This document discusses job analysis, strategic planning, and human resource planning. It defines key terms like job analysis, job, and position. It describes the purposes of conducting a job analysis, including for staffing, training, performance appraisal, compensation, and legal compliance. It outlines different job analysis methods and how to develop job descriptions and specifications. It also covers strategic planning, human resource planning, forecasting human resource needs and availability, and addressing surpluses or shortages of workers.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
This document provides an overview of strategic human resource management. It begins by listing learning objectives related to defining HRM, identifying HRM functions and factors that influence HRM. It then discusses employer branding, corporate culture, and the utilization of individuals to achieve organizational objectives. The major HRM functions are identified as staffing, human resource development, compensation, and employee and labor relations. External environmental factors like the legal system, labor market and economy are described as influencing HRM. The roles of various individuals and departments in performing HRM tasks are also outlined.
This document discusses the employee selection process. It covers the importance of selection and matching the right candidates to jobs. The selection process involves preliminary screening, reviewing applications and resumes, interviews, tests, and background checks. Interviews are a primary selection method but require structure and legal compliance to avoid biases. The goal is to select candidates most qualified for the job through valid and reliable screening methods.
This document discusses recruitment methods and sources. It begins by outlining learning objectives related to recruitment, including internal and external recruitment methods. It then discusses alternatives to recruitment like outsourcing. The recruitment process is described as attracting qualified candidates in a timely manner. Internal sources include job posting and referrals. External sources range from colleges to job boards. A variety of traditional methods are also outlined like advertising, agencies, and job fairs. The document stresses tailoring recruitment methods to the specific position and source. It concludes by discussing the trend of reshoring jobs back to the US.
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
The document discusses the process of job analysis and design. It begins by outlining the learning outcomes which are to define job design, describe the evolution of job design and how organizational structure influences it, explain the steps in job analysis, and describe methods of collecting job analysis information. It then goes through each step in job analysis, which includes reviewing background information, selecting jobs, collecting data, verifying data, writing job descriptions and specifications, and communicating the analysis for future revisions. The goal of job analysis and design is to help organizations effectively structure work.
This document discusses topics related to maintaining a safe and healthy work environment. It covers resilience training, the role of the Occupational Safety and Health Administration (OSHA) in ensuring workplace safety, common workplace injuries and how to prevent them through ergonomics programs. Other topics include workplace violence, domestic violence, workplace bullying, and stress management through wellness programs. The overall goal is to educate about maintaining workplace safety and health.
This document summarizes the key topics and learning objectives covered in Chapter 2 of the 13th edition of the textbook "Human Resource Management". The chapter discusses business ethics and corporate social responsibility. It covers defining ethics and sources of ethical guidance, legislating ethics through various acts, creating an ethical culture and code of ethics, the importance of ethics training, and defining and approaches to corporate social responsibility including sustainability and social audits. It also notes challenges to corporate social responsibility succeeding globally.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
This document provides an overview of strategic human resource management. It begins by listing learning objectives related to defining HRM, identifying HRM functions and factors that influence HRM. It then discusses employer branding, corporate culture, and the utilization of individuals to achieve organizational objectives. The major HRM functions are identified as staffing, human resource development, compensation, and employee and labor relations. External environmental factors like the legal system, labor market and economy are described as influencing HRM. The roles of various individuals and departments in performing HRM tasks are also outlined.
This document discusses the employee selection process. It covers the importance of selection and matching the right candidates to jobs. The selection process involves preliminary screening, reviewing applications and resumes, interviews, tests, and background checks. Interviews are a primary selection method but require structure and legal compliance to avoid biases. The goal is to select candidates most qualified for the job through valid and reliable screening methods.
This document discusses recruitment methods and sources. It begins by outlining learning objectives related to recruitment, including internal and external recruitment methods. It then discusses alternatives to recruitment like outsourcing. The recruitment process is described as attracting qualified candidates in a timely manner. Internal sources include job posting and referrals. External sources range from colleges to job boards. A variety of traditional methods are also outlined like advertising, agencies, and job fairs. The document stresses tailoring recruitment methods to the specific position and source. It concludes by discussing the trend of reshoring jobs back to the US.
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
The document discusses the process of job analysis and design. It begins by outlining the learning outcomes which are to define job design, describe the evolution of job design and how organizational structure influences it, explain the steps in job analysis, and describe methods of collecting job analysis information. It then goes through each step in job analysis, which includes reviewing background information, selecting jobs, collecting data, verifying data, writing job descriptions and specifications, and communicating the analysis for future revisions. The goal of job analysis and design is to help organizations effectively structure work.
This document discusses topics related to maintaining a safe and healthy work environment. It covers resilience training, the role of the Occupational Safety and Health Administration (OSHA) in ensuring workplace safety, common workplace injuries and how to prevent them through ergonomics programs. Other topics include workplace violence, domestic violence, workplace bullying, and stress management through wellness programs. The overall goal is to educate about maintaining workplace safety and health.
This document summarizes the key topics and learning objectives covered in Chapter 2 of the 13th edition of the textbook "Human Resource Management". The chapter discusses business ethics and corporate social responsibility. It covers defining ethics and sources of ethical guidance, legislating ethics through various acts, creating an ethical culture and code of ethics, the importance of ethics training, and defining and approaches to corporate social responsibility including sustainability and social audits. It also notes challenges to corporate social responsibility succeeding globally.
The document discusses strategic pay plans, including the three stages of establishing pay rates: job evaluation, conducting a wage/salary survey, and combining the results. It covers topics like total rewards, competency-based and skill-based pay, compensating executives and professionals, broadbanding pay ranges, and ensuring pay equity. The overall aim is to align an organization's compensation strategy with its business goals.
This document discusses managing employee separations and turnover. It covers voluntary and involuntary turnover, the costs of turnover, fair dismissal processes, termination interviews, and techniques to increase employee engagement like suggestion programs and communication. The key topics covered are the types of turnover, ensuring fairness in separations, guidelines for dismissal and layoffs, and how to improve engagement to reduce turnover.
This document discusses performance management and appraisal. It covers topics such as employee engagement, the importance of performance management, defining performance appraisal and its uses. It describes the performance appraisal process and factors like environmental considerations. It also discusses different performance appraisal methods, potential problems, characteristics of an effective system, legal implications and how culture can impact appraisals.
The document discusses occupational health and safety in Canada. It covers OHS legislation and responsibilities of employers and employees. Key topics include WHMIS, accident prevention, substance abuse, job stress, repetitive strain injuries, workplace toxins/smoking, pandemic planning, violence prevention, and employee wellness programs. The goal of OHS laws and programs is to minimize workplace accidents and illnesses and promote employee health and well-being.
This document provides an overview of chapter 3 from a human resource management textbook. It discusses several topics related to workplace diversity, equal employment opportunity, and affirmative action. Specifically, it defines key terms like diversity and discusses components of a diverse workforce such as different generations, minorities, immigrants, and persons with disabilities. It also outlines many important laws that promote equal employment like the Civil Rights Act, Americans with Disabilities Act, and Age Discrimination in Employment Act. Finally, it summarizes some landmark Supreme Court cases that have impacted equal opportunity and affirmative action.
This document provides an overview of global human resource management. It discusses topics such as the evolution of global business, global staffing approaches, compensation for expatriates and host country nationals, global human resource development, safety and health, and legal/political factors. The objectives are to describe the impact of globalization on HR and explain considerations related to areas like staffing, development, compensation and labor relations from a worldwide perspective.
This chapter discusses international human resource management and labor relations. It covers topics such as recruiting and selecting expatriate managers, training and developing international staff, performance reviews and compensation for foreign assignments, retention challenges, human resource issues for local employees, and labor relations in other countries. The chapter aims to explain how HR practices must adapt to different cultural, legal and economic environments around the world.
Job descriptions are the foundation of many key activities in HR, but most organizations treat the creation and maintenance of job descriptions as an ad hoc process, driven by an immediate need to recruit or retain.
In this discussion Melissa Tessendorf will talk about best practices for creating and maintaining job descriptions and how job competencies can provide a more strategic overall approach.
This session will cover:
Best practices for writing job descriptions.
Who should be responsible for initiating the process and who should do the writing?
The differences between recruitment-focused job descriptions and job descriptions for HR.
How to avoid common job description writing mistakes.
Why critical competencies should be incorporated into the job description.
How the entire organization can benefit from a job descriptions enhanced with critical competencies.
How technology can assist.
This document provides an overview of Chapter 12 from a human resource management textbook on labor unions and collective bargaining. It covers key topics such as project labor agreements, reasons why employees join unions, union growth strategies, laws affecting collective bargaining, the collective bargaining process, preparing for and conducting negotiations, potential issues that can arise, and administering collective bargaining agreements. The chapter objectives are to describe these various concepts and processes related to unions and collective bargaining.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
Best/Next Practices in Job Description Design and Management-HRTMS JobsHRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares state-of-the-art best and next practices to consider when creating and maintaining effective Job Descriptions.
The document provides information on several education sector construction projects completed by Jerram Falkus Construction Ltd. It includes brief summaries of six projects, including their location, client, contract value, scope of work, and other key details, such as duration and architect. The projects involve new school buildings, extensions, refurbishments, and conversions to improve and expand education facilities.
I will present five major ideas from Judaism which I can assimilate with my primary Christian spiritual-religious world view and implement into my life.
To grieve like a man is to grieve differently than a woman. It is not an option of better, worse, or less suitable, it’s just that a man’s way of grieving is different. Since it is different it is often confusing to others and can result in unwarranted isolation. “While women tend to react to the loss of a loved one as abandonment, men perceive it as losing part of themselves, as if severing an arm or leg.” (Learning to Live Through Loss)
The document discusses strategic pay plans, including the three stages of establishing pay rates: job evaluation, conducting a wage/salary survey, and combining the results. It covers topics like total rewards, competency-based and skill-based pay, compensating executives and professionals, broadbanding pay ranges, and ensuring pay equity. The overall aim is to align an organization's compensation strategy with its business goals.
This document discusses managing employee separations and turnover. It covers voluntary and involuntary turnover, the costs of turnover, fair dismissal processes, termination interviews, and techniques to increase employee engagement like suggestion programs and communication. The key topics covered are the types of turnover, ensuring fairness in separations, guidelines for dismissal and layoffs, and how to improve engagement to reduce turnover.
This document discusses performance management and appraisal. It covers topics such as employee engagement, the importance of performance management, defining performance appraisal and its uses. It describes the performance appraisal process and factors like environmental considerations. It also discusses different performance appraisal methods, potential problems, characteristics of an effective system, legal implications and how culture can impact appraisals.
The document discusses occupational health and safety in Canada. It covers OHS legislation and responsibilities of employers and employees. Key topics include WHMIS, accident prevention, substance abuse, job stress, repetitive strain injuries, workplace toxins/smoking, pandemic planning, violence prevention, and employee wellness programs. The goal of OHS laws and programs is to minimize workplace accidents and illnesses and promote employee health and well-being.
This document provides an overview of chapter 3 from a human resource management textbook. It discusses several topics related to workplace diversity, equal employment opportunity, and affirmative action. Specifically, it defines key terms like diversity and discusses components of a diverse workforce such as different generations, minorities, immigrants, and persons with disabilities. It also outlines many important laws that promote equal employment like the Civil Rights Act, Americans with Disabilities Act, and Age Discrimination in Employment Act. Finally, it summarizes some landmark Supreme Court cases that have impacted equal opportunity and affirmative action.
This document provides an overview of global human resource management. It discusses topics such as the evolution of global business, global staffing approaches, compensation for expatriates and host country nationals, global human resource development, safety and health, and legal/political factors. The objectives are to describe the impact of globalization on HR and explain considerations related to areas like staffing, development, compensation and labor relations from a worldwide perspective.
This chapter discusses international human resource management and labor relations. It covers topics such as recruiting and selecting expatriate managers, training and developing international staff, performance reviews and compensation for foreign assignments, retention challenges, human resource issues for local employees, and labor relations in other countries. The chapter aims to explain how HR practices must adapt to different cultural, legal and economic environments around the world.
Job descriptions are the foundation of many key activities in HR, but most organizations treat the creation and maintenance of job descriptions as an ad hoc process, driven by an immediate need to recruit or retain.
In this discussion Melissa Tessendorf will talk about best practices for creating and maintaining job descriptions and how job competencies can provide a more strategic overall approach.
This session will cover:
Best practices for writing job descriptions.
Who should be responsible for initiating the process and who should do the writing?
The differences between recruitment-focused job descriptions and job descriptions for HR.
How to avoid common job description writing mistakes.
Why critical competencies should be incorporated into the job description.
How the entire organization can benefit from a job descriptions enhanced with critical competencies.
How technology can assist.
This document provides an overview of Chapter 12 from a human resource management textbook on labor unions and collective bargaining. It covers key topics such as project labor agreements, reasons why employees join unions, union growth strategies, laws affecting collective bargaining, the collective bargaining process, preparing for and conducting negotiations, potential issues that can arise, and administering collective bargaining agreements. The chapter objectives are to describe these various concepts and processes related to unions and collective bargaining.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
Best/Next Practices in Job Description Design and Management-HRTMS JobsHRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares state-of-the-art best and next practices to consider when creating and maintaining effective Job Descriptions.
The document provides information on several education sector construction projects completed by Jerram Falkus Construction Ltd. It includes brief summaries of six projects, including their location, client, contract value, scope of work, and other key details, such as duration and architect. The projects involve new school buildings, extensions, refurbishments, and conversions to improve and expand education facilities.
I will present five major ideas from Judaism which I can assimilate with my primary Christian spiritual-religious world view and implement into my life.
To grieve like a man is to grieve differently than a woman. It is not an option of better, worse, or less suitable, it’s just that a man’s way of grieving is different. Since it is different it is often confusing to others and can result in unwarranted isolation. “While women tend to react to the loss of a loved one as abandonment, men perceive it as losing part of themselves, as if severing an arm or leg.” (Learning to Live Through Loss)
A Contrast of the Mystical Elements of Buddism, Taoism, Judaism, and Christia...David Grinstead, MA
There are certain general characteristics of mysticism that are shared by Buddhism, Taoism, Judaism, and Christianity. This common ground is a unifying principle that positions the Divine in the midst of all genuine mystical experiences.
Using a case study (the client’s name and other personal details have been altered for identity protection) as an example, this paper provides an overview of how I design and assist a client with a treatment regimen that uses a mixture/combination of clinical hypnotherapy, life coaching, and spiritual counseling/direction.
Abraham Maslow's psychology focused on human nature and needs. He believed humans have innate needs and capacities that drive them towards self-actualization. As lower needs are met, higher needs emerge. When inner needs are suppressed, it causes unhappiness and problems. Maslow identified two types of self-actualized people - those without transcendent experiences (Theory Y) and those who had transcendent peak experiences that changed their worldview (Theory Z). Peak experiences provide benefits like increased happiness, creativity, and perception of reality. B-cognition describes improved behaviors and views of self and others after peak experiences.
What is Healing: At What Level of Human Existence Does Healing Begin?David Grinstead, MA
At what level of human existence does healing begin? "There is no sharp line of line of demarcation between the religious, spiritual, emotional, and physical—between the body and the psyche." (Morton Kelsey, Healing and Christianity, 232)
This document contains a list of technical terms including table, queries, form, report, switchboard, and macro. It appears to be an outline or table of contents for a technical document related to databases, data analysis, or business software. The terms suggest it will cover topics like working with database tables, writing queries to extract and analyze data, creating forms and reports to view and present information, and using macros to automate tasks.
O documento discute a função de compras em empresas, incluindo seus objetivos de obter suprimentos contínuos, comprar materiais aos menores preços possíveis, e manter boas relações com fornecedores. Também descreve a organização do setor de compras e suas atividades como pesquisa de fornecedores e aquisição de materiais.
This document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It covers collecting job analysis information through interviews, questionnaires, observations, and diaries. This information is then used to write job descriptions detailing responsibilities, requirements, and working conditions, as well as job specifications listing necessary qualifications. Methods discussed include traditional approaches as well as using the Internet and tools like O*NET. The document also addresses job analysis in a more modern, "worker-empowered" context through approaches like competency-based analysis.
job analysis - job description and specification - HRMseemakamran1
This document provides an overview of job analysis, including definitions of key terms like job analysis, job description, and job specifications. It discusses the various methods used to collect job analysis information, such as interviews, questionnaires, and observation. The document also covers how to write job descriptions and specifications, and how job analysis has evolved in a more worker-empowered world with concepts like competency-based analysis and job design.
This document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It covers collecting job analysis information through interviews, questionnaires, observations, and diaries. This information is then used to write job descriptions detailing duties and specifications outlining required qualifications. The document discusses internet-based tools like O*NET that can assist with writing job descriptions and specifications. It also covers quantitative job analysis techniques and analyzing jobs in a more empowered workplace with enriched roles.
This document provides an overview of job analysis from Chapter 4 of the textbook "Human Resource Management". It discusses the basics of job analysis including definitions of key terms like job analysis, job description, and job specification. It also covers the various methods that can be used to collect job analysis information, such as interviews, questionnaires, observations, and diaries/logs. The document outlines the typical steps in conducting a job analysis and the various uses of job analysis information, such as for recruitment, performance appraisal, and compensation. It provides examples of writing job descriptions and specifications and how job analysis practices are evolving in a more worker-empowered environment.
This PowerPoint presentation discusses job analysis, including defining job analysis and describing its uses. It covers methods for collecting job analysis information such as interviews, questionnaires, and observation. It also explains how to write job descriptions and specifications. Finally, it discusses job analysis in the context of a "worker-empowered" approach and competency-based job analysis.
The document discusses job analysis and talent management. It explains that job analysis is used to understand job requirements and is important for tasks like recruitment, performance reviews, and training. The key methods of collecting job analysis information discussed are interviews, questionnaires, and observation. Job descriptions document the job duties and responsibilities while job specifications define the skills and qualifications required for a role. Competency-based job analysis focuses on identifying the key competencies needed to perform a job successfully.
The document discusses job analysis which is defined as determining the duties, skills, and type of person required for a job. It covers topics such as talent management, collecting job analysis information through interviews and questionnaires, writing job descriptions and specifications, and competency-based job analysis. The overall purpose of job analysis is to understand the requirements of jobs in order to inform recruiting, performance management, compensation, and other human resource processes.
Human resource planning is the systematic process of matching a company's internal and external supply of human capital with the anticipated demand for jobs over a specified period of time. It involves forecasting human resource needs and availability, comparing requirements to availability, and taking actions like recruiting or downsizing to address any surpluses or shortages. An important part of human resource planning is using tools like human resource information systems to integrate core HR processes and obtain timely information to support decision making.
This document provides an overview of chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing training and skills development, performance management, compensation and benefits, and contemporary HR issues. It describes the functions of HR which include selection, training, and retention of competent employees. Environmental factors like unions and laws are discussed as well as approaches to recruitment, selection, orientation, training and developing employee skills.
Week 5-Job Analysis, Employee Involvement, and Flexible Work Schedules (1).pdfSamahhassan30
1. The document discusses job analysis which is the process of obtaining information about jobs through determining job duties, tasks, and activities. This information is used to develop job descriptions and specifications.
2. Popular methods for performing job analysis include functional job analysis, position analysis questionnaires, and critical incident methods. Information is typically gathered through interviews, questionnaires, and observation.
3. Accuracy of job information is important and can be influenced by self-reporting biases. Collecting data from a representative sample and capturing all important job details helps ensure accuracy.
Work flow analysis identifies the inputs, processes, and outputs required to produce a unit's work. Job analysis provides detailed job descriptions and specifications. Key trends include viewing work more flexibly and in terms of projects rather than rigid jobs. Effective job design considers efficiency, motivation, ergonomics, and mental demands on workers. Motivating jobs offer variety, identity, significance, autonomy, and feedback. Flexible schedules and telework can also enhance autonomy.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
Job Analysis and the Talent Management Process.pptxSamahAyad4
The key points of the document are:
1. Talent management involves integrating processes like recruitment, selection, development and compensation to retain a superior workforce.
2. Job analysis is the process of determining the duties, skills and traits needed for a job in order to hire the right candidates.
3. Common methods for collecting job analysis information include interviews, questionnaires, observation, diaries/logs and internet-based approaches. Using multiple sources improves accuracy.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
your job is not to judge. You job is not figure out if someone deserves something. Your job is to lift the fallen, to restore the broken, and to heal the hurting.
1. The document summarizes key aspects of recruitment and selection from chapters 5-7 of Gary Dessler's Human Resource Management textbook, including the multi-step recruitment and selection process, sources of internal and external candidates, and different types of tests used in selection.
2. It discusses techniques for employment planning and forecasting needs, and the importance of selecting the right employees for organizational performance, legal obligations, and costs.
3. Internal sources of candidates include promotions, transfers, and current employees, while external sources include advertising, employment agencies, colleges, and referrals. The document also addresses recruiting a more diverse workforce.
The document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It describes different methods for collecting job analysis information, such as interviews, questionnaires, and observation. The information is then used to write job descriptions that detail the responsibilities, requirements, and specifications of a role. The document also discusses how job analysis is adapting to changing work environments through techniques like competency-based analysis and dejobbing roles.
This document discusses job analysis, which is the process of determining the duties, skills, and requirements of a job. It describes how job analysis is used to create job descriptions and specifications. Several methods for conducting job analysis are outlined, including interviews, questionnaires, observations, and participant diaries/logs. The document then discusses how to write job descriptions and specifications based on the information gathered in the job analysis. Key aspects of job descriptions like responsibilities, duties, and performance standards are covered. Methods for determining job specifications, such as specifying requirements for trained versus untrained workers and using statistical analysis, are also summarized.
Takaful is an Islamic insurance concept based on mutual assistance and cooperation. It involves participants contributing to a common fund, which is used to pay compensation to any participant who suffers losses according to the terms of the Takaful agreement. There are different models for structuring Takaful, such as the Tabarru' model where contributions are seen as donations, or the Mudharabah model where profits from investing contributions are shared. Takaful aims to be free from elements like uncertainty and gambling that are prohibited in Islam. It is overseen by a Sharia Supervisory Council to ensure compliance.
This document discusses the principles and process of underwriting in insurance. It defines underwriting as assessing and selecting risks to determine premiums, terms, and conditions. The key purposes of underwriting are to guard against applicants with high probability of loss and to charge premiums commensurate with risk. Common underwriting features include identifying hazards, selecting risks, and setting premiums, terms, and conditions accordingly. Risks with abnormal hazards may be accepted with risk improvements, warranties, exclusions, restricted coverage, excesses, or franchises. Premiums are set using individual, class, or merit rates and cover expected claims costs plus expenses.
This document discusses various insurance documents and forms used in the insurance process. It describes the purpose and contents of key documents like proposal forms, cover notes, certificates of insurance, policy forms, endorsements, renewal notices, claim forms, and discharge letters. Proposal forms are used to gather risk information and form the basis of the insurance contract. Cover notes provide temporary coverage until the full policy is issued. Policy forms contain the terms and conditions of the insurance agreement. Endorsements are used to modify policy terms, and discharge letters confirm that claims have been fully settled.
This document discusses various types of insurance products including general insurance, motor insurance, fire insurance, liability insurance, theft insurance, and life assurance. It provides details on the characteristics, coverages, exclusions, and uses of different insurance policies such as term assurance, endowment, whole-life, and annuities. The document aims to explain the key features of both general and life insurance products.
The document discusses the regulation and supervision of the insurance industry in three paragraphs:
1. The insurance industry is regulated to protect consumers due to the nature of insurance contracts and the need for insurer integrity and stability. Regulations aim to ensure eight basic consumer rights and prevent issues like unfair claims settlement.
2. Regulations aim to promote healthy competition, provide some consumer protection, and foster competency and professionalism within the industry. This is achieved through licensing insurers, brokers and adjusters and oversight by regulatory bodies.
3. The Insurance Act establishes rules for insurers, including requiring separate licensing for life and general insurance, approval for certain investment-linked products, and membership in industry associations. Regulations aim to protect the
The document outlines the key components and organizations that make up the insurance industry and market in Malaysia. It discusses the roles of various departments within insurance companies and how they may be organized. It also lists and describes several important institutions related to both the general insurance market and life assurance market, including their objectives and functions.
The document discusses several key principles of insurance:
- Insurance requires insurable interest to differentiate it from gambling. Insurable interest refers to a legitimate financial stake in the subject matter being insured.
- The insured must disclose all material facts regarding the risk. Undisclosed or misrepresented facts can void the contract.
- Insurance contracts aim to indemnify, or make whole, the insured for losses by restoring them to their pre-loss financial position without providing a payout exceeding losses.
1. The document discusses various concepts related to risk including risk, peril, loss, and hazard. It also describes different ways to measure risk such as priori, empirical, and judgmental probabilities.
2. Risks are categorized as either fundamental or particular, and pure or speculative. Fundamental risks affect large numbers of people while particular risks affect individuals. Pure risks involve the possibility of loss or no loss, while speculative risks involve the possibility of profit, loss, or no loss.
3. The main methods for handling risks are risk avoidance, loss control, risk retention, and risk transfer. Risk avoidance aims to reduce the total amount of loss by preventing or minimizing loss. Loss control involves retaining risks and bearing any
This document provides an introduction and overview of insurance, including definitions of insurance, how it works, its importance, functions, and classes. Insurance is defined as an economic institution based on mutuality that is formed to establish a common fund to pay for unforeseen losses. It works by pooling risks and losses from many individuals into a large fund. The primary function of insurance is the equitable distribution of financial losses from a few insured individuals among the larger group of insured. There are two main classes of insurance: life assurance which covers human life contingencies, and general insurance which covers property and liability risks.
This document discusses components of employee compensation and benefits programs. It covers statutory benefits that are legally required such as Employees Provident Fund (EPF), social security, and paid leave. Non-statutory or discretionary benefits are also examined, including health insurance, retirement plans, education assistance, and work-life programs. Components of total compensation including direct financial pay, variable pay, and indirect benefits are broken down.
This document discusses performance management and appraisal. It covers topics like emotional intelligence, performance management goals, training and appraisal, and performance appraisal methods. Specifically, it defines performance appraisal as a formal review and evaluation system of individual or team task performance. It also outlines common problems with performance appraisals, such as bias, lack of objectivity, and employee anxiety. The document provides details on methods for performance appraisals, including ranking, forced distribution, paired comparisons, and graphic rating scales.
This document discusses staff orientation and human resource development. It defines staff orientation as helping new executives learn an organization's structure and culture to quickly start contributing. Human resource development includes training and development to improve employee competency and performance. Some key training methods discussed are instructor-led training, on-the-job training, job rotation, internships, and apprenticeships. The document emphasizes that training needs to be evaluated to ensure it effectively develops employees and supports organizational goals.
Job analysis is the systematic process of collecting information about jobs to document job duties and requirements. It involves determining the skills, knowledge, abilities and tasks required for a job. This information is then used for human resource functions like recruitment, performance management and compensation. The key aspects of job analysis are conducting interviews with employees and supervisors, observing job tasks, developing job descriptions that document responsibilities and specifications that outline qualifications. Regular analysis ensures job information stays current as tasks and technologies change over time.
This document discusses recruitment and selection. It defines recruitment as attracting qualified job applicants, and selection as choosing the best candidate for a position. The selection process involves reviewing applications, preliminary interviews, employment interviews, testing, screening references and backgrounds, and making a selection decision. Factors like legal issues, decision speed, the applicant pool, and organizational characteristics can influence selection. The document outlines sources for internal and external recruitment and different recruitment and selection methods, such as job posting, testing, structured and behavioral interviews. It also discusses potential problems in interviews like inappropriate questions, premature judgments, and contrast effects.
This document provides an overview of human resource management. It discusses the main functions of HRM including staffing, human resource development, compensation and benefits, safety and health, and employee and labor relations. It also examines the internal and external factors that influence HRM and how the roles and tasks of HRM are changing, with some functions now performed by HR managers, shared service centers, outsourcing firms or line managers. Finally, it differentiates between the roles of HR executives, generalists and specialists.
The document calculates material price, usage, and total variances as well as labor rate, efficiency, and total variances for products SLIM and SMART. For SLIM, the material price and usage variances were favorable due to decreased price and more efficient production methods. However, the labor rate and efficiency variances were unfavorable possibly because standards were too loose or equipment was inefficient. For SMART, the material usage and total variances were favorable likely due to machinery issues while the price and labor rate variances were unfavorable possibly from incorrect standards or changed rates.
This document lists various internet sources and books used as references for information on secretarial services, company registration procedures, accounting software, and guides on writing training reports, financial statements, accounting dictionaries, starting a business, and the Malaysian legal system. References are provided from websites, software guides, and books on topics related to secretarial services, accounting, entrepreneurship, and legal matters.
The document outlines the objectives and problem statement for a database application final project created by four students. The objectives are to enhance the hospital system to be faster and smoother, safely record and store patient data, and create good staff schedules without timing clashes. The current problems are the manual system has low efficiency, unsecured patient files could be damaged or lost, scheduling inefficiencies, and difficulty updating patient information correctly. The conclusion is the Access database makes information easier to search, arrange, and find.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.