An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
Line and staff, responsibility of hrm lecture_ 02 classabir hossain
Authority is the right to make decisions, to direct the work of others, and to give orders.
Authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyed.
Authority was a major tenet of the early management writers, the glue that held the organization together.
It was to be delegated downward to lower-level managers. Each management position has specific inherent rights that incumbents acquire from the position's rank or title.
Authority is related to one's position and ignores personal characteristics. When a position of authority is vacated, the authority remains with the position.
Line Authority
Staff Authority
Functional Authority
Line Manager
Staff Manager
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
Line and staff, responsibility of hrm lecture_ 02 classabir hossain
Authority is the right to make decisions, to direct the work of others, and to give orders.
Authority refers to the rights inherent in a managerial position to give orders and expect the orders to be obeyed.
Authority was a major tenet of the early management writers, the glue that held the organization together.
It was to be delegated downward to lower-level managers. Each management position has specific inherent rights that incumbents acquire from the position's rank or title.
Authority is related to one's position and ignores personal characteristics. When a position of authority is vacated, the authority remains with the position.
Line Authority
Staff Authority
Functional Authority
Line Manager
Staff Manager
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
It is a presentation which covers Wipro company's all round information, it covers not only the HR aspect of HR Functions, Job Description, Job Specialization, Recruitment process and source but also include Sector-Company-Product-Service Information, Business Model canvas also with brief company information. The data is taken from WIPRO Company website and Naukri.com only. Presentation made by Aniket Singh for informative purpose and study of company for in-depth analysis.
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
It is a presentation which covers Wipro company's all round information, it covers not only the HR aspect of HR Functions, Job Description, Job Specialization, Recruitment process and source but also include Sector-Company-Product-Service Information, Business Model canvas also with brief company information. The data is taken from WIPRO Company website and Naukri.com only. Presentation made by Aniket Singh for informative purpose and study of company for in-depth analysis.
Performance appraisal principles will serves as a simple guide to conduct an effective performance review.
Performance appraisal | Principles of performance appraisal | Guide | Leadership and Management | Learningade
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Class notes hrd
1. Q Class Notes - Human Resource
Management - Training & Development
Training & Development
Training is a process of learning a sequence of programmed behaviour. It improves the
employee’s performance on the current job and prepares them for an intended job.
Development not only improves job performance but also brings about the growth of the
personality. Individuals not only mature regarding their potential capacities but also become
better individuals.
Difference between Training & Development:
Training:
1. It’s a short term process.
2. Refers to instruction in technical and mechanical problems
3. Targeted in most cases for non-managerial personnel
4. Specific job related purpose
Development:
1. It is a long term educational process.
2. Refers to philosophical and theoretical educational concepts
3. Managerial personnel
4. General knowledge purpose
Purpose of Training:
1. To improve Productivity: Training leads to increased operational productivity and
increased company profit.
2. To improve Quality: Better trained workers are less likely to make operational mistakes.
3. To improve Organizational Climate: Training leads to improved production and
product quality which enhances financial incentives. This in turn increases the overall
morale of the organization.
4. To increase Health and Safety: Proper training prevents industrial accidents.
5. Personal Growth: Training gives employees a wider awareness, an enlarged skill base
and that leads to enhanced personal growth.
Steps in Training Process:
2. 1. Discovering or Identifying Training needs: A training program is designed to assist in
providing solutions for specific operational problems or to improve performance of a
trainee.
o Organizational determination and Analysis: Allocation of resources that relate
to organizational goal.
o Operational Analysis: Determination of a specific employee behaviour required
for a particular task.
o Man Analysis: Knowledge, attitude and skill one must possess for attainment of
organizational objectives
2. Getting ready for the job: The trainer has to be prepared for the job. And also who
needs to be trained - the newcomer or the existing employee or the supervisory staff.
3. Preparation of the learner:
o Putting the learner at ease
o Stating the importance and ingredients of the job
o Creating interest
o Placing the learner as close to his normal working position
o Familiarizing him with the equipment, materials and trade terms
4. Presentation of Operation and Knowledge: The trainer should clearly tell, show,
illustrate and question in order to convey the new knowledge and operations. The trainee
should be encouraged to ask questions in order to indicate that he really knows and
understands the job.
5. Performance Try out: The trainee is asked to go through the job several times. This
gradually builds up his skill, speed and confidence.
6. Follow-up: This evaluates the effectiveness of the entire training effort
The Sequence of Training Program can be put in a Flowchart as below:
Training Techniques:
An effective training fulfills the following criteria:
1. Adaptation of the technique/method to the learner and the job
2. Provides motivation to the trainee to improve job performance
3. Creates trainee’s active participation in the learning process
4. Provide knowledge of results about attempts to improve
Development
Management development attempts to improve managerial performance by imparting
1. Knowledge
2. Changing attitudes
3. Increasing skills
3. The major objective of development is managerial effectiveness through a planned and a
deliberate process of learning. This provides for a planned growth of managers to meet the future
organizational needs.
Development Process:
1. Setting Development Objectives: It develops a framework from which executive need
can be determined.
2. Ascertaining Development Needs: It aims at organizational planning & forecast the
present and future growth.
3. Determining Development Needs: This consists of
o Appraisal of present management talent
o Management Manpower Inventory
The above two processes will determine the skill deficiencies that are relative to the future needs
of the organization.
1. Conducting Development Programs: It is carried out on the basis of needs of different
individuals, differences in their attitudes and behaviour, also their physical, intellectual
and emotional qualities. Thus a comprehensive and well conceived program is prepared
depending on the organizational needs and the time & cost involved.
2. Program Evaluation: It is an attempt to assess the value of training in order to achieve
organizational objectives.
The Development process can be pictorially represented in a Flowchart as below:
Human Resource Management
Function 4: Employee evaluation
An organization needs constantly to take stock of its workforce and to assess its performance in
existing jobs for three reasons:
• To improve organizational performance via improving the performance of individual
contributors (should be an automatic process in the case of good managers, but (about
annually) two key questions should be posed:
o what has been done to improve the performance of a person last year?
o and what can be done to improve his or her performance in the year to come?).
• To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in
the organization or to transfer individuals into jobs where better use can be made of their
abilities or developing skills.
• To provide an equitable method of linking payment to performance where there are no
numerical criteria (often this salary performance review takes place about three months later
and is kept quite separate from 1. and 2. but is based on the same assessment).
4. On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The personnel role is
usually that of:
• Advising top management of the principles and objectives of an evaluation system and
designing it for particular organizations and environments.
• Developing systems appropriately in consultation with managers, supervisors and staff
representatives. Securing the involvement and cooperation of appraisers and those to be
appraised.
• Assistance in the setting of objective standards of evaluation / assessment, for example:
o Defining targets for achievement;
o Explaining how to quantify and agree objectives;
o Introducing self-assessment;
o Eliminating complexity and duplication.
• Publicizing the purposes of the exercise and explaining to staff how the system will be used.
• Organizing and establishing the necessary training of managers and supervisors who will carry
out the actual evaluations/ appraisals. Not only training in principles and procedures but also in
the human relations skills necessary. (Lack of confidence in their own ability to handle situations
of poor performance is the main weakness of assessors.)
• Monitoring the scheme - ensuring it does not fall into disuse, following up on training/job
exchange etc. recommendations, reminding managers of their responsibilities.
Full-scale periodic reviews should be a standard feature of schemes since resistance to evaluation
/ appraisal schemes is common and the temptation to water down or render schemes ineffectual
is ever present (managers resent the time taken if nothing else).
Basically an evaluation / appraisal scheme is a formalization of what is done in a more casual
manner anyway (e.g. if there is a vacancy, discussion about internal moves and internal attempts
to put square pegs into 'squarer holes' are both the results of casual evaluation). Most managers
approve merit payment and that too calls for evaluation. Made a standard routine task, it aids the
development of talent, warns the inefficient or uncaring and can be an effective form of
motivation.
Performance appraisal methods
(Tools of ) Performance appraisal methods include 11 methods / types as
follows:
1. Critical incident method
The critical incidents for performance appraisal is a method in which the manager writes down
positive and negative performance behavior of employees throughout the performance period
2. Weighted checklist
This method describe a performance appraisal method where rater familiar with the jobs being
evaluated prepared a large list of descriptive statements about effective and ineffective behavior
on jobs
5. 3. Paired comparison analysis
Paired comparison analysis is a good way of weighing up the relative importance of options.
A range of plausible options is listed. Each option is compared against each of the other options.
The results are tallied and the option with the highest score is the preferred option.
4. Graphic rating scales
The Rating Scale is a form on which the manager simply checks off the employee’s level of
performance.
This is the oldest and most widely method used for performance appraisal.
5. Essay Evaluation
This method asked managers / supervisors to describe strengths and weaknesses of an
employee’s behavior. Essay evaluation is a non-quantitative technique
This method usually use with the graphic rating scale method.
6. Behaviorally anchored rating scales
This method used to describe a performance rating that focused on specific behaviors or sets as
indicators of effective or ineffective performance.
It is a combination of the rating scale and critical incident techniques of employee performance
evaluation.
7. Performance ranking method
Ranking is a performance appraisal method that is used to evaluate employee performance from
best to worst.
Manager will compare an employee to another employee, rather than comparing each one to a
standard measurement.
8. Management By Objectives (MBO)
MBO is a process in which managers / employees set objectives for the employee, periodically
evaluate the performance, and reward according to the result.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods)
9. 360 degree performance appraisal
360 Degree Feedback is a system or process in which employees receive confidential,
anonymous feedback from the people who work around them.
6. 10.Forced ranking (forced distribution)
Forced ranking is a method of performance appraisal to rank employee but in order of forced
distribution.
For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80
percent in the middle, and 10 percent in the bottom.
11. Behavioral Observation Scales
Behavioral Observation Scales is frequency rating of critical incidents that worker has
performed.
A performance appraisal, employee appraisal, performance review, or (career)
development discussion[1] is a method by which the job performance of an employee is
evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding
manager or supervisor[2]. A performance appraisal is a part of guiding and managing career
development. It is the process of recording information about relatives worth of an employee to
the organization.
Contents
[hide]
• 1 Aims
• 2 Methods
• 3 Criticism
• 4 See also
• 5 References
• 6 Sources
• 7 External links
[edit] Aims
Generally, the aims of a performance appraisal are to:
• Give an employees feedback on performance
• Identify employee training needs
• Document criteria used to allocate organizational rewards
• Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses,
etc.
• Provide the opportunity for organizational diagnosis and development
• Facilitate communication between employee and administration
• Validate selection techniques and human resource policies to meet federal Equal Employment
Opportunity requirements
7. [edit] Methods
A common approach to assessing performance is to use a numerical or scalar rating system
whereby managers are asked to score an individual against a number of objectives/attributes. In
some companies, employees receive assessments from their manager, peers, subordinates, and
customers, while also performing a self assessment. This is known as a 360-degree appraisal and
forms good communication patterns.
The most popular methods used in the performance appraisal process include the following:
• Management by objectives
• 360-degree appraisal
• Behavioral observation scale
• Behaviorally anchored rating scales
Trait-based systems, which rely on factors such as integrity and conscientiousness, are also
commonly used by businesses. The scientific literature on the subject provides evidence that
assessing employees on factors such as these should be avoided. The reasons for this are two-
fold:
1) Because trait-based systems are by definition based on personality traits, they make it difficult
for a manager to provide feedback that can cause positive change in employee performance. This
is caused by the fact that personality dimensions are for the most part static, and while an
employee can change a specific behavior they cannot change their personality. For example, a
person who lacks integrity may stop lying to a manager because they have been caught, but they
still have low integrity and are likely to lie again when the threat of being caught is gone.
2) Trait-based systems, because they are vague, are more easily influenced by office politics,
causing them to be less reliable as a source of information on an employee's true performance.
The vagueness of these instruments allows managers to fill them out based on who they want
to/feel should get a raise, rather than basing scores on specific behaviors employees
should/should not be engaging in. These systems are also more likely to leave a company open to
discrimination claims because a manager can make biased decisions without having to back them
up with specific behavioral information.
[edit] Criticism
Performance appraisals are an instrument for social control. They are annual discussions,
avoided more often than held, in which one adult identifies for another adult three improvement
areas to work on over the next twelve months. You can soften them all you want, call them
development discussions, have them on a regular basis, have the subordinate identify the
improvement areas instead of the boss, and discuss values. None of this changes the basic
transaction... If the intent of the appraisal is learning, it is not going to happen when the context
of the dialogue is evaluation and judgment.