feel comfortable and provide necessary information to function effectively. An orientation program typically covers company background, policies, procedures, roles and responsibilities. It is important to give new employees a good first impression through a well-planned orientation process that reduces anxiety and accelerates job proficiency.
Fundamentals of Human Resource Management
The document discusses the key aspects of human resource management (HRM). It defines HRM as the part of an organization focused on managing employees. The key functions of HRM include staffing through recruitment and selection, training and development, motivation, and employee maintenance. HRM is influenced by factors such as legislation, the strategic environment, labor unions, and management thought. The role of HRM has become more sophisticated over time and requires strategic planning to contribute to the organization's goals.
CAREER PLANNING AND DEVELOPMENT.pptx
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Functions of hrm
Human resource management is concerned with hiring, motivating, and maintaining the workforce. It deals with issues related to employees such as hiring, training, development, compensation, motivation, communication, and administration. The functions of HRM can be categorized as managerial functions like planning, organizing, directing, coordinating, and controlling or operative functions such as procurement, training, compensation, integration, and maintenance of employees. The overall goal is to ensure employee satisfaction and maximize their contribution to achieving organizational objectives.
Senor subordinate relations and personnel administration
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Presentation1 (1) training.pptx
Training is the act of increasing the knowledge and skills an employee for a doing particular job”
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A career is defined as a sequence of related jobs and work activities over a person's lifetime. It involves progression to roles with increasing responsibility, status, and rewards within an organization. Career development is the systematic process of planning one's career path and developing necessary skills. It involves different stages - exploratory, establishment, maintenance, and decline. The goals of career development programs are to attract, retain, and motivate employees while allowing them to advance their skills and roles over time.
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Introduction to HRM
Human Resource Management deals with issues related to employees such as compensation, hiring, training, safety, benefits, and development. The objectives of HRM include improving employee and organizational performance, recognizing individual needs, developing human assets, and maintaining employment stability. HRM functions include planning and organizing the workforce, directing employees to achieve goals, controlling performance, recruiting and selecting candidates, training and developing skills, establishing reward systems, and maintaining good industrial relations. Modern challenges for HR professionals include changing customer and employee expectations, increased competition and globalization, ensuring quality improvement, managing a diverse workforce, and adapting to a dynamic business environment.
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This document discusses several aspects of human resource systems including rewards and recognition, performance management, and recruitment, selection, and placement. Rewards and recognition programs can encourage employees to work harder and bring in more business if implemented effectively. Performance management involves ongoing communication between managers and employees to accomplish organizational goals. Recruitment involves finding qualified job applicants while selection and placement evaluates applicants to hire the best people for short and long-term organizational needs.
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This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
Manpower planning.pptx
Manpower planning is the process of ensuring the right number and type of employees are available at the right time and place to complete organizational tasks. The key objectives are optimizing human resources, maintaining adequate staffing levels despite technological changes, ensuring a consistent workforce supply, high productivity, and fulfilling future skill needs. Key elements include projecting future needs, defining job roles, establishing career paths, and policies for transfers, layoffs and retirements. The process involves job analysis, forecasting requirements, maintaining employee inventories, projecting future supply, recruitment, selection, placement, and training and development.
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This will help to understand the Articles of Human Resources to those who's educational background is different but they are eager to start their career in Human Resource.
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The document discusses the functions of an HR manager which include managerial functions like planning, organizing, directing, coordinating, and controlling as well as operational functions such as procurement, development, compensation, integration, and maintenance. It notes that HR managers estimate manpower needs, recruit and place employees, develop existing staff through training, determine compensation, reconcile organizational and employee goals, and ensure employee health and welfare. The document also outlines the need for HR management in maintaining relations, commitment to change, and political philosophy as well as its importance at the professional, national, social, corporate, and individual levels.
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Human resource management involves planning, attracting, developing, and retaining employees. It includes functions like recruitment and selection, training and development, compensation and benefits, employee separation. The goal is to facilitate effective use of people to achieve organizational goals. HRM processes aim to acquire the right people, develop their skills, motivate them, and ensure they remain productive during their employment while following legal requirements and industrial relations.
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Orientation is a systematic introduction of new employees to their jobs, coworkers, and organization. It aims to make employees feel comfortable and provide necessary information to function effectively. An orientation program typically covers company background, policies, procedures, roles and responsibilities. It is important to give new employees a good first impression through a well-planned orientation process that reduces anxiety and accelerates job proficiency.
Fundamentals of Human Resource Management
The document discusses the key aspects of human resource management (HRM). It defines HRM as the part of an organization focused on managing employees. The key functions of HRM include staffing through recruitment and selection, training and development, motivation, and employee maintenance. HRM is influenced by factors such as legislation, the strategic environment, labor unions, and management thought. The role of HRM has become more sophisticated over time and requires strategic planning to contribute to the organization's goals.
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Human resource management is concerned with hiring, motivating, and maintaining the workforce. It deals with issues related to employees such as hiring, training, development, compensation, motivation, communication, and administration. The functions of HRM can be categorized as managerial functions like planning, organizing, directing, coordinating, and controlling or operative functions such as procurement, training, compensation, integration, and maintenance of employees. The overall goal is to ensure employee satisfaction and maximize their contribution to achieving organizational objectives.
Senor subordinate relations and personnel administration
This document discusses personnel administration and its key functions. It defines personnel administration as concerned with managing an organization's human resources from recruitment to retirement. The main objectives of personnel administration are to effectively utilize human resources and maximize individual and group development within the organization. Some key functions discussed are recruitment, selection, performance appraisal, training, and management development. It emphasizes balancing values like merit, leadership, accountability and flexibility in personnel management.
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appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcySmall Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
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The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
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NARESH RAWAT 1348.pdf
- 1. NARESH RAWAT Section C 21/1348 Human ResourceManagement FUNCTION OF HRM
- 2. INTRODUCTION ✧ Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training
- 5. MANAGERIALFUNCTIONS ✧ PLANNING ✧ ORGANIZING ✧ DIRECTING ✧ CONTROLLING
- 6. PLANNING ✧ Planning is necessary to give the organization its goals and directions to establish best procedure to reach the goals. Planning staff levels requires that an assessment of present and future needs of the organization be compared with present resources and future predicted resources. Appropriate steps then be planned to bring demand and supply into balance.
- 7. ORGANIZING ✧ After objectives have been established and plans been developed then personnel managermust design and develop organisation structure to carry out various operations. ✧ Such as- • Grouping of personnel activity • ✧ Assignment of differentgroups of activities to different individuals • ✧ Delegation according to task assigned • ✧ Co-ordinationof activities of differentindividuals
- 8. DIRECTING ✧ The directing function of the personnel manager involves encouraging people to work willingly and effectively for the goals of the orgainsation.
- 9. CONTROLLING ✧ Controlling helps to evaluate and control the performance of the department in terms of various operative functions.
- 10. OPERATIVEFUNCTION ✧ RECRUITMENT ✧ TRAINING & DEVOLOPMENT ✧ REMUNERATION ✧ REWARD SYSTEM ✧ MOTIVATION ✧ RECORDS AND STATISTICS ✧ INDUSTRIAL RELATIONS ✧ SEPRATION
- 11. RECRUITMENT ✧ The process by which a job vacancy is identified and potential employees are notified. ✧ The nature of the recruitment process is regulated and subject to employment law. ✧ Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.
- 12. TRAININGAND DEVELOPMENT ✧ Provides new skills for the employee ✧ Keeps the employee up to date witin the fieldh changes ✧ Aims to improve efficiency
- 13. REMUNERATION ✧ Concern with determination and equitable remuneration of employees in the organisation to the goals.
- 14. REWARD SYSTEM ✧ The system of pay and benefits used by the firm to reward workers ✧ Money not the only method ✧ Fringe benefits ✧ Flexibility at work ✧ Holidays, etc.
- 15. MOTIVATION ✧ To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise.
- 16. ✧ Keeps employee training records ✧ Achievement records ✧ Transfer and promotion records ✧ Absenteeism and labour turnover records RECORD AND STATISTICS
- 17. INDUSTRIAL RELATIONS ✧ Good industrial relations, while a recognizable and legitimate objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between: ✧ (a) Workers (and their informal and formal groups, i. e. trade union, organizations and their representatives); ✧ (b) Employers (and their managers and formal organizations like trade and professional associations); ✧ (c) The government and legislation and government agencies.
- 18. ✧ Ensure the release of retirement benefits ✧ Requirements of the employee , SEPARATION
- 19. THANK YOU