This document provides an overview of human resource planning and information systems. It discusses key aspects of HRP including objectives, scope, approaches, levels, types and activities. It also covers forecasting demand and supply, succession planning, techniques, factors affecting forecasting and barriers to implementation. The document then shifts to discussing job analysis, design and redesign. Other topics include recruitment, selection, retention, downsizing, layoffs and factors affecting recruitment. It concludes by examining HR information systems including components, functions, design, benefits, limitations and trends.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
Training and development are important functions for organizations and individuals. Training refers to efforts by an organization to facilitate employees learning job-related competencies through planned activities. It aims to improve current work skills and is focused on short-term performance. Development refers to broader efforts to increase skills for future responsibilities and is oriented towards long-term career growth. Both training and development are beneficial for organizations, individuals, and human resource processes by improving performance and competitiveness.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Performance management and career planningjairane355
This document provides an introduction to performance management and career planning. It discusses key concepts such as performance management meaning, definition, components, process, and importance. Performance management is defined as a systematic process of improving organizational performance by improving individual and team performance. It differs from performance appraisal in that it focuses on continuous review and development rather than annual ratings. The performance management process involves three phases - planning, monitoring, and performance reviews. It is an important HR function that should be integrated with other HR activities and requires prerequisites like a clear purpose, alignment of goals, and commitment from all levels.
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
Training and development are important functions for organizations and individuals. Training refers to efforts by an organization to facilitate employees learning job-related competencies through planned activities. It aims to improve current work skills and is focused on short-term performance. Development refers to broader efforts to increase skills for future responsibilities and is oriented towards long-term career growth. Both training and development are beneficial for organizations, individuals, and human resource processes by improving performance and competitiveness.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Performance management and career planningjairane355
This document provides an introduction to performance management and career planning. It discusses key concepts such as performance management meaning, definition, components, process, and importance. Performance management is defined as a systematic process of improving organizational performance by improving individual and team performance. It differs from performance appraisal in that it focuses on continuous review and development rather than annual ratings. The performance management process involves three phases - planning, monitoring, and performance reviews. It is an important HR function that should be integrated with other HR activities and requires prerequisites like a clear purpose, alignment of goals, and commitment from all levels.
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Strategic capability - strategic human resource managementmanumelwin
Strategic capability is a concept that refers to the ability of an organization to develop and implement strategies that will achieve sustained competitive advantage. It is therefore about the capacity to select the most appropriate vision, to define realistic intentions, to match resources to opportunities and to prepare and implement strategic plans.
The document discusses the process of recruitment. It defines recruitment as locating and attracting qualified individuals to fill job vacancies. The recruitment process involves identifying job requirements, advertising positions, screening and selecting applicants, and hiring new employees. Effective recruitment requires strategies to attract suitable candidates, assess person-job and person-organization fit, and achieve organizational recruitment objectives like filling vacancies quickly with high-quality performers. A variety of internal and external recruitment sources can be used as part of an overall recruitment plan.
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The Voluntary Retirement Scheme (VRS) allows employees to voluntarily retire before their scheduled retirement date. Companies use VRS to reduce surplus staffing levels during economic downturns or organizational restructuring due to mergers, acquisitions or technological changes. The VRS guidelines stipulate that an employee must have completed 10 years of service or be over age 40 to be eligible. Implementation of VRS requires transparent communication, consideration of alternatives, and arrangement of funds. While VRS lowers staffing costs, it can increase uncertainty among remaining employees and result in the loss of talented workers.
Models of organizing the training departmentAvinash Shetty
The document discusses different models for organizing corporate training departments, including centralized and embedded models. Centralized training departments are housed in one location with decision-making about programs, resources, and delivery methods made from that department. This centralized approach allows companies to better integrate leadership development and talent management programs during times of change, but top managers must ensure the training function is aligned with and helps drive the overall business strategy.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
Hrm in service sector management TYBMSYogesh Dalvi
This document outlines various human resource management (HRM) concepts relevant to the service sector. It discusses features of services, classifications of services, environmental factors driving service sector growth, objectives of service layouts, developing a service culture, service marketing models, the role of service employees, the nature of service encounters, the importance of human elements, issues faced by frontline employees, managing emotional labor, recruitment and selection procedures, challenges in recruitment, developing employees, motivating employees, empowering employees, dimensions of service quality, reasons to reduce quality gaps, strategies to reduce gaps, delivering services through agents/brokers, and issues/challenges in various service industries.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
Recruiting and maintaining a diverse workforceCaster Center
The document discusses the importance of workforce diversity for nonprofits, including the need to attract diverse talent as the current leadership exits and to better serve an increasingly diverse population. It provides strategies for nonprofits to prepare for and attract a diverse workforce such as ensuring board and leadership commitment to diversity, training on inclusion, and casting a wide net through diverse partnerships and publications when recruiting.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
El resumen describe un webinar sobre medios magnéticos en SAP que incluye la siguiente agenda: una introducción de la compañía IT-NOVA, el marco legal de los medios magnéticos en Colombia, aspectos a tener en cuenta en la configuración, y una sección de preguntas. El documento luego proporciona detalles sobre el proceso de configuración del programa ZDIAN_15 en SAP para generar informes XML requeridos por la ley colombiana.
Human resource management in global perspective TYBMSYogesh Dalvi
This document discusses key aspects of international human resource management (IHRM). It covers the features, objectives, and reasons for the emergence of IHRM. Some of the main topics addressed include the significance of IHRM in international business; the scope and functions of IHRM such as recruitment, training, and compensation; approaches to IHRM; and challenges in areas like expatriate selection, managing diversity, and repatriation. The document also examines offshoring, managing international projects, and characteristics of virtual organizations compared to traditional organizations.
Strategic capability - strategic human resource managementmanumelwin
Strategic capability is a concept that refers to the ability of an organization to develop and implement strategies that will achieve sustained competitive advantage. It is therefore about the capacity to select the most appropriate vision, to define realistic intentions, to match resources to opportunities and to prepare and implement strategic plans.
The document discusses the process of recruitment. It defines recruitment as locating and attracting qualified individuals to fill job vacancies. The recruitment process involves identifying job requirements, advertising positions, screening and selecting applicants, and hiring new employees. Effective recruitment requires strategies to attract suitable candidates, assess person-job and person-organization fit, and achieve organizational recruitment objectives like filling vacancies quickly with high-quality performers. A variety of internal and external recruitment sources can be used as part of an overall recruitment plan.
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The Voluntary Retirement Scheme (VRS) allows employees to voluntarily retire before their scheduled retirement date. Companies use VRS to reduce surplus staffing levels during economic downturns or organizational restructuring due to mergers, acquisitions or technological changes. The VRS guidelines stipulate that an employee must have completed 10 years of service or be over age 40 to be eligible. Implementation of VRS requires transparent communication, consideration of alternatives, and arrangement of funds. While VRS lowers staffing costs, it can increase uncertainty among remaining employees and result in the loss of talented workers.
Models of organizing the training departmentAvinash Shetty
The document discusses different models for organizing corporate training departments, including centralized and embedded models. Centralized training departments are housed in one location with decision-making about programs, resources, and delivery methods made from that department. This centralized approach allows companies to better integrate leadership development and talent management programs during times of change, but top managers must ensure the training function is aligned with and helps drive the overall business strategy.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
Hrm in service sector management TYBMSYogesh Dalvi
This document outlines various human resource management (HRM) concepts relevant to the service sector. It discusses features of services, classifications of services, environmental factors driving service sector growth, objectives of service layouts, developing a service culture, service marketing models, the role of service employees, the nature of service encounters, the importance of human elements, issues faced by frontline employees, managing emotional labor, recruitment and selection procedures, challenges in recruitment, developing employees, motivating employees, empowering employees, dimensions of service quality, reasons to reduce quality gaps, strategies to reduce gaps, delivering services through agents/brokers, and issues/challenges in various service industries.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
Recruiting and maintaining a diverse workforceCaster Center
The document discusses the importance of workforce diversity for nonprofits, including the need to attract diverse talent as the current leadership exits and to better serve an increasingly diverse population. It provides strategies for nonprofits to prepare for and attract a diverse workforce such as ensuring board and leadership commitment to diversity, training on inclusion, and casting a wide net through diverse partnerships and publications when recruiting.
The document discusses performance management in an international context. It covers key topics such as performance appraisal versus performance management, setting individual performance goals, identifying variables that affect expatriate performance like compensation, task, and cultural adjustment, appraising performance using different criteria, providing feedback and opportunities for improvement, and linking rewards to results. Challenges in managing performance globally include cultural impacts on processes and assessing subsidiary performance given external forces and the international environment.
The document discusses the key challenges facing human resource management (HRM). It outlines several contextual factors that influence HRM, including globalization, changing workforce demographics, managing diversity, union attitudes, and work-life balance issues. Some specific challenges mentioned include identifying qualified candidates, adapting to increased competition, embracing change, and fully satisfying employees. The document then examines several challenges in more depth, such as managing a global and diverse workforce, union influence, keeping up with technological innovation, and containing costs while developing human capital. It emphasizes that HR professionals must help their organizations adapt to changing needs in order to succeed.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
A virtual organization is a temporary network of independent organizations that use technology to coordinate work to achieve a common goal. It has no physical presence and relies on electronic communication. Key features include small partners, extensive IT use, shared ownership, flexibility, and geographically dispersed members. Successful virtual organizations require clear communication, performance standards, coordination between members, and support mechanisms for remote work.
El resumen describe un webinar sobre medios magnéticos en SAP que incluye la siguiente agenda: una introducción de la compañía IT-NOVA, el marco legal de los medios magnéticos en Colombia, aspectos a tener en cuenta en la configuración, y una sección de preguntas. El documento luego proporciona detalles sobre el proceso de configuración del programa ZDIAN_15 en SAP para generar informes XML requeridos por la ley colombiana.
Human resource management in global perspective TYBMSYogesh Dalvi
This document discusses key aspects of international human resource management (IHRM). It covers the features, objectives, and reasons for the emergence of IHRM. Some of the main topics addressed include the significance of IHRM in international business; the scope and functions of IHRM such as recruitment, training, and compensation; approaches to IHRM; and challenges in areas like expatriate selection, managing diversity, and repatriation. The document also examines offshoring, managing international projects, and characteristics of virtual organizations compared to traditional organizations.
Kenya: Onion (Dry) - Market Report. Analysis And Forecast To 2025IndexBox Marketing
IndexBox Marketing has just published its report: "Kenya: Onion (Dry) - Market Report. Analysis And Forecast To 2025".
The report provides an in-depth analysis of the onion market in Kenya. It presents the latest data of the market value, consumption, domestic production, exports and imports, price dynamics and food balance. The report shows the sales data, allowing you to identify the key drivers and restraints. You can find here a strategic analysis of key factors influencing the market. Forecasts illustrate how the market will be transformed in the medium term.
Characteristics of Human Resource Planningappliview
Human resource planning involves strategic planning to structure the human resources department and workforce. The human resources leader plays an integral role in developing organization-wide roles and objectives, and reinforcing the company's reputation through hiring, training, and promoting employees that represent the company's highest level of service. Human resource development includes learning and development activities, upgrading employee skills through training, and succession planning to ensure a smooth transition and promotion of top talent for the company's future success.
The FIRM & eSift: Building Effective Talent Recruitment StrategiesEmma Mirrington
The FIRM in partnership with eSift address relevant and current challenges faced by senior in-house recruitment & HRD professionals. Led by Freelance Strategist, Coach and Consultant, ex-HRD and Lead Tutor for the CIPD’s HRBP programme Giles O’ Halloran, who will focus on effective strategy development and implementation.
Focussing on the following key stages: • Strategy definition and development using models such as PESTLEE/ STEEPLE and strategy analysis using the SWOT/ TOWS frameworks • Strategy sense check - aligning to the business strategy, Porters 5 Force Analysis and using the McKinsey 7S Model • Designing & Implementing Strategy - the importance of simplicity, impact and making it happen
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
Digital jewelry is fashion jewelry embedded with computer components like displays, microphones, and batteries. Examples include bracelets with small screens and rings with LED lights. The Java Ring by Dallas Semiconductor has memory, processing power, and a blue dot receptor to communicate with other devices. Digital jewelry could replace items like key chains and ID cards. Issues include small displays, potential health risks, waterproofing, and high costs. The technology aims to make computers wearable while staying fashionable.
The document discusses homeostasis and pH regulation in the blood. There are three mechanisms to control blood pH: 1) the chemical buffer system, which reacts quickly but does not eliminate hydrogen ions, 2) the respiratory system, which removes carbon dioxide over minutes, and 3) the renal system, which is the most powerful mechanism and acts over hours by secreting or reabsorbing hydrogen and bicarbonate ions through the kidneys to control acid-base balance. The kidneys regulate pH by secreting acidic or basic urine through active hydrogen ion secretion, bicarbonate reabsorption, and new bicarbonate ion production to return pH to normal levels.
The document summarizes HR planning efforts at the City Hotel. It notes challenges recruiting staff for certain roles due to local competition and inconvenient shift times. It also discusses a lack of skilled chefs and receptionists from local colleges. The hotel is considering implementing a training program, increasing wages, and recruiting from other areas. It also plans to open 20 new rooms in an extension and estimates needing around 22 additional full-time staff. The hotel aims to improve customer service and is exploring ways to increase staff flexibility across roles.
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
Aims of HRM - human resource management - Manu Melwin Joymanumelwin
HRM strategies aim to support programmes for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating ‘a great place to work’.
Characteristics of HRM - human resource managementmanumelwin
The document discusses several key characteristics of human resource management (HRM). It describes two models of HRM - the "hard" version which views people as resources for competitive advantage, and the "soft" version which focuses on motivation and communication. Additionally, it states that strategic integration of HRM issues, developing employee commitment, treating people as human capital, having a unitarist philosophy that employees share the organization's goals, managing HRM centrally at the senior level, and focusing on business values are all characteristics of HRM.
The Student Priyanka Chouhan is a Final Year Student of Dezyne E' cole college doing her BBA.. This Project has been undertaken by the Student during her Summer Internship at H.M.T. The Topic of her Internship is Recruitment.
Tata Steel Group is a Fortune 500 company and one of the top ten global steel producers with over 28 million tons of annual steel capacity. It employs over 81,000 people globally and generated $1.3 billion in revenue in 2011-2012. Despite economic challenges, Tata Steel focused on keeping employees motivated through initiatives like talent development, leadership training, and cross-functional movement of executives worldwide.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
Uberization of workforce - Human Resource management - Manu Melwin Joy manumelwin
The document discusses the "uberization of the workforce", where traditional employment models are changing as more workers take on independent contractor roles similar to Uber drivers. This presents challenges for companies in managing a mobile, global workforce with different expectations. There are risks to both the talent, such as ensuring they have the right skills, and risks from the talent, like higher customer switching costs. The document provides tips for companies to effectively manage freelance talent such as developing their employer brand, building a talent community, and embracing a compliant regulatory approach.
This document provides information about purchasing a 3Com 3C81665 SSII FDDI-DAS MODULE from Launch 3 Telecom. It details how to purchase the product via phone, email, or by sending a request for quote online. It also provides information about payment options, same-day shipping and tracking, warranty, and additional services offered by Launch 3 Telecom such as repairs, maintenance contracts, de-installation, and recycling.
This document provides an overview of human resource management (HRM) concepts for managers. It discusses the basic HRM functions managers are responsible for, including planning, staffing, leading, and controlling. It also outlines the specific HRM jobs managers must perform, such as recruiting, selecting, orienting, and developing employees. Finally, it discusses how the role of the HR professional is evolving to become more strategic and business-focused through the use of metrics, technology, and partnerships with top management.
The document discusses human resource planning and related concepts. It defines human resource planning as a strategy for acquiring, utilizing, improving and preserving an organization's human resources. The two main aspects of HRP are 1) estimating required workforce and 2) staffing policies and programs. It also discusses job analysis, job descriptions, job specifications, and provides examples of each.
Human resource planning is defined as forecasting an organization's future demand for and supply of employees. It involves a five-step process: 1) defining objectives and policies, 2) forecasting personnel needs and availability, 3) reconciling demands and supplies, 4) implementing plans through recruitment and development, and 5) controlling and evaluating outcomes. The goals are to ensure the right number and types of qualified employees are available to achieve organizational goals under changing conditions. Factors like growth, environment, jobs, and workforce policies must be considered.
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
This document discusses human resource management and related topics. It begins by defining human resource management and its objectives, which include recruitment and selection, training and development, performance management, and compensation and benefits. It then explains the process of human resource management, which involves job analysis, recruitment, selection, onboarding, training, performance management, compensation, employee relations, and other steps. Finally, it discusses human resource planning and its importance in forecasting future workforce needs through environmental scanning, demand and supply forecasting, gap analysis, and developing HR strategies.
Human resource management involves four key activities: staffing, training, motivation, and maintenance. It aims to recruit qualified employees, develop their skills, motivate them, and ensure workplace health and safety. HRM functions include acquisition, development, motivation, and maintenance of employees. It is influenced by internal corporate strategies and external factors like government regulations, technology changes, and economic conditions. Strategic HRM links human resource goals to organizational strategies through job analysis, planning, recruitment, selection, and development of employees.
This document discusses key aspects of human resource management including manpower planning, personnel management, recruitment, selection, training, and leadership. It defines manpower planning as procuring, developing, compensating, integrating, and maintaining people to achieve organizational goals. It outlines the functions of personnel management such as recruitment, education and training of employees, maintaining workplace relations and employee health, safety, and services. The steps of recruitment, selection, and training procedures are also summarized. Different leadership styles like autocratic, laissez-faire, democratic and charismatic are briefly defined.
This document discusses key aspects of human resource management including manpower planning, personnel management, recruitment, selection, training, and leadership. It defines manpower planning as procuring, developing, compensating, integrating, and maintaining people to achieve organizational goals. It outlines the functions of personnel management such as recruitment, education and training of employees, maintaining workplace relations and employee health, safety, and services. The steps of recruitment, selection, and training procedures are also summarized. Different leadership styles like autocratic, laissez-faire, democratic and charismatic are briefly defined.
This document provides an overview of key concepts in human resource management including manpower planning, personnel management, recruitment, selection, training, leadership, and motivation. It defines these terms and discusses functions, methods, importance, advantages, types, theories, and legislation related to human resource management. The document specifically outlines functions of personnel management like procurement, education and training of employees, maintaining relations, health, safety, and welfare. It also discusses recruitment procedures, selection methods, types of training, leadership styles and theories of motivation. Key industrial legislation like the Factory Act and ESI Act are summarized.
The document discusses various topics related to human resource management including productivity, job analysis, work measurement, career planning, training, performance appraisal, promotion and transfer. It defines key terms and outlines processes and methods for improving productivity, analyzing jobs, measuring work, planning careers, training employees, appraising performance, and promoting or transferring employees within an organization. The goal is to effectively manage human resources and optimize employee and organizational performance.
This document discusses human resource planning and its objectives. It begins by defining HR planning as ensuring the right number and type of employees are in the right places at the right time. The document then covers levels of HR planning from international to organizational levels. It discusses evaluating current HR through internal and external factors. Key aspects of HR planning include job analysis and forecasting demands and supplies to determine surpluses or shortages. The benefits and challenges of HR planning are also summarized.
The document discusses topics related to human resource planning and management. It covers units on human resource planning, job analysis, recruitment, selection, orientation and placement of employees, employment tests, interviewing and induction. Some key points include defining human resource planning and its importance, discussing the process of job analysis and its outcomes of job descriptions and specifications, and examining factors that influence recruitment and selection. The document also lists reference books and provides an overview of the course content and units to be covered.
Human resource information system, accounting and auditingcc85
This document provides an overview of human resource information systems (HRIS). It defines HRIS and discusses who uses HRIS and for what purposes. The benefits of HRIS are listed as increased efficiency and effectiveness. Traditional and analytical uses of HRIS in areas like administration, decision making, and application in strategic management, workforce planning, human resource development, total rewards, and risk management are outlined. Some examples of HRIS software are provided. The Skandia Navigator model for analyzing intangible assets is also described.
HRP is the process by which an organization ensures it has the right number and type of employees at the right time and place to achieve organizational objectives. It involves forecasting future human resource needs, planning programs to meet those needs, and evaluating the effectiveness of programs. HRP is important for preparing employees for the future, managing talent, adapting to changes like expansion or new technologies, controlling costs, and succession planning. Benefits of effective HRP include improved human resource utilization, coordination of HR activities with organizational objectives, and achieving strategic goals.
This document discusses strategic human resource management. It begins by defining SHRM and explaining its meaning and importance. It then outlines the strategic process, including strategy formulation and strategic implementation. It discusses how SHRM ensures HR is integrated into strategic planning. The document also covers scanning the external environment, SHRM roles and responsibilities, and various HRM strategies.
The document discusses various aspects of human resource management like productivity improvement, job analysis, recruitment, selection, career planning, training, performance appraisal, promotion and transfer. It provides techniques to improve productivity through organizational and employee aspects. Job analysis involves studying the nature of jobs to understand job requirements. Recruitment aims to attract suitable applicants while selection identifies the best candidates matching job requirements. Career planning and training & development help employees improve skills and progress in their careers. Performance appraisal evaluates employee performance to provide feedback. Promotion shifts employees to higher level positions.
The document discusses human resource planning, which involves forecasting an organization's future human resource needs based on its goals and strategies, and balancing the forecasted supply and demand of human resources. It provides an overview of the key aspects of human resource planning, including assessing demand and supply, developing objectives, designing and implementing programs, and evaluating outcomes. Quantitative and qualitative techniques for forecasting demand and supply are also described.
The document discusses the South African Board for People Practices' (SABPP) efforts to establish national HR standards and competencies to improve consistency and quality in HR management. It provides an overview of SABPP's work developing an HR management system standard, professional practice standards, and HR metrics. The ultimate goals are to advance the HR profession and better align HR with business strategy.
This document provides an overview of organisational development (OD) concepts including features, components, objectives, principles, and processes of OD. It discusses the need for organisational diagnosis and change, levels of diagnosis, techniques for diagnosis and renewal, and factors affecting change. Interventions, evaluating interventions, and issues around client relationships are also examined. The document outlines approaches to organisational effectiveness and ways to enhance effectiveness.
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.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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 ...
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.
Human resource planning and information system TYBMS
1. HUMAN RESOURCE PLANNING AND
INFORMATION SYSTEM
UNIT 1
1. Features of HRP:-
1. Well defined objectives.
2. Determining human resource needs.
3. Maintaining manpower inventory.
4. Adjusting demand and supply.
5. Creating proper work environment.
6. Future oriented.
7. Continuous process.
8. Focuses on optimum utilization of human resources.
9. Affected by the environmental influence.
10. Related to corporate plan.
11. Integral part of HRM system.
2. Scope of HRP manpower planning:-
1. Forecast personnel requirements.
2. Cope up with changes.
3. Maintain the existing manpower inventory.
4. Systematic promotion of employees.
5. Aids in demand and supply forecasting.
6. Draft and modify the human resource policies.
7. Aids effective HR planning.
2. 3. Approaches to HRP:-
1. Quantitative approach.
2. Qualitative approach.
3. Mixed approach.
4. Levels of HRP:-
1. National level.
2. Sectoral level.
3. Industry level.
4. Unit level.
5. Departmental level.
6. Job level.
5. Types of HRP:-
1. Short term manpower planning.
2. Long term manpower planning.
I. Projecting manpower needs.
II. Develop inventory and analysis of manpower.
III. Recruitment and selection.
IV. Development and training of the employees.
3. 6. Activities for HRP:-
1. Analysing organizational plans and objectives.
2. Analysing objectives of HRP.
3. Forecasting demand for Human Resource.
4. Forecasting supply of human resource.
5. Matching demand and supply.
6. Anticipating the problems of the manpower.
7. Meeting manpower requirements.
8. Monitoring and exercising control.
7. Requirements for effective HR Planning:-
1. Top management support.
2. Thorough understanding of the HRP process.
3. Integration of HR plan with the organisations strategic
business plan.
4. Adoption of correct approach.
5. Use of the most appropriate tool.
6. Healthy relations between HR personnel and managers.
7. Updated records.
8. Correct judgement of the environmental changes.
8. Process/Steps of HRP as follows:-
1. Analysing organizational objectives.
2. Inventory of present Human resources.
3. Forecasting demand and supply of human resource.
4. Estimating manpower gaps
5. Formulating the human resource action plan
6. Monitoring control and feedback
4. 9. Factors affecting HR demand forecasting:-
1. Employment trends.
2. Replacement needs.
3. Level of organizational productivity and volume of
output.
4. Absenteeism among workers.
5. Expansion and growth of the organization.
10. Techniques of demand for forecasting:-
1. Managerial judgement.
2. Ration trend analysis.
3. Work study technique.
4. Regression analysis.
5. Delphi technique.
11. Factors affecting HR supply forecasting:-
1. Promotion of employees form within the organization.
2. Availability of required talent in the external labour
market.
3. Competition for talent within the industry.
4. Population movement trends.
5. Enrolment trends in vocational schools and universities.
5. 12. Process of succession planning:-
1. Identification of key position.
2. Identification of competencies.
3. Selection of the right people.
4. Training and development.
5. Placement
6. Performance review.
13. Techniques of supply forecasting:-
1. Skill inventory.
2. Succession planning.
3. Replacement charts.
4. Staffing tables.
14. Barriers in effective implementation of HRP:-
1. Negative attitude of top management.
2. Inadequate planning.
3. Lack of commitment to the planning process.
4. Inferior information.
5. Conflicting views.
6. Too much of focus on the present conditions.
7. Communication barriers.
8. Poor leadership.
9. Lack of creativity.
6. 15. Ways to overcome barriers in effective implementation
of HRP:-
1. Develop positive attitude of top management.
2. Trained managers.
3. Sense of commitment and dedication to the planning
process.
4. Quality Intervention.
5. Use of right approach.
6. Focus on past, present and future conditions.
7. Communicate.
16. Objectives of strategic HRP:-
1. To estimate future manpower needs.
2. To develop strategies for coping with changes.
3. To recruit talented personnel.
4. To develop human resource.
5. To utilize human resources optimally.
6. To reduce uncertainty.
17. Features of HR Policies:-
1. Forward looking.
2. Innovative, flexible and creative.
3. Evidence-based.
4. Clear and precise.
5. Alignment with organisational objective.
6. Communication.
7. Reviewed periodically.
7. 18. Objectives of HR policies:-
1. To communicate clearly.
2. To maintain workplace harmony.
3. To tackle legal issues.
4. To ensure equity.
5. To set guidelines.
6. To provide evidence.
7. To maintain consistent work practices.
8. To manage change effectively.
9. Identify training needs.
UNIT 2
19. Features of Job analysis:-
1. Provides first hand job-related information.
2. Helps in creating right job-employee fit.
3. Helps in establishing effective hiring practices.
4. Guides through performance evaluation and appraisal
processes.
5. Helps in analysing training and development needs.
6. Helps in deciding compensation packages for a specific
job.
7. Time consuming.
8. Involves personal biasness.
9. Source of data is extremely small.
10. Involves lots of human efforts.
11. Job analyst may not process appropriate skills.
12. Mental abilities cannot be directly observed.
8. 20. Advantages of job analysis:-
1. Human resource planning
2. Recruitment and selection.
3. Training and development.
4. Placement and orientation.
5. Job evaluation.
6. Performance appraisal.
7. Personnel Information.
8. Health and safety.
9. Employee counselling.
10. Improve superior subordinate relationship.
21. Features of job design:-
1. Task variety.
2. Task identity.
3. Task significance.
4. Autonomy.
5. Feedback.
22. Issues in job designing:-
1. Telecommuting/work from home.
2. Job sharing.
3. Flexi working hours.
4. Alternative work patterns.
5. Techno stress.
6. Task Revision.
9. 23. Process of job redesign:-
1. Revising the job content.
2. Analysing job related information.
3. Altering the job elements.
4. Reformation of job description and specification.
5. Reshuffling the job related task and duties.
24. Benefits of job redesign:-
1. Enhances the quality of work-life.
2. Increases organizations and employee productivity.
3. Brings the sense of belongingness in employees.
4. Creates a right person-job fit.
25. Matching human resource recruitment and availability:-
1. Employee retention.
2. Resourcing.
3. Flexibility.
4. Downsizing.
5. Layoffs.
10. 26. Techniques of employee retention:-
1. Delegation of work.
2. Cordial employee relations.
3. Right candidate for right job.
4. Timely appreciation and recognition.
5. Performance appraisals.
6. Job terms and conditions.
7. Employee friendly rules and regulations.
8. Participative management.
9. Conduct retention program.
10. Employee retention consultants.
27. Flexible working practices:-
1. Job sharing.
2. Flexi time.
3. Compressed work.
4. Phased retirement.
5. Career flexibility.
6. Work from home.
28. Reasons for downsizing:-
1. Mergers.
2. Acquisition.
3. Change in management.
4. Economic crises.
5. Strategy changes.
6. Excessive workforce.
7. Automation.
8. Outsourcing.
11. 29. Reasons for layoff:-
1. Cutting costs.
2. Lack of funds.
3. Relocation.
4. Mergers.
5. Buy-outs.
6. Outsourcing.
7. Termination of projects.
8. Changing standards and policies.
9. Technological progress.
30. Factors affecting recruitment:-
1. Internal factors.
a. Size of the organization.
b. Recruitment policy.
c. Corporate image and reputation.
d. Hiring cost.
e. Management philosophy.
f. Image of the job.
2. External factors.
a. Competitors.
b. Labour market.
c. Employment situation.
d. Pressure groups.
e. Govt. policy and other legal considerations.
f. Labour laws.
g. Demographic factors.
12. 31. Different types of employment tests:-
1. Personality test.
2. Performance test.
3. Aptitude test.
4. Interest test.
5. Intelligence test.
6. Projective test.
7. GK test.
8. Perception test.
9. Proficiency test.
32. Advantages of employee selection tests:-
1. Proper assessment.
2. Objective assessment.
3. Uniform basis for comparison.
4. Selection of better persons.
5. Labour turnover reduced.
6. Helps to obtain information more easily.
7. Saves times.
8. Provides variety to screen the candidate.
33. Limitations of employee tests:-
1. Increased costs.
2. Fear of legal action.
3. Practical constraints.
4. Requirements of expert guidance.
5. Unreliable inferences.
6. Wrong use.
7. Fear of exposure.
13. 34. Features of HR Audit:-
1. Process of examination HRA.
2. SWOT analysis of HR system.
3. Diagnostic tool.
4. Acts as a root canal.
5. Standardization of practices.
35. Needs of HR Audit:-
1. Motivation.
2. Growth.
3. Satisfying trade unions.
36. Process of HR Audit:-
1. Briefing and orientation.
2. Scanning material information.
3. Surveying employees.
4. Conducting interviews.
5. Synthesising.
6. Reporting.
14. 37. Area of HR Audit:-
1. Planning.
2. Recruitment.
3. Training and development.
4. Communication.
5. Record maintenance.
6. Organizing.
7. Commitment.
8. Administration and employee participation.
9. Research and innovation.
UNIT 3
38. Role of HRP Practitioner:-
1. Scanning of environment.
2. Forecast the human resources availability.
3. Assuring adequate staff levels.
4. Set up HRP department.
5. Being proactive.
6. Issues orders and instruction.
7. Career development of employee.
8. Building an ethical business culture.
15. 37. Types of powers:-
1. Legitimate power.
2. Reward power.
3. Coercive power.
4. Expert power.
5. Referent power.
38. Political strategies for facilitating implementation of
HRP:-
1. Develop expertise.
2. Acquire information.
3. Set a positive example.
4. Build alliances.
5. Gain support of staff.
6. Appear non-threatening.
7. Gain access to power.
8. Withhold support.
39. HRP as tool to enhance organisational productivity:-
1. Acquisition of best human resources.
2. Focus on corporate goal.
3. Optimal utilization of human resources.
4. Human resources development.
5. Effective reduction of uncertainty.
6. Reduction of labour cost.
7. Regularity of production.
8. Maintenance of excellent industrial relations.
9. Strong records keeping.
10. Effectual human resources control.
16. 40. Impact of globalisation on HRP:-
1. Increase in manpower costs.
2. Cultural diversity.
3. Employee retention.
4. Compensation packages.
5. Assimilation with world practices.
41. Need for having a performance management system:-
1. Informational.
2. Motivational.
3. Developmental.
4. Managerial.
5. Motivation.
6. Performance oriented culture.
7. Guidance.
8. Standards.
9. Opportunities.
42. Importance of training and development to employees:-
1. Orientation of newly appointed employees.
2. Up gradation of knowledge.
3. Improvement in performance.
4. Employee satisfaction.
5. Increased productivity.
6. Increasing confidence.
7. Career advancement opportunities.
17. 43. Reasons for multiskills:-
1. Flexibility in work timing.
2. Decreased labour costs.
3. Efficiency in planning.
4. Employee satisfaction.
5. Facilitates job mobility.
6. Focus on continuous improvement.
7. Introduction of new products.
44. Importance of ROI in HRP:-
1. Rational allocation of human resource.
2. Measure effectiveness current of HR practices.
3. Locate areas where changes in HR policies are required.
4. Measures the potentials of current human resource.
5. Take personnel financial decisions.
6. Enhance competitive business advantage.
7. Detect work place concerns.
8. Enhance credibility of HR profession.
18. 45. Process of human resource planning evaluation:-
1. Decide the purpose of HR evaluation.
2. Establish control systems.
3. Selection of criteria in line with the purpose.
4. Delivering the feedback of the evaluation process.
46. Need for HRP evaluation:-
1. Ensure right man for right job.
2. Avoid the ill effects of overstaffing and understanding.
3. Prediction of future market trends.
4. Smooth functioning of the organization.
5. Ensure the effectiveness of the HRP process.
6. Encourage smooth communication between HR and
other departments.
7. In-depth understanding of HR plans, issues, need and
trends.
47. Issues in HRP evaluation:-
1. Wrong techniques for forecasting of demand and
supply.
2. Unskilled HRP practitioner.
3. Nature of jobs being filled.
4. Outsourcing.
5. Quality of information.
6. Organizational growth cycles and planning.
19. 48. Advantages of outsourcing:-
1. Risk management.
2. Cost savings.
3. Efficiency.
4. Employee development.
49. Impact of the restructuring, merger and acquisition and
outsourcing on HRP:-
1. Growth in size of organisation.
2. Integration of various risks.
3. Possibility of cultural clashes.
4. Concentrate efforts on recruitment.
5. Designing of training and development programmes.
6. Design appropriate compensation packages.
UNIT 4
50. Contents and usage of data for managers:-
1. Employee count.
2. Voluntary EFO (Equal employment opportunities).
3. Wages.
4. Training expenses.
5. Recruitment and retention.
20. 51. Features of HRIS:-
1. Support the HR function in the organization.
2. Allow customization.
3. Modular in nature.
4. Central point of all information.
5. Supports complete life cycle of employees.
6. Advanced reporting and analysis.
52. Objectives of HRIS:-
1. To effectively plan and formulate policies.
2. To monitor and evaluate.
3. To provide inputs to strategic decisions.
4. To make available accurate and timely information.
5. To use efficient methods of processing data.
6. To maintain confidentiality of important information.
7. To minimize the cost.
53. Essentials of good HRIS:-
1. Flexibility.
2. Economical.
3. Availability of timely and accurate information.
4. Simplicity.
5. Aligned to suit the organizational requirements.
6. Ease to access.
7. Facilitate transparency.
21. 54. Components of the HRIS system:-
1. Employee database.
2. Time and labour management.
3. Payroll function.
4. Employee benefits.
5. Employee interface.
6. Recruitment and retention.
55. Functions of HRIS:-
1. Effective administration.
2. Handling of payroll system.
3. Employee record handling.
4. Recruitment.
5. Training.
6. Appraisals and performance management.
7. Attendance record management.
8. Grievance handling.
56. Steps in designing HRIS:-
1. Determination of information needs.
2. Designing the system.
3. Implementation.
4. Monitoring and evaluation.
22. 57. Subsystems of HRIS:-
1. Employee administration.
2. Recruitment.
3. Time and attendance.
4. Training and development.
5. Pension administration information.
6. Employment equity.
7. Performance evaluation.
8. Compensation and benefits administration.
9. Organizational management.
10. Health and safety organizations.
11. Labour relations.
12. Payroll interface.
58. Mechanisms of HRIS:-
1. Create and maintain employee records.
2. Compliance.
3. HR planning and forecasting.
4. Talent management.
5. Strategic alignment.
6. Decision making.
7. Workforce analytics.
23. 59. Benefits of HRIS:-
1. Improving HR productivity.
2. Reducing errors and maintaining compliance.
3. Effective use of human resource.
4. Cost reduction.
5. Ability to manage voluminous amount of data.
6. Effective decision making.
7. Better career planning of employees.
8. Wages.
9. Provides inputs to strategic decisions.
10. Transparency in the system.
60. Limitations of HRIS:-
1. Cost.
2. Large scale computer literacy.
3. Security.
4. Computer not suitable for human beings.
5. Human error while entering the inputs.
6. Threatening and inconvenient.
7. Complying with legal requirements.
8. Inadequate information.
24. 61. Barriers in effective implementation of HRIS:-
1. Top managements reluctance.
2. Employee and manager involvement.
3. Configuring HRIS for optimal function.
4. Assessing quality and accuracy of information.
5. Complying with legal requirements.
6. Ensuring data security.
7. Lack of technological knowledge.
8. High cost of installation and maintenance.
62. Security issues in HRIS:-
1. Maintain computer hygiene.
2. Hardware installation.
3. Checking vendor security measures.
4. Limiting access to information.
5. Educating employees on security protocols.
6. Frequent password changes.
7. Having a disaster recovery plan.
63. Trends in HRIS:-
1. Software as a service explosion.
2. Widespread use of mobile HR apps.
3. Establish of comprehensive performance management.
4. Greater focus on employees.
5. Optimized analytics and data use.