The document provides an introduction to human resource management, covering topics such as the definition of HRM, its functions and evolution over time, strategic HRM, theories of strategic HRM, and linking corporate and HR strategies. It also discusses some of the main competitive challenges faced by HRM, including responding to changes in the marketplace, competing globally, achieving social and environmental goals, advancing with technology, containing costs while retaining talent, and adapting to workforce demographic shifts. The document provides an overview of fundamental HRM concepts for students taking an introductory course.
Human Resource Management (HRM) deals with managing people in an organization and involves functions like recruitment, selection, training, and development. HRM aims to attract, develop, and motivate talent to help organizations achieve their goals. The scope of HRM is broad and includes activities such as HR planning, recruitment, training, performance management, and developing policies and procedures. HRM is important for organizations because it helps manage their most valuable asset - their employees - and influences organizational effectiveness.
The document discusses the evolution of human resource management in India from ancient to modern times. It describes how HR practices developed from welfare-focused approaches in the early 1900s to becoming more strategic and integrated with organizational goals by the late 20th century. Key aspects of modern HR addressed include outsourcing functions, the role of HR in knowledge management, change management, and managing diversity. The goals of HR are also outlined as including acquiring talent, developing skills, ensuring career growth, and instilling organizational values.
Human recourse management and developmentAnusha jain
The document discusses key aspects of human resource management including definitions, importance, evolution, and the role of an HR manager. It provides definitions of HRM from various scholars and outlines the importance of HRM at the organizational, social, and professional levels. It also discusses the evolution of HRM in India from the early 20th century to recent developments in the late 20th/early 21st century with a focus on strategic HRM. Finally, it outlines the various roles and responsibilities of an HR manager in organizations.
Human Resource Management refers to policies and practices involved in managing an organization's employees, including recruiting, training, rewarding, and evaluating staff. The key aspects of HRM are the personnel, welfare, and industrial relations functions. The objectives of HRM are to help the organization achieve its goals and provide well-trained, motivated employees with job satisfaction. Globalization is affecting HRM through factors like increased employee rights, deregulation, international business mergers and alliances, and a focus on knowledge, innovation, and skills over products.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its objectives from personal, organizational, and societal perspectives. These objectives include utilizing human resources effectively, developing employee skills, and serving social responsibilities. The document also examines the evolution of HRM in Bangladesh and compares HRM to traditional personnel management. It outlines the key activities of HRM like recruitment, training, and performance management. Finally, it states that while HR departments support these activities, the primary responsibility for HRM lies with individual managers.
Unit 1 - Introduction to HRM.pptx Semester 6SruthiSruthika
This document provides an overview of human resource management (HRM), including its definition, functions, scope, objectives, and changing trends. Key points include:
HRM aims to optimize human resources/employees to achieve organizational and individual goals. It involves planning, organizing, and developing employees while aligning HR policies with business strategies.
The main functions of HRM are planning, staffing, developing, maintaining, and evaluating human resources. HRM also manages relationships, change, and the overall HR system.
The scope of HRM ranges from entry-level HR specialist roles to mid-level HR manager roles to executive-level HR head roles. HRM must address changing trends like increased globalization, diversity
Introduction to human resource managementShilpa Rajak
human resource management : concept and perspective evolution ans its philosophy, challenges in changing environment and the issues in India.
ALL MBA STUDENTS
1. introduction to human resource management arpitpal23
The document discusses human resource management (HRM), defining it as the process of managing an organization's workforce, including hiring, training, compensating, and addressing employee relations. It notes that HRM aims to achieve organizational goals while meeting societal and individual employee needs. The document outlines the evolution of HRM from social reform to strategic management, and lists common HRM functions like recruitment, compensation, and development.
Human Resource Management (HRM) deals with managing people in an organization and involves functions like recruitment, selection, training, and development. HRM aims to attract, develop, and motivate talent to help organizations achieve their goals. The scope of HRM is broad and includes activities such as HR planning, recruitment, training, performance management, and developing policies and procedures. HRM is important for organizations because it helps manage their most valuable asset - their employees - and influences organizational effectiveness.
The document discusses the evolution of human resource management in India from ancient to modern times. It describes how HR practices developed from welfare-focused approaches in the early 1900s to becoming more strategic and integrated with organizational goals by the late 20th century. Key aspects of modern HR addressed include outsourcing functions, the role of HR in knowledge management, change management, and managing diversity. The goals of HR are also outlined as including acquiring talent, developing skills, ensuring career growth, and instilling organizational values.
Human recourse management and developmentAnusha jain
The document discusses key aspects of human resource management including definitions, importance, evolution, and the role of an HR manager. It provides definitions of HRM from various scholars and outlines the importance of HRM at the organizational, social, and professional levels. It also discusses the evolution of HRM in India from the early 20th century to recent developments in the late 20th/early 21st century with a focus on strategic HRM. Finally, it outlines the various roles and responsibilities of an HR manager in organizations.
Human Resource Management refers to policies and practices involved in managing an organization's employees, including recruiting, training, rewarding, and evaluating staff. The key aspects of HRM are the personnel, welfare, and industrial relations functions. The objectives of HRM are to help the organization achieve its goals and provide well-trained, motivated employees with job satisfaction. Globalization is affecting HRM through factors like increased employee rights, deregulation, international business mergers and alliances, and a focus on knowledge, innovation, and skills over products.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its objectives from personal, organizational, and societal perspectives. These objectives include utilizing human resources effectively, developing employee skills, and serving social responsibilities. The document also examines the evolution of HRM in Bangladesh and compares HRM to traditional personnel management. It outlines the key activities of HRM like recruitment, training, and performance management. Finally, it states that while HR departments support these activities, the primary responsibility for HRM lies with individual managers.
Unit 1 - Introduction to HRM.pptx Semester 6SruthiSruthika
This document provides an overview of human resource management (HRM), including its definition, functions, scope, objectives, and changing trends. Key points include:
HRM aims to optimize human resources/employees to achieve organizational and individual goals. It involves planning, organizing, and developing employees while aligning HR policies with business strategies.
The main functions of HRM are planning, staffing, developing, maintaining, and evaluating human resources. HRM also manages relationships, change, and the overall HR system.
The scope of HRM ranges from entry-level HR specialist roles to mid-level HR manager roles to executive-level HR head roles. HRM must address changing trends like increased globalization, diversity
Introduction to human resource managementShilpa Rajak
human resource management : concept and perspective evolution ans its philosophy, challenges in changing environment and the issues in India.
ALL MBA STUDENTS
1. introduction to human resource management arpitpal23
The document discusses human resource management (HRM), defining it as the process of managing an organization's workforce, including hiring, training, compensating, and addressing employee relations. It notes that HRM aims to achieve organizational goals while meeting societal and individual employee needs. The document outlines the evolution of HRM from social reform to strategic management, and lists common HRM functions like recruitment, compensation, and development.
mba HRM ppt.ppt human resource management pptssusere1704e
The document provides an overview of human capital management (HCM) and human resource management (HRM). It defines HRM as the organizational function dealing with managing employee hiring, motivation, and retention. The key functions of HRM include planning, recruitment, performance management, training, compensation, and labor relations. Contemporary issues in HRM discussed include adapting to the gig economy, automation, changing regulations, talent retention, and managing diversity. The role of HRM is shifting in India and globally to be more strategic and focus on developing employee skills and engagement to meet business needs.
Human Resource Management and Its Importanceprachimba
Human Resource Management (HRM) is a crucial function within organizations that focuses on managing the people who work for the organization. Its primary objective is to maximize employee performance to achieve the organization's goals effectively.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
This document discusses human resource management (HRM). It begins by defining HRM and explaining its objectives from both organizational and societal perspectives. Key points include utilizing employees effectively, developing mutual trust between management and workers, and being socially responsible. The document also distinguishes HRM from traditional personnel management, outlining how HRM has evolved to take a more strategic, long-term approach. It identifies line managers, HR managers, shared service centers and outsourcing firms as completing HR tasks. Finally, it lists the personal qualities needed for an outstanding HR manager, such as intelligence, impartiality, strong communication and negotiation skills, and an ability to inspire cooperation.
The document discusses human resource management (HRM). It begins by defining HRM and outlining its objectives from both organizational and societal perspectives. These objectives include optimizing human resource utilization, developing mutual trust between management and employees, and being socially responsible. The document also explores key HRM activities, models, and the roles and responsibilities of HR managers versus line managers. It emphasizes that employees are the most important organizational asset and that effective HRM is critical for organizational success. Finally, it lists desirable qualities for HR professionals such as strong communication and negotiation skills.
UNIT - I: INTRODUCTION TO HRM: Concept- Nature & Scope of HRM- Role & Importance
of HRM- Growth in India; RECRUITMENT AND PLACEMENT: Basics of Job Analysis –
Methods for Collecting Job Analysis Information – Job Description – Job Specification – Job
Enlargement, Job Enrichment, Job Rotation; Human Resource Planning – Recruitment –
Sources and Techniques of Recruitment –Employee Selection – Placement - Induction.
The document discusses key concepts in human resource management including principles like strategic integration, organizational flexibility, commitment, and quality. It covers topics such as strategic HRM, flexibility in the workforce, commitment among employees, and promoting a culture of quality. HR functions like performance appraisal, training and development, compensation, and maintaining the workforce are examined. Contemporary issues and desired outcomes of effective HRM are also summarized.
The document provides an overview of strategic human resource management. It defines HRM as the management function concerned with hiring, motivating, and maintaining employees. Key points include:
- Yesterday competitive advantage came from capital access, today it comes from product quality, tomorrow it will come from employee caliber.
- HRM involves recruitment, development, compensation, integration, and maintenance of employees to achieve organizational goals.
- Important functions of HRM include strategic planning, staffing, training, compensation, risk management, and employee relations.
- The objectives of HRM are to obtain the right employees, encourage skill development, increase productivity, maintain employer-employee relationships, and create a safe work environment.
Unit - I HUMAN RESOURCE MANAGEMENT - introductionSandhiyaK11
Human resource management involves managing employees in an organization to achieve its goals. It includes recruiting, training, evaluating performance, and resolving disputes. HRM aims to optimize the workforce to efficiently and effectively accomplish objectives. It benefits organizations through increased productivity and profits, and benefits individuals through career growth opportunities and job satisfaction. The scope of HRM encompasses all aspects of managing employees from hiring to retirement. Its importance is seen at the enterprise, individual, societal, and national levels. HRM has evolved from traditional personnel management approaches to focus more on human values and development.
This document provides an overview of managing people and human resource management (HRM). It discusses the evolution of personnel management to HRM, key differences between the approaches, and models of HRM including the Michigan and Harvard models. Contemporary perspectives on HRM are examined, including whether a universal best approach exists or if HRM practices depend on the specific organization and context. The role of HRM in achieving competitive advantage and being hard versus soft is also debated.
This document provides an overview of personnel/human resource management. It discusses what PM/HRM is, its objectives, what makes HRM unique, key stakeholders, the distinction between PM and HRM, HRM activities in Bangladesh, who completes HR tasks, the HRM model, key HR activities, responsibility for HRM, the line vs staff authority distinction, and the prospects and qualities of an HR manager. The objectives of PM/HRM are to utilize human resources optimally, create conditions for employee contribution, develop mutual trust between management and workers, increase productivity through training, and raise employee morale. HRM is unique in that it draws from multiple disciplines and is a responsibility of all managers.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
This document provides an introduction to human resource management. It defines HRM as acquiring, training, appraising, and compensating employees to accomplish organizational objectives. HRM is concerned with managing people to achieve strategic goals. The document outlines the line and staff aspects of HRM, with line managers directing subordinates' work and staff managers advising lines. It also discusses trends shaping HRM, such as technology, globalization, and changing demographics. Finally, it explains how HR managers now take a more strategic focus on issues like performance, metrics, ethics and talent to address employers' expectations.
Strategic human resource management (SHRM) involves aligning an organization's human resource strategies with its business strategies. SHRM focuses on integrating HR programs, policies, and practices to support organizational goals. It aims to provide direction for decisions about recruitment, training, performance management, compensation, and employee relations. SHRM seeks to deploy people in a way that enables the organization to gain a competitive advantage. An important component of SHRM is ensuring a fit between the HR strategy and the overall business strategy, as well as internal consistency among various HR activities. The objectives of SHRM include ensuring the availability of a skilled workforce and providing direction to meet both business and employee needs through strategically aligned HR practices.
This document discusses human resource management (HRM). It defines HRM and lists its core elements as people, management, integration and consistency, influence, and applicability. The nature of HRM is described as a process that brings people and organizations together to meet mutual goals. Objectives of HRM include organizational, societal, functional, and personal objectives. The scope of HRM is also wide, covering personnel, welfare, and industrial relations aspects. Challenges to HRM include a changing environment with a diverse workforce and economic/technological changes.
The document provides an overview of human resource management (HRM). It defines HRM and distinguishes it from personnel management. The objectives of HRM are to maximize organizational effectiveness as well as meet personal and societal objectives. Key HRM activities include planning, recruitment, training, performance management, compensation and labor law compliance. Both line managers and HR specialists are responsible for HRM. Qualities of effective HR managers include intelligence, impartiality, strong communication and negotiation skills, and an understanding of people.
The document provides an overview of personnel/human resource management. It discusses key topics such as the objectives of PM/HRM which include optimum utilization of human resources and development of mutual trust between management and workers. Additionally, it outlines the unique multidisciplinary nature of HRM and key stakeholders. The document also distinguishes between personnel management and human resource management and describes the evolution of HRM in Bangladesh. It identifies important HRM activities and the shared responsibility of line managers and HR managers. Finally, it lists outstanding personal qualities needed for HR managers such as intelligence, impartiality, strong communication skills, and negotiation abilities.
The document provides an overview of human resource management (HRM). It defines HRM and distinguishes it from personnel management. The objectives of HRM are to maximize organizational effectiveness as well as meet personal and societal objectives. Key HRM activities include planning, recruitment, training, performance management, compensation and labor law compliance. Both line managers and HR specialists share responsibility for HRM. Qualities of a successful HR manager include intelligence, impartiality, strong communication and negotiation skills, and an understanding of people.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
mba HRM ppt.ppt human resource management pptssusere1704e
The document provides an overview of human capital management (HCM) and human resource management (HRM). It defines HRM as the organizational function dealing with managing employee hiring, motivation, and retention. The key functions of HRM include planning, recruitment, performance management, training, compensation, and labor relations. Contemporary issues in HRM discussed include adapting to the gig economy, automation, changing regulations, talent retention, and managing diversity. The role of HRM is shifting in India and globally to be more strategic and focus on developing employee skills and engagement to meet business needs.
Human Resource Management and Its Importanceprachimba
Human Resource Management (HRM) is a crucial function within organizations that focuses on managing the people who work for the organization. Its primary objective is to maximize employee performance to achieve the organization's goals effectively.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
This document discusses human resource management (HRM). It begins by defining HRM and explaining its objectives from both organizational and societal perspectives. Key points include utilizing employees effectively, developing mutual trust between management and workers, and being socially responsible. The document also distinguishes HRM from traditional personnel management, outlining how HRM has evolved to take a more strategic, long-term approach. It identifies line managers, HR managers, shared service centers and outsourcing firms as completing HR tasks. Finally, it lists the personal qualities needed for an outstanding HR manager, such as intelligence, impartiality, strong communication and negotiation skills, and an ability to inspire cooperation.
The document discusses human resource management (HRM). It begins by defining HRM and outlining its objectives from both organizational and societal perspectives. These objectives include optimizing human resource utilization, developing mutual trust between management and employees, and being socially responsible. The document also explores key HRM activities, models, and the roles and responsibilities of HR managers versus line managers. It emphasizes that employees are the most important organizational asset and that effective HRM is critical for organizational success. Finally, it lists desirable qualities for HR professionals such as strong communication and negotiation skills.
UNIT - I: INTRODUCTION TO HRM: Concept- Nature & Scope of HRM- Role & Importance
of HRM- Growth in India; RECRUITMENT AND PLACEMENT: Basics of Job Analysis –
Methods for Collecting Job Analysis Information – Job Description – Job Specification – Job
Enlargement, Job Enrichment, Job Rotation; Human Resource Planning – Recruitment –
Sources and Techniques of Recruitment –Employee Selection – Placement - Induction.
The document discusses key concepts in human resource management including principles like strategic integration, organizational flexibility, commitment, and quality. It covers topics such as strategic HRM, flexibility in the workforce, commitment among employees, and promoting a culture of quality. HR functions like performance appraisal, training and development, compensation, and maintaining the workforce are examined. Contemporary issues and desired outcomes of effective HRM are also summarized.
The document provides an overview of strategic human resource management. It defines HRM as the management function concerned with hiring, motivating, and maintaining employees. Key points include:
- Yesterday competitive advantage came from capital access, today it comes from product quality, tomorrow it will come from employee caliber.
- HRM involves recruitment, development, compensation, integration, and maintenance of employees to achieve organizational goals.
- Important functions of HRM include strategic planning, staffing, training, compensation, risk management, and employee relations.
- The objectives of HRM are to obtain the right employees, encourage skill development, increase productivity, maintain employer-employee relationships, and create a safe work environment.
Unit - I HUMAN RESOURCE MANAGEMENT - introductionSandhiyaK11
Human resource management involves managing employees in an organization to achieve its goals. It includes recruiting, training, evaluating performance, and resolving disputes. HRM aims to optimize the workforce to efficiently and effectively accomplish objectives. It benefits organizations through increased productivity and profits, and benefits individuals through career growth opportunities and job satisfaction. The scope of HRM encompasses all aspects of managing employees from hiring to retirement. Its importance is seen at the enterprise, individual, societal, and national levels. HRM has evolved from traditional personnel management approaches to focus more on human values and development.
This document provides an overview of managing people and human resource management (HRM). It discusses the evolution of personnel management to HRM, key differences between the approaches, and models of HRM including the Michigan and Harvard models. Contemporary perspectives on HRM are examined, including whether a universal best approach exists or if HRM practices depend on the specific organization and context. The role of HRM in achieving competitive advantage and being hard versus soft is also debated.
This document provides an overview of personnel/human resource management. It discusses what PM/HRM is, its objectives, what makes HRM unique, key stakeholders, the distinction between PM and HRM, HRM activities in Bangladesh, who completes HR tasks, the HRM model, key HR activities, responsibility for HRM, the line vs staff authority distinction, and the prospects and qualities of an HR manager. The objectives of PM/HRM are to utilize human resources optimally, create conditions for employee contribution, develop mutual trust between management and workers, increase productivity through training, and raise employee morale. HRM is unique in that it draws from multiple disciplines and is a responsibility of all managers.
Two contract workers who had been laid off from their jobs in 1996, doused themselves with kerosene and set themselves ablaze in protest in front of their former company's offices. While one died at the scene, the other passed away a few days later. They had worked for 17 and 19 years respectively but were not considered permanent employees. Their union had promised to renegotiate for them but ultimately could not improve their situation, which led them to take their own lives in desperation. This tragic event highlights issues around human resource management practices regarding temporary or contract workers.
This document provides an introduction to human resource management. It defines HRM as acquiring, training, appraising, and compensating employees to accomplish organizational objectives. HRM is concerned with managing people to achieve strategic goals. The document outlines the line and staff aspects of HRM, with line managers directing subordinates' work and staff managers advising lines. It also discusses trends shaping HRM, such as technology, globalization, and changing demographics. Finally, it explains how HR managers now take a more strategic focus on issues like performance, metrics, ethics and talent to address employers' expectations.
Strategic human resource management (SHRM) involves aligning an organization's human resource strategies with its business strategies. SHRM focuses on integrating HR programs, policies, and practices to support organizational goals. It aims to provide direction for decisions about recruitment, training, performance management, compensation, and employee relations. SHRM seeks to deploy people in a way that enables the organization to gain a competitive advantage. An important component of SHRM is ensuring a fit between the HR strategy and the overall business strategy, as well as internal consistency among various HR activities. The objectives of SHRM include ensuring the availability of a skilled workforce and providing direction to meet both business and employee needs through strategically aligned HR practices.
This document discusses human resource management (HRM). It defines HRM and lists its core elements as people, management, integration and consistency, influence, and applicability. The nature of HRM is described as a process that brings people and organizations together to meet mutual goals. Objectives of HRM include organizational, societal, functional, and personal objectives. The scope of HRM is also wide, covering personnel, welfare, and industrial relations aspects. Challenges to HRM include a changing environment with a diverse workforce and economic/technological changes.
The document provides an overview of human resource management (HRM). It defines HRM and distinguishes it from personnel management. The objectives of HRM are to maximize organizational effectiveness as well as meet personal and societal objectives. Key HRM activities include planning, recruitment, training, performance management, compensation and labor law compliance. Both line managers and HR specialists are responsible for HRM. Qualities of effective HR managers include intelligence, impartiality, strong communication and negotiation skills, and an understanding of people.
The document provides an overview of personnel/human resource management. It discusses key topics such as the objectives of PM/HRM which include optimum utilization of human resources and development of mutual trust between management and workers. Additionally, it outlines the unique multidisciplinary nature of HRM and key stakeholders. The document also distinguishes between personnel management and human resource management and describes the evolution of HRM in Bangladesh. It identifies important HRM activities and the shared responsibility of line managers and HR managers. Finally, it lists outstanding personal qualities needed for HR managers such as intelligence, impartiality, strong communication skills, and negotiation abilities.
The document provides an overview of human resource management (HRM). It defines HRM and distinguishes it from personnel management. The objectives of HRM are to maximize organizational effectiveness as well as meet personal and societal objectives. Key HRM activities include planning, recruitment, training, performance management, compensation and labor law compliance. Both line managers and HR specialists share responsibility for HRM. Qualities of a successful HR manager include intelligence, impartiality, strong communication and negotiation skills, and an understanding of people.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
2. Introduction to HRM
• It does not matter where you are, each one of us has
to take responsibility about HRM
• Series of strikes by employees in 1997
• Eg: UPS, GM motors
• HRM helps company to be more productive
3. HRM view
• Traditional View
• Record keeping, Payroll, Employment etc.
• Strategic View
• People as critical resource
• Knowledge & experience as capital
4. Definition of HRM
• HRM encompasses all management decisions and
activities that affect or influence people(human
resource) of the organization.
-Gary Dessler
5. HR Functions
• Employment
• Planning & staffing
• Development
• Training & Development
• Reward systems
• Compensation & Benefits
• Support
• Safety & Health, Wellness
• Compliance
• EEO, Affirmative Action, Harassment, Hostile environment, Managing diversity
• Labor management issues
• Labor relations, collective bargaining
6. Strategic HRM
• Productivity
• How to do better with what you have?
• We do not consider HR unit
• Quality of worklife
• How to create environment of trust & collaboration?
• Profits
• How to transform HRM function from cost to profit centre?
• Show how TAD saves money
7. Ethical Issues
• Core values of treating people
– fairly
• Equity issues in employment
– hiring friends/family – being a buddy
• Harassment
• Confidentiality of records
8. Summary
• HRM from static to strategic
• Functions of HRM
• Strategic implications
• Ethical issues
9. What is HRM?
• HRM is concerned with the ‘people’ dimension in
management.
• Since every organization is made up of people, acquiring
their services, developing their skills, motivating them to
high levels of performance, and ensuring that they
continue to maintain their commitment to the
organization are essential to achieving organizational
objectives.
10. What is HRM?
HRM is the process of
• acquisition (recruitment, selection & socialization of employees),
• development (training – both skill development & changing attitude, MDP
and career development),
• Motivation (job satisfaction, performance appraisal, rewards, compensation
and benefits),
• maintenance (providing good working conditions, safety, health, welfare
and social security)
• and integration (grievance handling, discipline, unions, collective bargaining
and industrial relations)
of human resources.
11. Definition
• Gary Dessler defines HRM as the process of acquiring,
training, appraising and compensating employees, and of
attending to their labor relations, health and safety, and
fairness concerns.
• Human Resource Management is the function performed in
organizations that facilitates the most effective use of
employees to achieve organizational and individual goals.
12. History of HRM
• 5000 BC to 1785 AD
- Men at work was characterised by slavery and repression
(Construction of pyramids to the early years of the Industrial Revolution).
• Early 1900s
- The exemplary woks of Douglas McGregor, Abrahm Maslow and others
changed the situation and “welfare officers” and “welfare secretaries” were appointed.
• 1920s to 1930s (World War I)
- Labour Manager and Employment Manager
- Paid holidays and pensions
13. History of HRM
• World War II
- Enhanced the importance of personnel.
- Collective bargaining and industrial relations gained prominence.
- Human relations movement was shaping up.
- Emphasized that employees were motivated by social and psychological factors.
• 1960s to 1970s
- Public sectors employing specialists in personnel.
- Trade unions evolved in public sector.
- Demands on personnel managers grew in legal compliances.
- Motivation and OB, selection testing and management training emerged.
14. History of HRM
• Early 1980s
• HRM born as a field of study.
• Personnel departments are rechristened as Human
Resource Management
• Managements have started realizing that people costs
are very significant part of their budgeting.
15. History of HRM
• 1990s onwards.
• Increasing globalization, disruptive innovations, growth of
internet-enabled services, intense competition.
• Flat organizational structure, downsizing, outsourcing of HR
functions have changed the functioning of the organizations.
• Employers realized the importance of innovative and creative
employees who provide a sustainable competitive advantage by
virtue of their intellectual capital.
16. Evolution of HRM in India
• In India, HRM evolved since 1920s when the interests of
workers had to be protected due to the difficult conditions of
the World War I.
• The Royal Commission recommended the appointment of
Welfare Officers in 1931 to deal with recruitment and selection
and to settle employee grievances.
• The Factories Act, 1948 mandated appointment of welfare
officers in industrial establishments having more than 500
workers.
• IIPM in 1948 and NILM in 1950 were established. They were
merged and became NIPM in 1980.
17. Evolution of HRM in India
• Post independence, workers awareness and expectations
grew.
• The personnel function expanded during the 1960s.
• The growth of public sector spurred the need for
professional, personnel and industrial relations managers
during initial years of independence.
• The 1970s have shifted the focus of personnel
management from welfare to productivity.
18. Evolution of HRM in India
• The 1980s - Technology started playing a role.
• The 1990s witnessed the emergence of HRM.
• HRM role expanded to strategic HRM during the 1st
decades of 21st century.
• Since then, HR managers have dawned the roles of
HR Partner, HR Consultant, HR Strategist, HR
Integrator, HR Auditors, etc.
19. Evolution of HRM in India
Legal phase
• Compliance issues
• Firefighting issues
• As a policeman
Welfare phase
• Welfare administrator
• Appraiser, mediator, advisor
Development Phase
• Change agent, trainer, educator, integrator
HR as a source of competitive advantage
• Developer, counsellor, mentor, coach, problem solver
• A strategic partner
20.
21.
22.
23. Line and Staff Functions
• Line functions:
The departments or employees of a firm that perform the core activities and contribute to its business directly.
Ex- Manufacturing and Marketing
• Staff functions:
Departments or employees that perform a support function and contribute indirectly to the business of a firm.
Ex- HRM and Finance
Line and Staff Authority of HR Manager
Authority:
Authority is the right to make decisions, to direct the work of others, and to give orders.
Managers generally distinguish between line authority and staff authority.
Line authority gives the manager the right to issue orders. Ex: Sales and Production.
Staff authority gives the manger the right to advise others in the organization and creates an advisory relationship.
Ex: HR, Finance and Accounting.
24. Line-Staff Conflict
• Complaints of Line Managers
HR staff take up line authority
HR function does not provide the right support
HR staff try to steal the limelight
HR staff do not see the whole picture
• Complaints of Staff Managers
Line function is prejudiced and biased
Line function does not understand the value of contributions of staff
Line function does not know how to make effective use of HR function
Line function is averse to experimentation
HR function is not given enough freedom and power
25. Importance of HRM to all
Managers
• Human resources are an organization’s greatest asset and every
manager discharges some responsibilities for effective implementation
of a range of HR activities. Thus, HRM becomes an essential part of
all managers.
• The range of activities managers get involved in may vary but generally
include:-
Planning for workforce; analysing jobs and contributing to job design; playing an
active role in selecting employees; orienting employees; identifying training needs
and participating in training programs; appraising performance; compensation and
reward management; communication; motivation and employee engagement;
creating a sense of equity; employee health and safety; employee relationship
management; redressing employee grievances; managing diversity; union relations;
and gender sensitization.
26.
27. Competencies for HR Manager
Some of the important competencies of HR Manager are:-
• Decisive thinker
• Personally credible
• Skilled influencer
• Collaborator
• Driven to deliver
• Courage to challenge
• Role model
• Curious
28. HR Compass
Generic Functional
Behaviou
ral
Generic Behavioural
• Strategic thinking and
alignment
• Change orientation
• Network management
Functional Behavioural
• Service orientation
• Personal credibility
• Execution excellence
Technica
l
Generic Technical
• Business Knowledge
• Financial perspective
Functional Technical
• Recruitment and selection
• Performance management
• Talent management
• Compensation and benefits
• Managing culture, design and
change
• Employee relation and
labour laws
32. Strategy
Strategy is the determination of the basic long-term
goals and objectives of an organization and the
adoption of the courses of action and the allocation of
resources necessary for pursuing these goals.
Strategy deals with organizational objectives, goals,
action plans, and resources to gain advantage over its
competitors.
33. Levels of Strategy
Organizational theorists have classified strategies into
three levels:-
1) Corporate Strategies
2) Business Strategies
3) Functional Strategies
34. 1. Corporate Strategy
These are company-wide strategies and focus on what the organization intends
to do and which structure would enable it to reach there. The focus of the
strategy is long-term growth and survival and involves decisions related to
growth of the business in areas in which it intends to compete.
Ex: ITC Limited intending to foray into healthcare market through setting up
of corporate hospitals.
Depending on how the organizations intend to reach their goal, corporate
strategies can further be classified into:-
a) Restructuring Strategies
b) Growth Strategies
c) Stability Strategies.
35. a) Restructuring Strategies
Restructuring strategy is a solution to anticipating and managing
change. When an organization is not achieving its intended goals,
restructuring helps in trying to deal with the problem and helps in
managing change.
Restructuring strategies involve:-
i) Turnaround strategy focuses on restoring loss making
businesses profitable or viable. Action plans in this strategy
include retrenchment, eliminating unprofitable products, achieving
higher operational efficiency, repositioning the products, among
others.
36. a) Restructuring Strategies
ii) Divestiture strategy refers to an organization
disposing off some or all of its assets. It may involve
spinning off a business as an independent entity or outright
sale of the business.
iii) Liquidation is the most unpleasant and least
attractive strategy adopted by the organizations as it includes
selling off its assets leading to closure or winding up of the
business.
iv) Bankruptcy is a costly response to financial distress
of an organization.
37. b) Growth Strategies
• Growth of an organization is measured in terms of revenues, market
share, sales volume, number of customers serviced, new products added,
new markets, etc.
• Growth strategies are associated with employment creation, recruitment
and selection, raising wages, expanded training budgets, etc. depending on
how organizations pursue their growth options.
• There are two categories of growth:-
i) Inorganic growth: Growth through a partnership is referred to as inorganic growth
and consists of mergers and acquisitions.
ii) Organic growth: A growth strategy through increasing number of customers, revenue,
and overall business development is referred to as organic growth.
38. c) Stability Strategies
Some organizations may pursue stability strategy over
growth for various reasons. Small and medium-sized
enterprises may prefer to work in relatively stable
markets and may wish to maintain status quo due to
many constraints they encounter.
Companies may deliberately embrace this strategy when
they face adverse business environment and wait for
favourable conditions to chart a growth path.
39. 2) Business Strategies
• Business strategy is an action plan to build competitive
focus in single line of business.
• At the business unit level, the strategic issues are more
about developing and sustaining a competitive advantage
for the goods and services produced at the unit and less
about the coordination of various units of the corporate.
• A term that is commonly associated with business strategy
is strategic business unit (SBU), a unit within the
corporate entity having its goods and services for which
external market exists, and is different from another SBU
of the corporate.
40. 3) Functional Strategies
Functional level strategies for functions such as marketing,
production, human resource management, finance, etc.,
support the corporate and business strategies.
Two important roles played by functional strategies are –
- providing support to overall business strategies; and
- set out course of action about how functional
managers will work for enhanced performance in
their respective functional areas.
41.
42. Strategic Planning
Strategic Planning involves establishing organization’s
mission, vision and values; develops desired objectives;
analyses the business environment in which it operates;
identifies its competitive advantage and establishes it
competitive position; implements the strategy
formulated and finally evaluates its attainment of goals.
43. Strategic HRM
Strategic HRM is an approach to manage human
resources for achieving competitive advantage for the
organization’s products and services by aligning HR
philosophies, policies and practices with organizational
philosophies, policies and practices.
Alignment of policies ensures that organization is not
pulled in different directions and there is a
commonality of goal attainment.
44. Need for Alignment
Alignment in principle means that every aspect of an
organization’s activities should be integrated and directed
towards the attainment of goals.
This would mean a state of agreement and cooperation
among individuals and groups with the purpose
philosophies, policies, practices and procedures to achieve
the organizational goals.
Aligning HRM with the business strategy implies
demonstrating the value contributed by HRM to the
organizational goals.
45. Aims of SHRM
Generating strategic capabilities by ensuring that the
organization has adequate, committed, skilled and motivated
workforce needed to achieve sustained competitive
advantage is the main objective of strategic HRM.
The rationale for strategic HRM is developing planned
approaches to employee management for meeting long-term
organizational and individual requirements that would help
in achieving competitive advantage.
The critical success factor related to people are addressed by
strategic HRM.
46. Theories of Strategic HRM
Although strategic HRM is more application oriented, it
is important to understand the theoretical basis that
allows us to predict and understand the effects of HR
practices on organizational functioning.
There are three main kinds of theories:-
1) Universalistic theory
2) Contingency theory
3) Configurational theory
47. 1. Universalistic theory
The universalistic theory is based on the premise that there
exists a relationship between HRM practices and
organizational performance. Its proposition is that when
organizations adopt and implement best practices, it would
contribute positively to organizational performance
regardless of the strategic goals of the organization and the
circumstances in which it is operating.
Further, this theory assumes that the best HRM practices
effect the employee motivation and the organizational
efficiency.
Internal fit is the key to universalistic theory.
48. 2) Contingency theory
The contingency theory proposed that HRM practices
of organization need to be adapted to the
organizational business strategy. The interaction
between the firm strategy and HRM derives higher
organizational performance.
Contingency theory promotes the employee behaviours
consistent with the business strategy.
49. 3) Configurational theory
The configurational theory combines both universal
and contingency which is seen as the basis for
maintaining and increasing organizational as well as
individual performance.
51. Competitive Challenges and
Human Resources Management
• Top challenges include:
Responding Strategically to Changes in the Marketplace
Competing, Recruiting, and Staffing Globally
Setting and Achieving Corporate Social Responsibility
and Sustainability Goals
Advancing HRM with Technology
Containing Costs While Retaining Top Talent and
Maximizing Productivity
Responding to the Demographic and Diversity
Challenges of the Workforce
Adapting to Educational and Cultural Shifts Affecting
the Workforce