Mgt4311 d1
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The human resources department plays a strategic role in organizations by acquiring and managing employees, from job analysis and hiring to training, compensation, and policy development. This affects the author positively through obtaining their current career position via a thorough interview process. However, the lack of adequate training at their current job has negatively impacted the author by leaving them feeling frustrated and unsure if they are performing efficiently due to being "thrown out there to sink or swim" without proper instruction.
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JoanResume
Joan Sisemore is a dynamic human resources business leader with over 20 years of experience in human resource management, education, organization effectiveness and development, and human resources consulting. She currently owns and operates her own HR consulting firm, People Dynamics Consulting, LLC, where she designs and implements people solutions to develop capabilities and improve business performance for clients. Prior to that, she held various HR leadership roles at Chevron Corporation and Easter Seals of Greater Houston. She has an MBA in human resource management and is a certified HR professional.
Hrm 1
Human resource management involves planning, recruiting, selecting, training, and developing an organization's workforce. The key functions include staffing through activities like recruitment, selection, and placement; training and developing employees; managing compensation and benefits; maintaining human relations; and overseeing industrial relations to motivate workers and ensure productivity. The overall goal is to acquire and maintain a talented workforce to achieve organizational objectives.
Driving My Company (enterprise Skill)
1. Harris, an employer, is dissatisfied with the lack of improvement in his staff's performance despite giving everyone a $500 bonus.
2. To better motivate his staff, Harris needs to understand and apply contemporary motivation theories which explain how and why people are motivated.
3. Motivation theories cover needs, cognitive processes, consequences of behaviors, and can help Harris structure work, rewards, feedback and goals to satisfy different needs and motivate high performance from his staff.
Role of HRP Professional
Human Resource Planning Professional
Notes
Introduction:
Human resource planning is concerned with assessing a company's current human resources, identifying its future staff requirements and arranging for skills training for its current, new and future employees. The company's HR department is responsible for its human resource planning and for organising its recruitment drive. The planning process helps the company figure out what type of talent it needs and which company departments will benefit from an infusion of new talent.
Difference Between HR Management Professional and HR Planning Professional
Human Resource Management Professional
(Just for Knowledge- Human Resource Management entails overseeing all facets of an organization's human resources. This includes, but is not limited to, performance management, organisational growth, security, health, benefits, employee engagement, communication, policy administration, and training)
Human Resource Management Professional create and manage the entire employee lifecycle from the time they enter the company until they leave. This includes the employee orientation and induction procedure, as well as policy structuring, pay, incentives, and perks.
Objective
Recruit & retain the right talent for the right job roles.
Improve employee turnover rate & prevent attrition.
Employee improvement in regard of their performance, growth and skill development.
Create a robust system to handle the entire employee lifecycle with maximum efficiency and minimum costs.
Enable employee engagement & increase productivity.
Employee motivation
Provide avenues for grievances & assure swift redressals
Enable a system of continuous feedback.
Create a culture of positivity & high energy.
Human Resource Planning Professional
(Just for Knowledge-Human Resource Planning is the method of predicting an organization's potential human resource needs & deciding how the organization's current human resource resources can be used to meet those requirements)
(Creating a policies & procedures guide, which details areas such as expense report submissions, applying for vacation days, office attire, misconduct policies, safety procedures, and the employee evaluation process, is also part of the planning process)
Human Resource Planning Professional Ensure sufficient staffing in various company departments to complete work requirements and meet the organization’s goals.
HRP professional primarily determines a company's current plans and strategically plans for the upcoming future prospects
It's responsible for balanced workload, timely completion of assigned tasks, reducing heightened stress levels for employees, burnout, missing deadlines and mistakes and errors.
Human Resource Planning is considered to be a part of Human Resource Management. Therefore, HRM Professionals have a wider scope than HRP Professionals.
The People Management Story
The document discusses developing an appropriate HR scorecard by asking questions, setting objectives and metrics, and creating a story framework around people management. It provides examples of key strategic questions, generic objectives, and metrics across various perspectives like financials, stakeholders, internal business processes, and people and innovation. The metrics are explained and formulas or examples are given for calculating many of them.
Hr management approaches_to_strategictx
The document discusses strategic human resource management approaches. It outlines the role of the human resources executive in aligning HR policies and practices with organizational objectives. The HR executive is responsible for developing HR objectives, identifying how HR can support goals, and addressing management issues and opportunities through improved HR strategies. Their key duties include creating employee relations policies, providing tools to managers, and acting as a consultant to initiate innovative HR practices.
HR Generalist
This job description is for a Human Resources Generalist position located at factories in Pen Argyl, Pennsylvania. The main responsibilities of the role include recruiting and staffing, HR payroll functions, safety programs, and employee relations. Key duties involve implementing HR strategies, analyzing organizational needs, supporting compensation analysis, and developing relationships with local agencies. The ideal candidate will have 2-4 years of experience as an HR Generalist, preferably in manufacturing. Strong communication, interpersonal, and Excel skills are required for the role.
BBA-SEM-3-HRM-Development
The document discusses various methods for developing managers, including understudy assignments, committee assignments, role playing, in-basket exercises, and transactional analysis. Understudy assignments involve subordinates learning directly from senior managers. Committee assignments develop decision-making skills through group deliberations. Role playing allows trainees to develop different perspectives by taking on roles of various managers. In-basket exercises present typical managerial situations for trainees to respond to. Transactional analysis examines interactions between people's child, adult, and parent ego states.
Recommended
JoanResume
Joan Sisemore is a dynamic human resources business leader with over 20 years of experience in human resource management, education, organization effectiveness and development, and human resources consulting. She currently owns and operates her own HR consulting firm, People Dynamics Consulting, LLC, where she designs and implements people solutions to develop capabilities and improve business performance for clients. Prior to that, she held various HR leadership roles at Chevron Corporation and Easter Seals of Greater Houston. She has an MBA in human resource management and is a certified HR professional.
Hrm 1
Human resource management involves planning, recruiting, selecting, training, and developing an organization's workforce. The key functions include staffing through activities like recruitment, selection, and placement; training and developing employees; managing compensation and benefits; maintaining human relations; and overseeing industrial relations to motivate workers and ensure productivity. The overall goal is to acquire and maintain a talented workforce to achieve organizational objectives.
Driving My Company (enterprise Skill)
1. Harris, an employer, is dissatisfied with the lack of improvement in his staff's performance despite giving everyone a $500 bonus.
2. To better motivate his staff, Harris needs to understand and apply contemporary motivation theories which explain how and why people are motivated.
3. Motivation theories cover needs, cognitive processes, consequences of behaviors, and can help Harris structure work, rewards, feedback and goals to satisfy different needs and motivate high performance from his staff.
Role of HRP Professional
Human Resource Planning Professional
Notes
Introduction:
Human resource planning is concerned with assessing a company's current human resources, identifying its future staff requirements and arranging for skills training for its current, new and future employees. The company's HR department is responsible for its human resource planning and for organising its recruitment drive. The planning process helps the company figure out what type of talent it needs and which company departments will benefit from an infusion of new talent.
Difference Between HR Management Professional and HR Planning Professional
Human Resource Management Professional
(Just for Knowledge- Human Resource Management entails overseeing all facets of an organization's human resources. This includes, but is not limited to, performance management, organisational growth, security, health, benefits, employee engagement, communication, policy administration, and training)
Human Resource Management Professional create and manage the entire employee lifecycle from the time they enter the company until they leave. This includes the employee orientation and induction procedure, as well as policy structuring, pay, incentives, and perks.
Objective
Recruit & retain the right talent for the right job roles.
Improve employee turnover rate & prevent attrition.
Employee improvement in regard of their performance, growth and skill development.
Create a robust system to handle the entire employee lifecycle with maximum efficiency and minimum costs.
Enable employee engagement & increase productivity.
Employee motivation
Provide avenues for grievances & assure swift redressals
Enable a system of continuous feedback.
Create a culture of positivity & high energy.
Human Resource Planning Professional
(Just for Knowledge-Human Resource Planning is the method of predicting an organization's potential human resource needs & deciding how the organization's current human resource resources can be used to meet those requirements)
(Creating a policies & procedures guide, which details areas such as expense report submissions, applying for vacation days, office attire, misconduct policies, safety procedures, and the employee evaluation process, is also part of the planning process)
Human Resource Planning Professional Ensure sufficient staffing in various company departments to complete work requirements and meet the organization’s goals.
HRP professional primarily determines a company's current plans and strategically plans for the upcoming future prospects
It's responsible for balanced workload, timely completion of assigned tasks, reducing heightened stress levels for employees, burnout, missing deadlines and mistakes and errors.
Human Resource Planning is considered to be a part of Human Resource Management. Therefore, HRM Professionals have a wider scope than HRP Professionals.
The People Management Story
The document discusses developing an appropriate HR scorecard by asking questions, setting objectives and metrics, and creating a story framework around people management. It provides examples of key strategic questions, generic objectives, and metrics across various perspectives like financials, stakeholders, internal business processes, and people and innovation. The metrics are explained and formulas or examples are given for calculating many of them.
Hr management approaches_to_strategictx
The document discusses strategic human resource management approaches. It outlines the role of the human resources executive in aligning HR policies and practices with organizational objectives. The HR executive is responsible for developing HR objectives, identifying how HR can support goals, and addressing management issues and opportunities through improved HR strategies. Their key duties include creating employee relations policies, providing tools to managers, and acting as a consultant to initiate innovative HR practices.
HR Generalist
This job description is for a Human Resources Generalist position located at factories in Pen Argyl, Pennsylvania. The main responsibilities of the role include recruiting and staffing, HR payroll functions, safety programs, and employee relations. Key duties involve implementing HR strategies, analyzing organizational needs, supporting compensation analysis, and developing relationships with local agencies. The ideal candidate will have 2-4 years of experience as an HR Generalist, preferably in manufacturing. Strong communication, interpersonal, and Excel skills are required for the role.
BBA-SEM-3-HRM-Development
The document discusses various methods for developing managers, including understudy assignments, committee assignments, role playing, in-basket exercises, and transactional analysis. Understudy assignments involve subordinates learning directly from senior managers. Committee assignments develop decision-making skills through group deliberations. Role playing allows trainees to develop different perspectives by taking on roles of various managers. In-basket exercises present typical managerial situations for trainees to respond to. Transactional analysis examines interactions between people's child, adult, and parent ego states.
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This document is a resume for Darlene Downs highlighting her experience in human resources leadership and nonprofit management roles over 15+ years. It lists her professional achievements such as partnering on benefits plan design, implementing an HR software system, and designing leadership training programs. It also provides details on her most recent roles as HR Manager for a direct marketing company and Manager of Training and Recruiting for a nonprofit organization. Her education includes an MA in Industrial/Organizational Psychology and certification in insurance, HR assessments, and the Myers-Briggs Type Instrument.
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This presentation provides an overview of my MSc research investigating the influence of supportive manager behaviours on employee engagement and job satisfaction. This was presented at the Annual Division of Occupational Psychology 2013 Conference.
Human resources management
The document discusses key aspects of human resource management including attracting, developing, and retaining talent to support organizational goals. It outlines principles like strategic integration, organizational flexibility, commitment, and quality. Specific HRM activities are also defined, such as job analysis, human resource planning, recruitment, selection, performance appraisal, training and development, and employee motivation. Lecturer selection criteria and a rating system are also presented.
Staffing
Staffing involves identifying, assessing, placing, evaluating, and developing individuals within an organization. It is concerned with recruiting, selecting, training, and developing all members of a company on a continuous basis. Effective staffing is important as it requires heavy investment, treats human resources as valuable assets, and has long term effects on a company's success. The key steps in the staffing process include manpower planning, recruitment, selection, placement, training, performance reviews, promotions, and compensation.
Sunita presentation
Human resources management involves employing, developing, utilizing, maintaining, and compensating employees to contribute to organizational goals while meeting individual and societal needs. An HR manager must have a good education, technical knowledge relevant to their functions, experience in HR work, good physical and mental health, and strong moral qualities like energy, responsibility, and tact. To be effective, an HR manager needs managerial skills as well as highly developed human relations skills to properly handle human resources matters.
Thanuja Resume
Palla Thanuja has over 10 years of experience in human resources, operations management, counseling, and training. She is seeking a role in corporate law, management, or finance that will allow her to gain exposure across different sectors. She has held positions managing centers and teams, conducting training programs, and counseling individuals and groups. Her experience spans various industries including education, IT, and nonprofit organizations.
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Chap012
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1) Maslow's hierarchy of needs and McClelland's acquired needs theory which posit that physiological, safety, belongingness, esteem, and self-actualization needs drive motivation.
2) Equity theory which focuses on how fairly employees feel they are treated compared to others.
3) Expectancy theory which suggests motivation depends on wanting a reward and expecting to receive it for one's efforts.
4) Goal setting theory which states goals should be specific, challenging, and achievable to boost motivation.
employee motivation
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
Od 98 ppt presentation
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MOTIVATION IN HUMAN RESOURCE MANAGEMENT;
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Personnel management
Personnel management involves obtaining, using, and maintaining a satisfied workforce to help achieve organizational and societal goals. It includes planning, organizing, compensating, and overseeing an organization's human resources. Key functions of personnel management include manpower planning, recruitment, employee selection, training, compensation, working conditions and welfare, motivation, record keeping, and industrial relations. A personnel management department typically includes roles like VP, director, business partners, recruiters, compensation specialists, trainers, compliance officers, and employee advocates.
Role Of Manager.
The document discusses the role and qualities of an effective institution manager. It states that institution managers must coach and hold salespeople accountable to high performance standards. Managers fulfill an expectation and development role. Key qualities include competency, team building, integrity, consistency, and tact. Competency involves a pattern of behavior driven by knowledge, skills, abilities, and motives. The role of an institution manager involves planning, people development, proactive review, and work analysis. An example work schedule splits time between reactionary and other activities. The document recommends desired changes to improve management.
HRM- CONCEPTS AND CHALLENGES- Chapter 1.1- new.pptx
This document provides an overview of key concepts in human resource management. It discusses why human resources are more important than other resources due to their unique and complex nature. It defines human resource management and describes its main functions as acquisition, development, motivation, and maintenance of employees. The document also examines strategic human resource management and models for aligning HRM with organizational strategy, such as the Fombrun matching model and Harvard framework.
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Staffing involves matching jobs with capable employees through a process of selection, placement, growth and development. It includes developing job descriptions, determining manpower needs, recruiting applicants, selecting candidates, training and developing employees, and evaluating performance. Staffing aims to ensure the right people with the right skills are in the right jobs to help the organization achieve its goals. It is a critical management function that is related to other functions like planning, organizing and directing.
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The document discusses various theories and approaches for motivating employees, including:
1) Maslow's hierarchy of needs and McClelland's acquired needs theory which posit that physiological, safety, belongingness, esteem, and self-actualization needs drive motivation.
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The document discusses the role and qualities of an effective institution manager. It states that institution managers must coach and hold salespeople accountable to high performance standards. Managers fulfill an expectation and development role. Key qualities include competency, team building, integrity, consistency, and tact. Competency involves a pattern of behavior driven by knowledge, skills, abilities, and motives. The role of an institution manager involves planning, people development, proactive review, and work analysis. An example work schedule splits time between reactionary and other activities. The document recommends desired changes to improve management.
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UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
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1.Strengths
My areas of strength within the business domain include interpersonal skills and teamwork. I relate well with my colleagues and team members in matters associated with work. My interpersonal skills have resulted in positive relationships within the business team and this has been significant in motivating the team members towards achieving out business goals. Teamwork is also my area of strength. I believe that combined effort yields better results than individual effort and this is not limited to execution of duties but also the process of decision-making (Noe, 2017). These strengths are associated with consultation because they involve interaction, sharing of ideas and decision making. I am a human resource management professional and one of my key roles is to lead my team and ensure appropriate decisions are made. Consultation is therefore, a critical management element necessary in human resource management which makes it a strength is execution of human resource management duties (Noe, 2017). Some of the supportive examples within this domain include spearheading the team by embracing opportunities, establishing a culture that fosters intra-organizational teamwork and partnership, identifying missing team roles and fulfilling them, promoting effective teamwork practice and working environment.
Weakness
My weakness within this domain is conflict management. Managing conflicts requires the ability to identify contentious issues among parties in disagreement. This involves bringing together the two parties, listening to their grievances and finding a balance or a solution to the problem. I have never been comfortable with negativity in my life both at a personal level or when other parties are involved. I find it difficult to take sides in cases where two or more individuals are in conflict for the mere reason of being perceived as biased. While my profession requires me to administer organizational policies to members of my team, I have constantly struggled with conflict management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this may be due to personal or company-associated problems. It is my goal to develop a positive mindset towards leadership by embracing conflict management as a critical aspect that impacts team productivity. One of the supportive examples include approaching conflicts in respectful and unbiased manner and referring serious cases to higher levels of management where it deems necessary. Another example is to identify conflict sources and develop strategies to minimize them.
Strategies
Creation and management of a network of relationship within the workplace is one of the elements that define a successful human resource management professional. Communicat.
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.
HRD MATRIX Notes in HRD for BBA and MBA.
Prof. T.V. Rao developed the HRD Matrix model to explain the interrelationships between human resource development instruments, processes, outcomes, and organizational effectiveness. The model includes HRD instruments like performance appraisal and training that lead to processes such as role clarity and development climate among employees. These processes should result in competent, satisfied, and dynamic employees, while the outcomes influence long-term organizational effectiveness along with other factors like the environment.
The changing role of hr manager
The document discusses the changing role of the HR manager in organizations. It describes the HR manager's roles as an information source, specialist, service provider, strategist, change agent, controller, and problem solver. As a strategist, the HR manager contributes to organizational objectives and ensures HR objectives align with business goals. As a specialist, the HR manager identifies capability gaps and works to fill them through training and resources. As a change agent, the HR manager champions change, adapting the organization and minimizing employee dissatisfaction. The document also discusses the HR manager's roles as an internal consultant, developing employee growth and relations, and as a facilitator between employees and management.
Emily Kenney finalize engagement orgcom plus bib
The document discusses employee engagement and the factors that contribute to it. It addresses several key points:
1) Employee engagement requires effort from both the company and employees. Companies must provide meaningful work and employees must be willing to take on challenges.
2) Engagement is influenced by self, peer, and manager evaluations as well as feelings of belonging, challenge, freedom and purpose. People want to know their work contributes value.
3) Both intrinsic and extrinsic motivators are important for engagement. Intrinsic motivators like purpose and mastery are more effective than just external rewards. However, a balance of both is needed.
4) Engagement is influenced by leadership approach, culture, development opportunities,
3-HRM-and-Development.pptx
This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
CUBCL HRM Dec 15.pptx
This document provides an overview of human resource management (HRM) concepts and practices. It discusses how HRM has evolved over time and been influenced by various internal and external factors. Some of the key topics covered include the changing environment organizations operate in, different approaches to HRM, variables that affect managing human resources as a system, challenges faced, and the importance of integrating theory with practice. The document aims to introduce participants to the fundamental principles of HRM.
Talent management and its impact on employee engagement
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
BEBA55A -UNIT I_1.pdf
A. HUMAN RESOURCE MANAGEMENT
Objective:
The objective of the course is to familiarize students with different aspects of managing human resources in the organization through the phases of acquisition , development and retention.
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
2 HRM in Operations Management.pptx
HRM involves selecting, training, developing, and utilizing employees throughout an organization. It is a dynamic field that aims to maximize human resources. When employees join an organization, they bring values, attitudes, needs and expectations from prior experiences that influence their work relationships and ethic. Management aims to develop common values among employees but this can be difficult due to individual differences. The human relations approach focuses on fully developing employee talents and skills through opportunities to participate in decision making. This benefits both employees and the organization.
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.
STRATEGIC INNOVATIONS
The document discusses innovative strategies for human resource managers in the 21st century public sector to maintain and improve organizational performance. It outlines four key strategies: 1) effective recruitment and employee development through strategic hiring practices; 2) building positive employer-employee relationships; 3) strategic forecasting to anticipate challenges; and 4) ongoing evaluations and revisions to HR processes. The document stresses that HR managers must utilize strategic planning, solicit feedback, and introduce changes incrementally to sustain organizational resilience through changing times.
hrm ppt.pptx
The document discusses key concepts in human resource management including definitions, objectives, scope, functions, and the basic roles of an HR manager. It defines HRM as the planning, organizing, and controlling of procuring, developing, compensating, and maintaining human resources to accomplish organizational goals. The objectives of HRM are to help the organization reach its goals, employ workforce skills efficiently, provide well-trained employees, increase job satisfaction, and ensure social responsibility. The scope of HRM is vast, covering an employee's entire working life from hiring to departure. Core HR manager roles include planning staffing needs, recruiting and selecting employees, training and developing staff, determining compensation, and ensuring employee retention.
DOC-20230311-WA0001..pptx
This document discusses human resource management and related concepts. It begins by defining human resource management according to various experts and outlines its key objectives such as helping the organization achieve its goals and increasing employee satisfaction. It describes the scope of HRM as encompassing all aspects of an employee's time with an organization. The core functions of an HR manager are identified as planning staffing needs, recruiting and selecting employees, training and developing staff, administering compensation and rewards, and managing employee relations. Different methods of recruitment like direct contact, advertisements, and third-party agencies are also summarized.
HRM Introduction.pptx
This document discusses key aspects of human resource management (HRM) including definitions, importance, activities, and employee motivation. Some key points:
- HRM involves planning, recruiting, selecting, training, evaluating and compensating employees to fulfill organizational goals.
- Important HRM functions include recruitment, selection, training, performance evaluation, compensation and motivating employees.
- Motivating employees through recognition, appropriate pay, new challenges and interaction with management is important for employee retention and productivity.
1-HRM-and-Development.pptx
This document provides an overview of human resource management (HRM). It begins by outlining the key learning objectives which are to introduce HRM concepts, review management theories and compare HRM to personnel management. It then discusses how HRM deals with selecting, training, developing and reviewing employees. The document contrasts HRM with the historical approach of personnel management and emphasizes that HRM views employees as assets rather than costs. It concludes by noting how HRM aims to balance organizational and individual needs through flexibility, work-life balance policies and participation in decision making.
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HRM- CONCEPTS AND CHALLENGES- Chapter 1.1- new.pptx
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Talent management and its impact on employee engagement
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Mgt4311 d1
- 1. MGT 431 Human Resource Management Week 1 DQ 1 What is the new strategic role of human resources (HR)? How does this role affect you in your current position? Is this effect positive or negative? Why? The human resource department is a key ingredient to success in many organizations. "However, research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire, what to pay, what training to offer, and how to evaluate employee performance directly affect employees’ motivation and ability to provide goods and services that customers value (Noe, Hollenbeck, Gerhart, & Wright, 2007)." The strategic plan of HR is to acquire and manage employees of the company. This process begins with analyzing and creating specific jobs to be filled by the right people. Training and development must be established along with pay and benefits. Creating and communicating the policies are other responsibilities of HR. "Management also depends on human resource professionals for help in ensuring compliance with labor laws, as well as for support for the organization’s strategy—for example, human resource planning and change management (Noe, Hollenbeck, Gerhart, & Wright, 2007)." This role has affected me in both a negative and positive way. The positive way is the fact that they are the reason I have the career I have. They interviewed me and explained the job requirements in great deal. The interview they conducted was thorough and enabled me to display my talent and positive attitude towards contributing. The negative way HR affected me in my current position is training. The training I received at my current job was inadequate. We are so short handed I was basically thrown out there to sink or swim. Luckily with my prior experience and determined attitude I was able to swim, although sometimes I feel like I am just floating. The lack of training has caused me to get frustrated and as if I am not doing my job efficiently. My manager assures me I am doing extremely well, especially with no training.