Kuliah I MSDM
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This document provides an introduction to the course "Human Resource Management" taught by Dadang Ishak Iskandar in 2010. It covers several key topics: 1. An overview of human resource management and how it relates to the management process. 2. The five basic functions of management: planning, organizing, staffing, leading, and controlling. 3. The evolution of human resource management from a traditional administrative function to a more strategic role. 4. A comparison of human resource management and traditional personnel management approaches.
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Mbah 104- human resource management
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The document discusses key aspects of human resource management including definitions, core elements, objectives and functions. It describes HRM as integrating employment decisions to help organizations and employees achieve their goals. The core elements are organizations, people and management. Objectives include societal, organizational and personal goals. Functions involve planning, staffing, directing and controlling human resources from recruitment to retirement. It also outlines the scope, role and challenges of HRM in modern organizations.
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- HRP includes forecasting demand and supply of employees, identifying surpluses or shortages, and addressing them through actions like recruitment or redundancy.
- Factors like organizational growth, environment, and technology impact HRP. Techniques used include managerial judgment, ratio analysis, and mathematical models.
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This document provides an introduction to human resource management, including its objectives, nature, functions, importance and legacy. Some key points:
1. HRM is concerned with acquiring, developing, motivating and maintaining human resources to achieve organizational goals while meeting individual needs.
2. The objectives of HRM are to develop individuals, foster good employee relations, and align individual and organizational goals.
3. HRM functions include planning human resource needs, recruitment and selection, training, performance management, compensation, and maintaining industrial relations.
4. HRM is an important management function as it helps organizations prepare policies, supply skilled workers, motivate employees, and maintain harmony between employers and employees.
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Staffing is a critical human resource function that involves acquiring and deploying an organization's workforce. It can be viewed from three perspectives: strategic planning, human resources, and individual managers. Staffing is a mutual process that forms an employment relationship between an individual and an organization. It is composed of interrelated activities like recruitment, selection, and hiring. Staffing aims to find the best match between a person's qualifications and a job's requirements to achieve desired human resource outcomes for the individual and the organization.
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The document discusses emerging trends in human resource management. It notes that HR's role is shifting from administrative to strategic in order to help organizations gain a competitive advantage. Specific trends mentioned include the need for continuous employee training due to technological changes. HR will also have to manage a more diverse workforce and develop new policies around performance management, compensation, and employee retention. The role of HR professionals is expanding to include responsibilities like organizational development, career planning, and acting as an agent of change within companies.
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Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
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Similar to Kuliah I MSDM
Kuliah i ii msdm - introduction
This document discusses human resource management (MSDM) by Dadang Isak and Iskandar in 2011. It covers lectures 1 and 2 on MSDM theories and concepts. Some key topics include human resource planning, organizing, staffing, leading, and controlling employees. The functions of MSDM include both managerial functions like planning and organizational functions like employee development, compensation, and termination. The summary discusses the evolution of human resource management from a traditional personnel administration approach to a more contemporary strategic resource management perspective.
STAFFING.PDF
http://piyushsahni.in/
Staffing is the process of finding the right worker with appropriate qualifications or experience and recruiting them to fill a job position or role.[2] Through this process, organizations acquire, deploy, and retain a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.[3] In management, staffing is an operation of recruiting the employees by evaluating their skills and knowledge before offering them specific job roles accordingly.[4]
A staffing model is a data set that measures work activities, how many labor hours are needed, and how employee time is spent.
Contents
1 Importance
2 Quantity and quality
3 Core staffing actives
3.1 Recruitment
3.1.1 Internal recruitment
3.1.2 External recruitment
3.2 Selection
3.3 Employment
3.4 Training
3.5 Retaining
4 Staffing agencies
5 See also
6 References
Importance
Staffing helps to find and hire people who are qualified for the job position and will benefit the company. It also improves the quality and quantity of work done by the company because they have staffed the optimum people. Job satisfaction rates are likely to increase because everyone is well-suited for their position and is happy to be doing their specialty of work. Higher rates of productive performance from the company are also common, as they have staffed the right people to do their jobs. It provides employees the opportunity for further growth and development.[5]
Quantity and quality
Staffing an organization focuses on both the quality and the quantity of the staff.
The quantity is the number of staff. The organization forecasts workforce quantity requirements and then compares it to the available workforce. If the headcount matches the requirement, then the organization is fully staffed. If the requirement exceeds the number of available employees, then the organization is understaffed. If the available staff exceeds the requirements, then the organization is overstaffed and may need to stop hiring and layoff employees. When a company is understaffed, the staffing process may restart.[3]
The quality is having the right person for the job. The right person should have a job and an organization match. The job match involves the employee's knowledge, skills, abilities, and other characteristics and how they work with the job's tasks. The organization match is when the person has the same organizational values as the organization.[6]
Core staffing actives
The five core staffing actives are recruitment, selection, employment, training, and retaining.
Recruitment
Herbert Heneman has described an effective recruiting process as the cornerstone of an effective staffing system.[3]
The first step, prior to, the recruiting process is defined as goals and job descriptions. Organizations assess jobs and job families through the systematic study of job analysis, a process that describes and records job behaviors and activities. Job analysis is generally consider.
Human resource managment
Human resource management involves selecting, training, developing, and compensating employees in a way that allows a firm to compete effectively and achieve its objectives. It concerns managing people in a way that benefits both the organization and individuals. Key functions of HRM include managerial functions like planning and organizing staff, as well as operative functions such as employment, development, compensation, maintenance of working conditions and welfare, motivation, industrial relations, and separation. HRM also serves advisory functions by providing counsel to top management on personnel programs and policies and advising departmental heads on issues related to labor planning and personnel processes.
INTRODUCTION OF HUMAN RESOURCE MANAGEMENT
The document provides an introduction to human resource management. It discusses key concepts such as the importance of HRM, its functions and scope. It also covers topics like human resource development, human resource planning, job analysis, job description and job specification. The summary is as follows:
1. The document introduces concepts related to human resource management such as its importance, functions, scope, human resource development and human resource planning.
2. It discusses processes involved in human resource management like job analysis, which results in job descriptions and job specifications.
3. Key aspects of job analysis, job descriptions and job specifications are outlined.
Human resource management
Human resource management
Educational Management
B.Ed.
University of Mumbai
Asst. Prof. Ketan Kamble
Typewrting by Bhupendra Shirke
Exploring human resource management practices in small and medium sized enter...
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
HRM Overview.pdf
This document provides an overview of human resource management. It defines HRM and its relevance for individuals and organizations. It outlines the key learning objectives and functions of HRM like recruitment, selection, training, performance management, and compensation. It discusses the changing priorities and roles of HR from transactional to transformational. The document also addresses myths and realities of HRM, the roles and responsibilities of HR managers versus line managers, and a people management sheet covering important HR topics.
Jegatheesan
This document discusses a study on job satisfaction of employees at TTK Healthcare Limited in Chennai, India. It provides details about the objectives, scope, limitations and methodology of the study. The study aims to analyze factors affecting job satisfaction of employees such as job security, pay, benefits, training opportunities, work environment, promotion opportunities, and human relations. It also examines the relationship between various job satisfaction parameters through statistical analysis.
Management Report
Human resource management has two main functions: overseeing human capital operations and managing employees. HR plays a vital role in strategic organization design and establishing effective policies to optimize costs. The document identifies two main management concerns at Watson Technologies: succession planning and diversity/inclusion. It recommends revising the succession plan to prepare future leaders through training and job rotation. It also suggests implementing diversity training, a managing by walking around program, and surveys to promote an inclusive culture and address communication barriers.
STAFFING
This document discusses staffing as a key human resource management function. It defines staffing as filling positions in an organization through recruitment, selection, placement and development of personnel. The importance of effective staffing is outlined, including obtaining competent employees, optimizing performance and ensuring succession planning. The evolution of human resource management from a welfare model to integrated corporate strategy is summarized. Finally, the key steps in the staffing process are identified as estimating requirements, recruitment, selection, placement, training and development, and performance appraisal.
CHAITALI FINAL RESEARCH PROJECT
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
BBA-SEM-3-HRM-Introduction of Human Resource of Management
this slides helps students to understand Human Resource of Management. how its works and its functions.
Functions Of Hrm
The document outlines several key functions of human resource management (HRM). Some of the main HRM functions discussed include: conducting job analyses and planning labor needs, selecting and recruiting job candidates, orienting and training new employees, managing compensation and benefits, appraising performance, and ensuring equal opportunity and a safe work environment. Additionally, the document discusses some of the core HRM activities such as organizational design, planning, recruitment and selection, training and development, performance management, and compensation. It emphasizes the importance of HRM in avoiding mistakes like hiring the wrong employees, experiencing high turnover, and unfair practices.
Sample Assignment on Human Resource Management
Are you facing assignment related problems? Don't worry read the samples provided by Assignment Prime which helps the students to improve their grades. For online assignment help you can contact our professional writers at any time. Place your order now to achieve academic success.
MGT301--assignment 01--Line Managers
Drawing on contemporary research: explain which HR activities are most likely to be performed by line managers. Indicate how HR professionals can ensure that line managers undertake these activities effectively.
For Mr. Tanvi Newaz's Class
Mc Ronald Jambaro HRM ppt.pptx
Human resource management (HRM) involves managing a company's employees effectively and efficiently to gain a competitive advantage. The key functions of HRM include human resource planning, recruitment and selection, performance management, learning and development, career planning, rewards, and health and safety. HRM aims to define an organizational structure that drives productivity, develop coordination and communication, dedicate time to finding and developing staff, and embrace societal and ethical values. The major areas of HRM are planning, staffing, employee development, and employee maintenance.
Human Resource Management and Human Resource Development
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
managing human capital(MHC) mba 2 semester
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
46 lakshmi.docx
This document is a project report submitted by M. Lakshmi to the University of Madras in partial fulfillment of the requirements for a Bachelor of Commerce degree in Bank Management. The project studied human resource management practices and employee satisfaction in private sector banks in India under the guidance of Mrs. A.J. Jemima Malathy. The introduction provides background on the importance of effective HRM practices and high employee job satisfaction for organizational success. It notes that managing human resources and achieving employee satisfaction are crucial for organizations to achieve their goals and maintain competitiveness, especially in India's developing economy.
Employee Profile & Perception of Talent Management in Indian Organizations
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
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Kuliah I MSDM
- 1. Selamat Datang di Kuliah MANAJEMEN SUMBERDAYA MANUSIA (MSDM) BY DADANG ISHAK ISKANDAR 2010 1 stieratula 2010
- 2. stieratula 2010 2 Strength, ability, bravery, and strategy.
- 3. Deskripsi MK MSDM 3 stieratula 2010 Explainwhat human resource management (HR) is and how it relates to the management process. Give examples of how managers can use HR concepts and techniques. Illustrate the HR management responsibilities of line and staff (HR) managers. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
- 4. “For many years it has been said that capital isthe bottleneck for a developing industry. I don’tthink this any longer holds true. I think it’s thework force and a company’s inability to recruitand maintain a good work force that doesconstitute the bottleneck….” (F. K. Foulkes, 1975) stieratula 2010 4 HRM – Its All About Result:
- 5. Motto: To Build a good factory we need “a ThousandNuts” But To Ruin it we just need “One Nut” Keterangan : Nut = Mur & BautatauSukuCadang Nut = OrangBodoh.
- 6. MSDM dan Bidang Terkait Teoritikal Terapan MAKRO MIKRO TINGKAT ANALISIS 6 stieratula 2010
- 7. The 5 basic function of Management Process: stieratula 2010 7 Planning (Perencanaan) Organizing (Pengorganisasian) Staffing (Penataan Staf) Leading (Pengarahan/Kepemimpinan) Controlling (Pengawasan)
- 9. Tujuan dan standar (Goals and standards)
- 10. Peraturan dan prosedur (Rules and procedures)
- 11. Perencanaan dan peramalan (Plans and forecasting).
- 16. Wewenang (Authority) dan komunikasi (communication)
- 17. Koordinasi (Coordinating)stieratula 2010 8 Proses Manajemen
- 19. Hiring
- 22. Standar Kinerja (Performance standards)
- 24. Evaluasi Kinerja (Evaluating performance)
- 26. Pelatihan dan Pengembangan (Training and developing)
- 28. Getting the job done
- 29. Morale
- 30. Motivation
- 33. Comparing actual performance to standards
- 35. The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising Kebijakan dan praktek untuk mengelola “manusia” atau SDM dalam tingkatan posisi manajemen,termasukdidalamnyamerekrut, menyeleksi,melatih,memberiimbalan, menilaikinerjakaryawan, dan memelihara sertamempertahankankaryawan stieratula 2010 10 Manajemen SDM
- 36. Human Resource Management is the processof acquiring, training, appraising, andcompensating employees and attending totheir labor relations, health and safety, andfairness concerns. stieratula 2010 11 Fungsi Manajemen SDM
- 38. Perencanaan
- 39. Perorganisasi
- 40. Pengarahan
- 41. Pengendalian
- 43. Pengadaan SDM
- 44. Pengembangan
- 45. Kompensasi
- 46. Pemeliharaan
- 47. Pemutusan Hubungan Kerja (PHK)stieratula 2010 12
- 48. stieratula 2010 13 Tujuan MSDM Conducting job analyses (determining the nature of each employee’s job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment
- 49. The wrong person High turnover Poor results Useless interviews Court actions Salaries appear unfair Poor training Unfair labor practices stieratula 2010 14 MSDM pentingbagisemuamanajer:Janganbiarkanhal-hal berikut ini terjadipadasaudara
- 51. stieratula 2010 16 Perubahan Lingkungan dan ResponOrganisasional:Globalisasi, perkembanganteknologi, liberalisasiperdagangan, dan perubahanlingkungan lain telah menciptakanrealitaskompetisibaru, dan mensyaratkankompetensiataukapabilitasorganisasional dan manajerialbaru Pergeseran paradigma manajemen dan transformasi organisasional Pengetahuan, keterampilan, kemampuan, sikap, dan perilaku organisasional dan manajerial baru Persaingan berbasis pengetahuan (knowledge-based) dan kompetency (Competency based)
- 52. stieratula 2010 17 EVOLUSI SDM: EMPAT TAHAP PERKEMBANGAN Tahap I Pemeliharaan File Personalia s/d pertengah 1960-an Administrasi Personalisa Tahap II Akuntabilitas Pemerintah pertengah 1960an – pertengahan 1970an Manajemen Personalisa Tahap III Akuntabilitas Organisasi Akhir 1970 s/d 1980-an Tahap IV Keterlibatan Strategik Manajemen SDM Dlm 1990-an s/d sekarang
- 64. Evaluasi kinerja
- 66. Isu-isu & tantanganBaru MSDM