These slides include Meaning, Definition of HRM, characteristics of HRM, Difference between HRM & Personnel Management, Characteristics of Personnel Management, Advantages of HRM and Scope of Human Resource Management.
Executive development refers to systematic efforts to help managers improve their skills and abilities in order to perform current and future leadership roles more effectively. The document discusses various on-the-job and off-the-job techniques used for executive development, including coaching, job rotation, case studies, role playing, and sensitivity training. It emphasizes that executive development aims to not only improve current job performance but also prepare managers for higher level positions by developing their conceptual skills and awareness of human behavior.
These slides include Meaning, Feature of e-HRM, e-HR Activities, Meaning, e-Recruitment its Benefits & guidelines, e-Selection and its procedure, e-Training and its advantages and disadvantages
Human resource management is the process of acquiring, training, appraising and compensating employees and attending to their labor relations, health, safety and fairness concerns. It’s a proactive approach to managing people in the organization.
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
Human Resource Management and Human Resource DevelopmentMs. Shery Asthana
Introduction of HRM & HRD, Concept of HRM, Objectives, Process, HRM vs. Personnel Management, HRM vs. HRD, Objectives of HRD, focus of HRD system, Structure of HRD System, Role of HRD Manpower
The document discusses human resource development in financial development institutions. It defines HRD as providing programs to orient, train, and develop employees to improve skills, knowledge, abilities and competencies for individual and organizational growth. It notes two models of Latin American financial development institutions and that HRD is a key factor in their performance. The roles and responsibilities of the board of directors, HRD management, and staff training are then overviewed. The board establishes corporate values, policies, strategies and compliance. HRD management develops the labor system, identifies key personnel needs for different offices, and staff training objectives, strategies and budgeting.
Executive development refers to systematic efforts to help managers improve their skills and abilities in order to perform current and future leadership roles more effectively. The document discusses various on-the-job and off-the-job techniques used for executive development, including coaching, job rotation, case studies, role playing, and sensitivity training. It emphasizes that executive development aims to not only improve current job performance but also prepare managers for higher level positions by developing their conceptual skills and awareness of human behavior.
These slides include Meaning, Feature of e-HRM, e-HR Activities, Meaning, e-Recruitment its Benefits & guidelines, e-Selection and its procedure, e-Training and its advantages and disadvantages
Human resource management is the process of acquiring, training, appraising and compensating employees and attending to their labor relations, health, safety and fairness concerns. It’s a proactive approach to managing people in the organization.
The document discusses human resource development (HRD) and its relationship to human resource management (HRM). It defines HRD as the part of HRM focused on training and developing employees. HRD uses systems like performance appraisal, training programs, and career planning to develop employee skills and abilities. The document also outlines emerging trends in HRD like talent management, outsourcing, and Six Sigma approaches. It discusses how HRD is implemented specifically in industries like information technology, public sectors, government organizations, and non-governmental organizations through practices like recruitment, training, performance reviews, and skill development.
Human resource development (HRD) involves helping employees acquire skills to perform present and future jobs efficiently and develop their potential for personal and organizational effectiveness. HRD functions include training, career development, performance evaluation, and succession planning. The objectives of HRD are to develop employee and organizational capabilities. A case study on Jet Airways found issues like lack of qualified personnel, unsatisfied employees due to insufficient promotions and incentives, and need for timely communication and training. Addressing human resource needs through education and career counseling can help upgrade skills and performance.
Human Resource Management and Human Resource DevelopmentMs. Shery Asthana
Introduction of HRM & HRD, Concept of HRM, Objectives, Process, HRM vs. Personnel Management, HRM vs. HRD, Objectives of HRD, focus of HRD system, Structure of HRD System, Role of HRD Manpower
The document discusses human resource development in financial development institutions. It defines HRD as providing programs to orient, train, and develop employees to improve skills, knowledge, abilities and competencies for individual and organizational growth. It notes two models of Latin American financial development institutions and that HRD is a key factor in their performance. The roles and responsibilities of the board of directors, HRD management, and staff training are then overviewed. The board establishes corporate values, policies, strategies and compliance. HRD management develops the labor system, identifies key personnel needs for different offices, and staff training objectives, strategies and budgeting.
This document discusses the concepts of human resource management (HRM) and human resource development (HRD). It defines HRM as focusing on managing employees to achieve organizational objectives through policies and systems. HRD is a subsection of HRM concerned with identifying employee strengths and weaknesses to provide targeted training. The importance of HRM/HRD includes organizational growth through workforce development, improving work culture and efficiency, and developing employee potential and performance. Key aspects of establishing an effective HRM/HRD system include strategic workforce planning, compensation strategies, talent recruitment and development, building an engaged culture, and communication.
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
This document provides an overview of human resource management (HRM). It begins with an introduction and definitions of HRM. It describes the wide scope of HRM, which covers all major activities in an employee's work life from hiring to departure. Key differences between personnel management and HRM are outlined. The functions of HRM include staffing, development, compensation, and integration. Objectives of HRM are to meet societal, organizational, functional, and personal goals. The evolution of HRM in India from welfare to a business partner role is reviewed. Studying HRM is important because people are an organization's core strength and competitive advantage.
The document discusses key concepts related to organizational development, human resource development, and employee engagement. It defines alignment, dovetail joints, vision and mission statements. It also outlines drivers of employee engagement like involvement in decision making and development opportunities. The overall topics covered include organizational culture, career development, training, and creating an engaged workforce through HRD alignment.
SUBJECT : EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION
SCHOOL TERM : 3rd Semester, AY 2019-2020
PROFESSOR : Dr. Ladislao Marcelo
PhD STUDENT : Dr. Rosemarie S. Guirre
ASSIGNMENT/ACT: #1
***********************************************************
1. On evolution, what makes Personnel Management (PM), Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) different?
2. Which one will you suggest to your personnel managers as the head on an organization?
The document discusses several definitions of human resource development (HRD) from different authors between 1981 to 2000. Jones (1981) defines HRD as the systematic expansion of people's work abilities focused on organizational and personal goals. McLagan (1989) sees HRD as the integrated use of training, development, and organizational development to improve individual and organizational effectiveness. Nadler and Nadler (1989) define HRD as organized learning experiences provided to employees to improve performance and growth.
This document outlines the key concepts of human resource development (HRD) including organizational development, career development, and training and development. It discusses the four phases of the HRD process: needs assessment, design, training/implementation, and evaluation. The needs assessment phase involves organizational, task, and personal analysis to identify training needs. The design phase develops goals, budgets, and identifies training methods. Training methods can be off-the-job like lectures or on-the-job like coaching. The evaluation phase assesses outcomes using methods like reaction scales, learning assessments, and organizational metrics. The overall purpose of HRD is to enhance individual and organizational performance through continuous education and skills development.
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document outlines a training needs assessment that was conducted for Shree Mahuva Pradesh Sahakari Khand Udyog Mandli Ltd. to design a training and development model. It involved assessing needs through a training needs analysis form completed by department heads and discussions with employees. A review of the company profile and organizational analysis was also conducted to understand where training was needed. The needs assessment data was then analyzed to identify behavioral and functional training needs to inform the design of the training program.
Human Resource Development in Principles of Guidance and Values Educationperseuslumadilla
This document defines and outlines human resource development (HRD). It defines HRD as a process of developing and training employees to improve individual, group, and organizational performance. The document discusses the focus, features, objectives, and three main functions of HRD, which are training and development, organization development, and career development. It also outlines the benefits of HRD for organizations, such as making employees more competent, committed, and improving organizational effectiveness, participation, and human resource planning.
Human resource development (HRD) involves developing and utilizing human expertise through organizational development, training, and career development to improve employee performance. HRD treats people as valuable resources and assets by focusing on their strengths, involving them in decision making, and empowering them. The objectives of HRD are to benefit both individuals and the organization through personal, organizational, functional, and societal objectives. HRD provides benefits such as fully utilizing individual potential, enhancing competencies, nurturing work environments, and developing higher quality work-life through motivation. Career planning is an important part of HRD and involves processes such as training, management development, personal development planning, career counseling, and mentoring.
Human Resource Management and Human Resource DevelopmentZeeshan Azam
The document appears to be a presentation on human resource development and management. It discusses the differences between HRM and HRD, learning and development strategies, learning organization strategies, HRD philosophy, and case studies of Simmons and Marks & Spencer. It analyzes employee relations strategies and the HRM approach to employee relations. Key points covered include the importance of training, education, learning, and development for employees and organizations.
This document discusses human resources management and teams. It defines human resources as the means available to achieve organizational ends, such as money, land, and machinery. It also defines human resources management as procuring, maintaining, motivating, developing, and retaining a competent workforce to achieve organizational goals effectively and efficiently. The document discusses the importance of teams for accomplishing complex tasks and how teams require interdependent collaboration between members with different skills working toward shared goals.
This document provides an introduction to human resource development (HRD). It defines HRD as helping employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. The need for HRD is discussed, citing changing HR roles, knowledge-based organizations, and demanding customers. HRD's scope includes recruiting, performance analysis, developing managerial/behavioral skills, and learning through groups and job experiences. Objectives are to prepare employees for current and future jobs and promote development. Functions discussed are performance appraisal, training, executive development, and career planning.
Training and development are important functions in human resource management. Training aims to improve current job performance, while development helps employees grow and prepares them for future roles. There are defined processes for assessing training and development needs, designing and implementing programs, and evaluating their effectiveness. Regular employee evaluations also allow organizations to provide feedback, identify potential, and link compensation to performance. Human resource managers advise on building robust training, development, and evaluation systems to support organizational goals.
The document provides an overview of MAS Intimates-Thurulie, a sustainable clothing factory in Sri Lanka.
1) MAS Intimates-Thurulie is a factory that produces lingerie for Marks & Spencer using sustainable practices like solar panels and rainwater harvesting. It aims to be carbon neutral.
2) Features that help reduce electricity usage by 40% and water usage by 50% compared to similar factories.
3) The factory employs over 500 people initially and is expected to employ 1,300 by 2010, setting a new benchmark for ethical and sustainable manufacturing.
This document provides an overview of human resource management. It discusses the definition and functional areas of HRM, including job analysis, human resource planning, recruitment, compensation and benefits, downsizing, and human resource development. It describes the protagonists that perform HRM tasks and how the organization of HRM varies depending on company size, from small to large firms. The document also reviews how HRM is impacted by its internal and external environment and provides some insights on trends in HRM.
This document discusses human resource development (HRD). It defines HRD as a continuous planned process to develop employee competencies, motivation, and effectiveness through organized learning activities. The goals of HRD include developing individuals' skills for current and future roles, enhancing organizational culture, and improving quality of life and work. HRD benefits both employees and organizations by helping employees improve performance, better utilize their potential, and increasing organizational effectiveness.
This document provides an overview of personnel management. It defines personnel management as a set of programs, functions, and activities designed to maximize both personal and organizational goals. It discusses the three dimensions, features, managerial functions, operative functions, nature, and elements of personnel management. The document outlines the key aspects of personnel management such as job analysis, recruitment, selection, training, compensation, and developing employees.
EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS
1. Assessing Training Needs of an Organization
2. Types of Employee Training Programs
3. New Hire Orientation: Importance of Training Design & Content
4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation
5. Designing Training and Developing Programs for Faculty and Staff
6. What Is Career Management and Development? - Definition and Purpose
7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal
8. Common Methods of Employee Discipline
This presentation provides an overview of human resource management. It defines HRM, describes its key functions like acquisition, development, compensation, and industrial relations. It discusses the nature, scope, and objectives of HRM. The differences between personnel management and HRM are highlighted. The importance and environmental factors affecting HRM are also summarized. Finally, it lists the qualities required for an effective HR manager.
The key objectives of human resource management are:
1. To ensure availability of adequate number of qualified employees at the right time. This involves human resource planning and forecasting.
2. To maximize the productivity of employees by optimally utilizing their skills and knowledge. This involves training and development of employees.
3. To ensure effective utilization of the organization's human resources. This involves proper recruitment and selection, job analysis, job design and placement.
4. To develop and maintain a harmonious relationship between employees and management by providing a conducive work environment. This involves employee welfare, industrial relations and effective communication.
5. To develop and maintain a team of highly motivated employees. This involves performance appraisal,
This document discusses the concepts of human resource management (HRM) and human resource development (HRD). It defines HRM as focusing on managing employees to achieve organizational objectives through policies and systems. HRD is a subsection of HRM concerned with identifying employee strengths and weaknesses to provide targeted training. The importance of HRM/HRD includes organizational growth through workforce development, improving work culture and efficiency, and developing employee potential and performance. Key aspects of establishing an effective HRM/HRD system include strategic workforce planning, compensation strategies, talent recruitment and development, building an engaged culture, and communication.
Human resource development (HRD) involves planned activities designed by organizations to provide learning opportunities to employees. The goal is to develop expertise and skills needed for present and future job requirements. HRD functions include training and development to improve employee knowledge, skills, and attitudes. It also includes organizational development and career development activities to prepare employees for future roles and increase their capabilities. Effective HRD improves individual and organizational performance by developing workforce expertise and commitment.
This document provides an overview of human resource management (HRM). It begins with an introduction and definitions of HRM. It describes the wide scope of HRM, which covers all major activities in an employee's work life from hiring to departure. Key differences between personnel management and HRM are outlined. The functions of HRM include staffing, development, compensation, and integration. Objectives of HRM are to meet societal, organizational, functional, and personal goals. The evolution of HRM in India from welfare to a business partner role is reviewed. Studying HRM is important because people are an organization's core strength and competitive advantage.
The document discusses key concepts related to organizational development, human resource development, and employee engagement. It defines alignment, dovetail joints, vision and mission statements. It also outlines drivers of employee engagement like involvement in decision making and development opportunities. The overall topics covered include organizational culture, career development, training, and creating an engaged workforce through HRD alignment.
SUBJECT : EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION
SCHOOL TERM : 3rd Semester, AY 2019-2020
PROFESSOR : Dr. Ladislao Marcelo
PhD STUDENT : Dr. Rosemarie S. Guirre
ASSIGNMENT/ACT: #1
***********************************************************
1. On evolution, what makes Personnel Management (PM), Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) different?
2. Which one will you suggest to your personnel managers as the head on an organization?
The document discusses several definitions of human resource development (HRD) from different authors between 1981 to 2000. Jones (1981) defines HRD as the systematic expansion of people's work abilities focused on organizational and personal goals. McLagan (1989) sees HRD as the integrated use of training, development, and organizational development to improve individual and organizational effectiveness. Nadler and Nadler (1989) define HRD as organized learning experiences provided to employees to improve performance and growth.
This document outlines the key concepts of human resource development (HRD) including organizational development, career development, and training and development. It discusses the four phases of the HRD process: needs assessment, design, training/implementation, and evaluation. The needs assessment phase involves organizational, task, and personal analysis to identify training needs. The design phase develops goals, budgets, and identifies training methods. Training methods can be off-the-job like lectures or on-the-job like coaching. The evaluation phase assesses outcomes using methods like reaction scales, learning assessments, and organizational metrics. The overall purpose of HRD is to enhance individual and organizational performance through continuous education and skills development.
In this presentation, we will discuss the Human Resource Development and how it functions to improve the utilization value of work force to increase professional efficiency and task delivery.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document outlines a training needs assessment that was conducted for Shree Mahuva Pradesh Sahakari Khand Udyog Mandli Ltd. to design a training and development model. It involved assessing needs through a training needs analysis form completed by department heads and discussions with employees. A review of the company profile and organizational analysis was also conducted to understand where training was needed. The needs assessment data was then analyzed to identify behavioral and functional training needs to inform the design of the training program.
Human Resource Development in Principles of Guidance and Values Educationperseuslumadilla
This document defines and outlines human resource development (HRD). It defines HRD as a process of developing and training employees to improve individual, group, and organizational performance. The document discusses the focus, features, objectives, and three main functions of HRD, which are training and development, organization development, and career development. It also outlines the benefits of HRD for organizations, such as making employees more competent, committed, and improving organizational effectiveness, participation, and human resource planning.
Human resource development (HRD) involves developing and utilizing human expertise through organizational development, training, and career development to improve employee performance. HRD treats people as valuable resources and assets by focusing on their strengths, involving them in decision making, and empowering them. The objectives of HRD are to benefit both individuals and the organization through personal, organizational, functional, and societal objectives. HRD provides benefits such as fully utilizing individual potential, enhancing competencies, nurturing work environments, and developing higher quality work-life through motivation. Career planning is an important part of HRD and involves processes such as training, management development, personal development planning, career counseling, and mentoring.
Human Resource Management and Human Resource DevelopmentZeeshan Azam
The document appears to be a presentation on human resource development and management. It discusses the differences between HRM and HRD, learning and development strategies, learning organization strategies, HRD philosophy, and case studies of Simmons and Marks & Spencer. It analyzes employee relations strategies and the HRM approach to employee relations. Key points covered include the importance of training, education, learning, and development for employees and organizations.
This document discusses human resources management and teams. It defines human resources as the means available to achieve organizational ends, such as money, land, and machinery. It also defines human resources management as procuring, maintaining, motivating, developing, and retaining a competent workforce to achieve organizational goals effectively and efficiently. The document discusses the importance of teams for accomplishing complex tasks and how teams require interdependent collaboration between members with different skills working toward shared goals.
This document provides an introduction to human resource development (HRD). It defines HRD as helping employees develop skills, knowledge and abilities through opportunities like training, career development, coaching and mentoring. The need for HRD is discussed, citing changing HR roles, knowledge-based organizations, and demanding customers. HRD's scope includes recruiting, performance analysis, developing managerial/behavioral skills, and learning through groups and job experiences. Objectives are to prepare employees for current and future jobs and promote development. Functions discussed are performance appraisal, training, executive development, and career planning.
Training and development are important functions in human resource management. Training aims to improve current job performance, while development helps employees grow and prepares them for future roles. There are defined processes for assessing training and development needs, designing and implementing programs, and evaluating their effectiveness. Regular employee evaluations also allow organizations to provide feedback, identify potential, and link compensation to performance. Human resource managers advise on building robust training, development, and evaluation systems to support organizational goals.
The document provides an overview of MAS Intimates-Thurulie, a sustainable clothing factory in Sri Lanka.
1) MAS Intimates-Thurulie is a factory that produces lingerie for Marks & Spencer using sustainable practices like solar panels and rainwater harvesting. It aims to be carbon neutral.
2) Features that help reduce electricity usage by 40% and water usage by 50% compared to similar factories.
3) The factory employs over 500 people initially and is expected to employ 1,300 by 2010, setting a new benchmark for ethical and sustainable manufacturing.
This document provides an overview of human resource management. It discusses the definition and functional areas of HRM, including job analysis, human resource planning, recruitment, compensation and benefits, downsizing, and human resource development. It describes the protagonists that perform HRM tasks and how the organization of HRM varies depending on company size, from small to large firms. The document also reviews how HRM is impacted by its internal and external environment and provides some insights on trends in HRM.
This document discusses human resource development (HRD). It defines HRD as a continuous planned process to develop employee competencies, motivation, and effectiveness through organized learning activities. The goals of HRD include developing individuals' skills for current and future roles, enhancing organizational culture, and improving quality of life and work. HRD benefits both employees and organizations by helping employees improve performance, better utilize their potential, and increasing organizational effectiveness.
This document provides an overview of personnel management. It defines personnel management as a set of programs, functions, and activities designed to maximize both personal and organizational goals. It discusses the three dimensions, features, managerial functions, operative functions, nature, and elements of personnel management. The document outlines the key aspects of personnel management such as job analysis, recruitment, selection, training, compensation, and developing employees.
EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS
1. Assessing Training Needs of an Organization
2. Types of Employee Training Programs
3. New Hire Orientation: Importance of Training Design & Content
4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation
5. Designing Training and Developing Programs for Faculty and Staff
6. What Is Career Management and Development? - Definition and Purpose
7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal
8. Common Methods of Employee Discipline
This presentation provides an overview of human resource management. It defines HRM, describes its key functions like acquisition, development, compensation, and industrial relations. It discusses the nature, scope, and objectives of HRM. The differences between personnel management and HRM are highlighted. The importance and environmental factors affecting HRM are also summarized. Finally, it lists the qualities required for an effective HR manager.
The key objectives of human resource management are:
1. To ensure availability of adequate number of qualified employees at the right time. This involves human resource planning and forecasting.
2. To maximize the productivity of employees by optimally utilizing their skills and knowledge. This involves training and development of employees.
3. To ensure effective utilization of the organization's human resources. This involves proper recruitment and selection, job analysis, job design and placement.
4. To develop and maintain a harmonious relationship between employees and management by providing a conducive work environment. This involves employee welfare, industrial relations and effective communication.
5. To develop and maintain a team of highly motivated employees. This involves performance appraisal,
This document provides an overview of human resource management (HRM). It defines key terms like management, resources, and human resources. It traces the evolution of how employees have been viewed from labor to personnel to human resources. HRM is defined as procuring, developing and maintaining a competent workforce to achieve organizational goals efficiently and effectively. The functions of HRM include planning, organizing, directing, controlling, recruitment, training, development, motivation, integration, and separation. The role of the personnel manager includes administrative, operational and strategic roles like policymaking, advising, recruiting, and acting as a change agent.
This document provides an overview of human resource management (HRM). It defines key terms like management, resources, and human resources. It traces the evolution of how employees have been viewed from labor to personnel to human resources. HRM is defined as procuring, developing and maintaining a competent workforce to achieve organizational goals efficiently and effectively. The functions of HRM include planning, organizing, directing, controlling, recruitment, training, development, motivation, integration, and separation. The role of the personnel manager includes administrative, operational and strategic roles like policymaking, advising, recruiting, and acting as a change agent. Qualities of an effective personnel manager include initiative, understanding of human behavior, and skills in leadership and executing functions.
This document provides an overview of human resource management (HRM). It defines key terms like management, resources, and human resources. It traces the evolution of how employees have been viewed from labor to personnel to human resources. HRM is defined as procuring, developing and maintaining a competent workforce to achieve organizational goals efficiently. The functions of HRM include planning, organizing, directing, controlling, recruitment, training, development, motivation, integration, and separation. The role of the personnel manager includes administrative, operational and strategic roles like policymaking, advising, recruiting, and acting as a change agent. Qualities of an effective personnel manager include initiative, understanding of human behavior, and skills in leadership and executing functions.
Human resource planning (HRP) identifies an organization's current and future human resource needs to achieve its goals. HRP enables organizations to meet talent demands, develop valuable skills, and maintain an optimal balance of staff. Key factors in HRP include the organization's type and strategy, growth cycles, environmental uncertainties, time horizons, and information quality. Limitations include uncertainty, conservative management, surplus staff issues, and the time-consuming nature.
Human Resource Management deals with maximizing the effectiveness of employees in an organization to achieve business and individual goals. It involves planning, recruiting, developing, compensating, and retaining employees. The key functions of HRM include staffing, employee compensation and benefits, and job design. HRM has evolved from a narrow focus on personnel management to a more strategic approach that aligns human resource practices with overall business strategy. An effective HRM system helps organizations attract and retain talent, develop employee skills, improve employee motivation and productivity, and utilize human resources efficiently to further business objectives.
The document discusses human resource management (HRM). It defines HRM as employing, developing, utilizing, maintaining, and compensating employees according to job and organizational needs. It outlines the key functions of HRM like acquisition, development, performance & compensation, and industrial relations. It also discusses the nature, scope, objectives, and importance of HRM. The document compares personnel management to HRM and lists qualities needed in HR managers. It examines factors influencing HRM and emerging issues. Finally, it covers human resource planning, its objectives, process, and importance.
The document discusses key aspects of human resource management (HRM) including its scope, objectives, and functions. Specifically, it outlines four primary HRM activities: 1) manpower planning to determine staffing needs, 2) recruitment, selection, and placement of personnel to hire the right employees, 3) training and development to prepare employees, and 4) performance appraisal to evaluate employees. The document also provides details on recruitment, selection processes, and the importance of selecting and placing the right candidates.
The document discusses key aspects of human resource management including definitions, functions, nature, scope, planning, recruitment, selection, and placement. It defines HRM as employing, developing, utilizing, maintaining and compensating human resources according to organizational needs. The main functions of HRM are acquisition, development, performance/compensation, and industrial relations. HRM is an inherent management function, people-oriented, future-focused, and aims to develop employee potential.
The document discusses key aspects of human resource management including definitions, functions, nature, scope, objectives, importance, planning, recruitment, selection, and placement. Specifically, it defines HRM as employing, developing, utilizing, maintaining and compensating human resources according to job and organizational needs. It outlines the main functions of HRM such as acquisition, development, performance/compensation, and industrial relations.
The document discusses the history and objectives of human resource management (HRM). It notes that HRM emerged as a field in response to the information revolution, where humans became the greatest resource rather than machines. The key objectives of HRM are to help organizations achieve their goals by ensuring the effective and maximum development of human resources while respecting human dignity. HRM involves activities such as recruitment, training, performance appraisal, compensation, and maintaining employee welfare and industrial relations. The importance of HRM is discussed at the organizational, professional, and social levels.
This document provides an overview of human resource management. It defines HRM and discusses its key functions such as acquisition, development, compensation, and industrial relations. It also outlines the nature and scope of HRM, highlighting that it is a pervasive, future-oriented, and people-focused function. The document further discusses human resource planning, recruitment, selection, and placement processes. It compares personnel management with HRM and lists the objectives and importance of effective HRM. Finally, it notes some emerging issues and the role of HR professionals in adapting to changing business environments.
Human Resource Management - Part 1 - Introduction.pptxAvradeep Ganguly
Human Resource Management deals with planning, organizing, directing, and controlling the functions of recruiting, selecting, training, rewarding, and appraising employees. It is a comprehensive, pervasive, and people-centered function that is integral to all levels of management. The key goals of HRM are to ensure the effective and efficient use of people to achieve organizational and individual objectives.
Human resource management is the strategic and coherent approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives
Human resource management (HRM) involves managing an organization's employees at all levels. The key functions of HRM include planning and procurement of employees, development of employee skills and talents, compensation and rewards, and maintaining positive employee relations. The overall goals of HRM are to ensure the organization has a productive and satisfied workforce that contributes to the achievement of business objectives. HRM aims to align an organization's human capital with its overall strategic goals.
1Part One - Human Resource Management.pptTaddeseGashaw
This document provides an overview of an introductory human resource management course being offered in September 2021. The course objectives are to discuss HRM philosophies, approaches to recruitment and selection, staffing strategies, employee management, and ensuring a positive work environment. The course will cover topics like job analysis, planning, recruitment, training, performance reviews, compensation, and emerging trends. Teaching methods will include lectures, case studies, collaborative and independent learning. The course is divided into parts covering the nature of HRM, organizing the HR function, and strategic HRM.
This document discusses human resource management and human resource planning. It defines HRM as employing, developing, utilizing, maintaining and compensating employees according to job and organizational needs. The key functions of HRM are acquisition, development, performance and compensation, and motivation and maintenance. Human resource planning is the process of forecasting, developing and controlling human resources to ensure the right number and type of employees are available when and where needed. The objectives of human resource planning are to forecast needs, ensure optimal utilization of resources, and provide control measures to facilitate availability of resources as required.
The document discusses the key concepts of human resource management (HRM). It defines HRM as the management of an organization's human resources, including skills, talents and attitudes. The key functions of HRM are planning, organizing, directing and controlling the recruitment, development and motivation of employees. HRM aims to achieve organizational goals by efficiently utilizing a competent and satisfied workforce. It views employees as valuable resources rather than costs, and involves strategic management of human capital.
Promotion mix, Advertising, Publicity, difference between advertising and publicity, Personal selling, Sales Promotion, difference between advertising and personal selling
Market Segmentation, advantages and its limitation, market segmentation has been classified on the basis of demographic, behavioristic, geographic and psychometric.
This document discusses marketing control, which refers to controlling all marketing activities to ensure they proceed as planned. It outlines several key points:
1) Marketing control includes evaluating the overall marketing strategy through a marketing audit to assess performance against objectives.
2) Marketing control is important for maintaining balance across sales areas, products, costs and sales quotas. It allows corrective action if sales diverge from plans.
3) The process of marketing control involves establishing standards, gathering performance data, analyzing deviations, and taking corrective measures such as adjusting sales efforts, resources or standards.
Marketing control helps ensure profitability, efficient use of resources, and consistent achievement of sales targets.
This document provides an overview of market research, including definitions, importance, objectives, scope, process, and procedures. It defines market research as the investigation of marketing possibilities for a product in a given region. The importance outlined includes solving marketing problems, increasing market efficiency, facilitating sales forecasting, and making authentic decisions. The objectives are to determine what, when, where, and how to sell. The scope covers product, consumer, sales, advertising, and competition research. The process involves defining the problem, analyzing the situation, informal investigation, planning final investigation, collecting and analyzing data, interpreting conclusions, preparing a report, and implementing recommendations.
Meaning of marketing mix, Product its features, Price, place-physical distribution and sales promotional tools, 8 Ps by Dhaval Mehta, Elements by R.S. Davar.
This document discusses pricing strategies and objectives. It outlines several factors that affect pricing, including a company's goals, costs, competitors, customers, distribution channels, government regulations, product quality, demand and supply. The document then describes various pricing policies like high pricing, stable pricing, skimming pricing, penetration pricing, and price discrimination. It also discusses different methods for setting prices based on costs, demand, competition, and balancing supply and demand. The key objectives of pricing are to maximize profits, maintain market share, and meet competition.
The document discusses product life cycles and product development. It notes that there are four stages in a product life cycle: introduction, growth, maturity, and decline. It also discusses two approaches to product development - modifying existing products and developing new products. Branding is defined as differentiating a product through things like names, symbols, or designs. The key advantages of branding for both producers and consumers are creating product recognition and assurance of quality.
Meaning of online retail marketing,
essential features, role of seller in online retaining, advantages received by buyer and seller in online retail marketing, limitation of online retail marketing
The document discusses various aspects of industrial disputes and their resolution under the Industrial Disputes Act of 1947 in India. It defines key terms like strikes, lockouts, and gheraos. It outlines the causes of industrial disputes as either economic, relating to issues like wages and bonuses, or non-economic, involving issues like treatment by supervisors. It then describes the various methods of resolving disputes established by the Act, including investigation, negotiation, mediation, conciliation, and arbitration.
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
This presentation includes general understanding of Team, Group, Effective team, difference between team and group, Networks, Dynamics, Process of team building and Guidelines for effective team building.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Human Resource
Human resources is used to describe both the people who work for a
company or organization and the department responsible for managing
resources related to employees. The term human resources was first
coined in the 1960s when the value of labor relations began to garner
attention and when notions such as motivation, organizational behavior,
and selection assessments began to take shape.
Management :
Mary Parker Follett (1868-1933) defined management as: “The art of getting
things done through people".
According to Harold Koontz (1909-1984), "Management is the art of getting
things done through others and with formally organized groups."
Human Resource Management :
The Process of …
… accomplishing organizational objectives…
… by acquiring, retaining, terminating, developing and properly using the
human resource in an organisation.
3. Characteristics of HRM
1. Modern approach
2. Wider Concept
3. HR as valuable asset
4. Employee-oriented
5. Functions….recruitment, selection, training..etc.
6. Proactive
7. Quality of work life
8. Believes in wholeness
9. Done by every officer
10. Not only on paper….includes skills….feeling of
pride…human values development
11. Primary objective to achieve strategic objective of
company.
4. Fundamental Principles of HRM
1. Most valuable asset & key to success
2. Personnel policies & procedures are integrated
3. Require efforts from top to try to get proper corporate culture &
values accepted and acted upon by all personnel.
4. Base on integration ( working together)
Human Resource System ( Programmes)
1. Recruitment Management
2. Information Management
3. Training Management
4. Performance Appraisal
5. Compensation Management
6. Career Management
7. Culture Management
8. Discipline Management
9. Health & Safety Management
10. Welfare Management
11. Quality Management
5. HRD
Human Resource Development (more than Training)
Difference between HRM & PM
Sr.
No.
Point of Difference Human Resource Management Personnel Management
1 Term/Concept Wider Limited/Narrow
2 Believe HR is Valuable asset All resources are same
3 Orientation Personnel oriented not
4 Philosophy Modern Old
5 Nature Preventive Curative
6 Functions Recruitment,
selection……….Career
development…..company
culture development etc.
Limited…only
includes…..recruitment,
selection, training…..etc.
7 Activities Also focus to improve quality of
work-life with productivity
improvement
Only focus to increase
productivity..others are
subsidiary.
6. Sr.
No.
Point of Difference Human Resource Management Personnel Management
8 Function of all Officer Specialist “personnel
Manager”
9 Works for Development of human
being….workers, employees,
officers and managers.
Lower level employees from
their own union.
10 Primary Objectives Integrates..employment,
development, motivation &
management.
To achieve the company’s
goal
Meaning of Personnel Management
According to the American Society for Personnel Administration,
“Personnel Management is the art….
….of acquiring, developing and maintaining a competent work force
….in such a manner as to accomplish with maximum efficiency and economy the functions
and objectives of the organisation.”
7. Characteristics of Personnel Management
1. Concerned with human relations
2. important function of mgmt
3. Related to other functions of mgmt
4. Various techniques are used
5. Never ending process
6. More an art than science
7. Not merely a labour welfare activity
8. Staff function
9. Recognition of human values.
8. Advantages /Importance of Human
Resource Management
1. Fulfilment of objectives
2. Increasing efficiency
3. Raises morale
4. Discipline maintenance
5. Cordial employer-employee relations
6. Development of team spirit
7. Development of employees
8. Need for self-esteem satisfied
9. Cost of production reduced
10. Raises the prestige of company
9. Scope of Human Resource
Management
1. Recruitment, selection and appointment :
– procure adequate number,
– get info. Regarding job,
– contact labour supply,
– hire through application form etc.,
– maintain records of Prospective, Present & Past
employees.
2. Promotion, Transfer and Termination :
– establishing the rules of promotion,
– policies for demotion,
– policies for transfer,
– rules for termination,
– maintain records of all.
10. 3. Training :
– Formulating policies for training,
– prepare programme,
– provide training for supervisors and substitute
workers.
4. Wages and Other Incentives :
– decide the method of wage payment,
– policies for incentives plan,
– profit sharing, worker’s participation in
management etc.
– Job Analysis, Job Specification, Job evaluation
– Merit rating
11. 5. Service activities :
– Facilities for relaxation and recreation
– To provide housing facilities.
– Plan for saving & investment by employees
– Medical facilities for employees and their family
6. Collective Bargaining and Employees’
Representation :
– Negotiation with labour union
– Handling employees’ grievances
– Promote co-operation between employees and
employer.
7. Career Planning of Human Resource
Management :
– Guidance for career
– Information about development & various position in
the company
12. 8. Development of Personnel :
– Programmes for their training & education
– Develop their skill for higher position
9. Development of Quality of work life :
– Variety in jobs, arrange for job rotation, job
enlargement and job enrichment.
– Reduce work stress
– Make comfortable workplace
– Create semi-autonomous groups of workers and to
give them decision freedom.
10.To Develop Company Culture :
– Must respect company values
– Accept Rules regulation and their behavior