This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
International business mumbai university solved paper 2008shrund
This document provides information about an international business exam from Mumbai University in 2008. It includes sample exam questions and answers about topics like globalization, reasons for entering international business, and foreign exchange risks and trade barriers.
The first question is about defining globalization and how global organizations emerge to enjoy global leadership. The second question asks why companies enter international business when domestic opportunities exist. The third question requires short notes on foreign exchange risks and trade barriers. Sample answers are provided that discuss topics like stages of becoming a global organization, reasons for internationalization, and types of foreign exchange and trade barriers.
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
This document provides an overview of key topics in international human resource management (IHRM). It defines IHRM and discusses the differences between domestic and global HRM. Some of the main challenges of IHRM include complying with different countries' labor laws, acquiring and retaining talent internationally, developing leaders who can adapt to different cultural contexts, and balancing local and corporate priorities. The document also outlines different strategic approaches companies can take to IHRM, such as ethnocentric, polycentric, and geocentric policies, and discusses some common barriers to effective global human resources management.
Methods and techniques of organization appraisallakhwinder Singh
This document discusses various methods and techniques for organizational appraisal, including value chain analysis, qualitative analysis, quantitative analysis, historical analysis, industry standards, benchmarking, and the balanced scorecard. It provides details on each method, such as how value chain analysis is used to identify a firm's most valuable activities, how quantitative analysis includes financial and non-financial measures, and how the balanced scorecard translates a business's vision into objectives in four key areas: financial, customer, internal processes, and learning and growth. The document aims to outline different approaches for evaluating an organization's internal environment and identifying strengths and weaknesses.
The Companies Bill 2012 was passed in the Lok Sabha on 18 December 2012. The bill seeks to consolidate and improve corporate governance and further strengthen the regulations for the corporates. One of the noticeable features of the bill is introduction of the most debated concept of Corporate Social Responsibility (CSR). The attached presentation by Ms Gayatri Subramanian, Program Coordinator - CSR & Corporate Governance, Indian Institute of Corporate Affairs, New Delhi, presents a clear picture on the new CSR Bill.
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
International business mumbai university solved paper 2008shrund
This document provides information about an international business exam from Mumbai University in 2008. It includes sample exam questions and answers about topics like globalization, reasons for entering international business, and foreign exchange risks and trade barriers.
The first question is about defining globalization and how global organizations emerge to enjoy global leadership. The second question asks why companies enter international business when domestic opportunities exist. The third question requires short notes on foreign exchange risks and trade barriers. Sample answers are provided that discuss topics like stages of becoming a global organization, reasons for internationalization, and types of foreign exchange and trade barriers.
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
This document provides an overview of key topics in international human resource management (IHRM). It defines IHRM and discusses the differences between domestic and global HRM. Some of the main challenges of IHRM include complying with different countries' labor laws, acquiring and retaining talent internationally, developing leaders who can adapt to different cultural contexts, and balancing local and corporate priorities. The document also outlines different strategic approaches companies can take to IHRM, such as ethnocentric, polycentric, and geocentric policies, and discusses some common barriers to effective global human resources management.
Methods and techniques of organization appraisallakhwinder Singh
This document discusses various methods and techniques for organizational appraisal, including value chain analysis, qualitative analysis, quantitative analysis, historical analysis, industry standards, benchmarking, and the balanced scorecard. It provides details on each method, such as how value chain analysis is used to identify a firm's most valuable activities, how quantitative analysis includes financial and non-financial measures, and how the balanced scorecard translates a business's vision into objectives in four key areas: financial, customer, internal processes, and learning and growth. The document aims to outline different approaches for evaluating an organization's internal environment and identifying strengths and weaknesses.
The Companies Bill 2012 was passed in the Lok Sabha on 18 December 2012. The bill seeks to consolidate and improve corporate governance and further strengthen the regulations for the corporates. One of the noticeable features of the bill is introduction of the most debated concept of Corporate Social Responsibility (CSR). The attached presentation by Ms Gayatri Subramanian, Program Coordinator - CSR & Corporate Governance, Indian Institute of Corporate Affairs, New Delhi, presents a clear picture on the new CSR Bill.
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Repatriation refers to the termination of an overseas assignment and returning to one's home country or headquarters. Reasons for repatriation include the end of an assignment period, a desire for family to return home, a need to take on a new global role, inability to adjust overseas, or failure to perform overseas duties well. Benefits of repatriation include gaining global experience and understanding of international operations. Companies should treat repatriation as systematically as expatriation, with programs to help find new roles and prepare for challenges upon returning home, as well as time-bound assignments to better facilitate preparation and planning.
Difference between human resource management and personnel managementsai precious
1. Human resource management focuses on managing people as a valuable resource to achieve organizational goals, while personnel management takes a more administrative approach centered around individual employee needs.
2. Key differences include HRM emphasizing a unified relationship between management and employees, decentralized decision-making, and transformational leadership versus the transactional style of personnel management.
3. HRM also utilizes more flexible employment contracts, job designs centered around teamwork, and pay/incentive policies linked to performance and value-added contributions compared to the traditional functional approach of personnel management.
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
The document discusses several topics related to managing human resources in the future and internationally. It outlines how the business environment is changing due to factors like society, technology, government policies, and the economy. These changes are transforming how employers and employees operate. The challenges of globalization for human resource management are also discussed, including dealing with cultural and language differences. Effective international human resource management requires considering issues like recruitment, training, compensation, and performance reviews for both local and expatriate employees. Managing the new "Generation Y" workforce is also an important consideration for the future of human resources.
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.
The document discusses organizational design, including both successes and failures. Regarding successes, it notes that organizational design should (1) start with strategy, (2) define required capabilities, (3) involve impacted employees, (4) align metrics and rewards, and (5) have a clear implementation program. For failures, it mentions (1) not knowing the goals, (2) structuring for personnel rather than strategy, (3) causing unnecessary disruption, and (4) skipping an assessment of the current state. The document provides advice on best practices and concludes that dynamic strategies and regular assessments are important for organizational design.
The document discusses five approaches to staffing international subsidiaries: ethnocentric, polycentric, regiocentric, and geocentric. The ethnocentric approach involves headquarters making all decisions and staffing key roles with parent country nationals. Polycentric treats each subsidiary as a distinct national entity staffed by locals. Regiocentric reflects the organization's geographic structure with talent drawn from regions. Geocentric takes a global approach where each subsidiary contributes unique competencies. The approaches differ in costs, control, adaptation challenges and opportunities for career progression.
This document discusses competencies for HR professionals to manage paradoxes and transformations. It outlines that HR must create value for employees, line managers, customers, investors, and communities. It discusses managing paradoxes such as internal vs external focus, individual vs organizational targets, and transactional vs transformational application of HR. HR practices, departments, and professional competencies are examined in the context of aligning, integrating, and innovating to address new business realities and deliver value for key stakeholders.
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
Third party peace making team work group OD interventions - Organizational ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Repatriation refers to the termination of an overseas assignment and returning to one's home country or headquarters. Reasons for repatriation include the end of an assignment period, a desire for family to return home, a need to take on a new global role, inability to adjust overseas, or failure to perform overseas duties well. Benefits of repatriation include gaining global experience and understanding of international operations. Companies should treat repatriation as systematically as expatriation, with programs to help find new roles and prepare for challenges upon returning home, as well as time-bound assignments to better facilitate preparation and planning.
Difference between human resource management and personnel managementsai precious
1. Human resource management focuses on managing people as a valuable resource to achieve organizational goals, while personnel management takes a more administrative approach centered around individual employee needs.
2. Key differences include HRM emphasizing a unified relationship between management and employees, decentralized decision-making, and transformational leadership versus the transactional style of personnel management.
3. HRM also utilizes more flexible employment contracts, job designs centered around teamwork, and pay/incentive policies linked to performance and value-added contributions compared to the traditional functional approach of personnel management.
The document outlines 14 steps for developing and implementing a Human Resource Information System (HRIS). The steps include: conducting a feasibility study; selecting a project team; defining requirements; analyzing vendors; negotiating a package contract; training users; tailoring the system; collecting data; testing the system; starting use of the system; running the system in parallel initially; providing maintenance; and evaluating the system's performance. The goal of the HRIS is to systematically store employee data to aid in planning, decision making, and reporting.
The document discusses several topics related to managing human resources in the future and internationally. It outlines how the business environment is changing due to factors like society, technology, government policies, and the economy. These changes are transforming how employers and employees operate. The challenges of globalization for human resource management are also discussed, including dealing with cultural and language differences. Effective international human resource management requires considering issues like recruitment, training, compensation, and performance reviews for both local and expatriate employees. Managing the new "Generation Y" workforce is also an important consideration for the future of human resources.
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.
The document discusses organizational design, including both successes and failures. Regarding successes, it notes that organizational design should (1) start with strategy, (2) define required capabilities, (3) involve impacted employees, (4) align metrics and rewards, and (5) have a clear implementation program. For failures, it mentions (1) not knowing the goals, (2) structuring for personnel rather than strategy, (3) causing unnecessary disruption, and (4) skipping an assessment of the current state. The document provides advice on best practices and concludes that dynamic strategies and regular assessments are important for organizational design.
The document discusses five approaches to staffing international subsidiaries: ethnocentric, polycentric, regiocentric, and geocentric. The ethnocentric approach involves headquarters making all decisions and staffing key roles with parent country nationals. Polycentric treats each subsidiary as a distinct national entity staffed by locals. Regiocentric reflects the organization's geographic structure with talent drawn from regions. Geocentric takes a global approach where each subsidiary contributes unique competencies. The approaches differ in costs, control, adaptation challenges and opportunities for career progression.
This document discusses competencies for HR professionals to manage paradoxes and transformations. It outlines that HR must create value for employees, line managers, customers, investors, and communities. It discusses managing paradoxes such as internal vs external focus, individual vs organizational targets, and transactional vs transformational application of HR. HR practices, departments, and professional competencies are examined in the context of aligning, integrating, and innovating to address new business realities and deliver value for key stakeholders.
HR Upgraded - presented by Keynote Speaker Dave Ulrich - HRMATTHRMATT
The document discusses trends in human resources (HR), focusing on how HR is evolving to focus more on external stakeholders and adding value to the business. It identifies 7 key HR trends: 1) HR focusing outside-in on external conditions and stakeholders, 2) Investing in HR to deliver value through talent, capability, and leadership, 3) Transforming the HR function to operate efficiently and effectively, 4) Innovating and aligning HR practices, and 5) Identifying critical competencies for HR professionals. For each trend, it discusses the definition and provides examples of how organizations can embrace that trend to strengthen their HR function and better support business goals.
The 2016 HR Technology Conference brought together industry leaders to share insights on engaging employees. Key insights included: (1) understanding how technology enables human connection leads to business success; (2) employees want purpose and growth opportunities, not just benefits; (3) engagement requires continuous measurement and action, not just annual surveys; (4) few companies feel they engage Millennials and other generations well; (5) content is the most powerful employer branding tool for hiring; (6) people trust other people, not just brands; and (7) while technology eliminates jobs, it creates new ones.
This document provides 6 ways to make lasting friendships at work: 1) find common interests with coworkers, 2) get involved in office clubs and activities, 3) ask coworkers for help on projects to build relationships and skills, 4) work together on projects and tasks to foster teamwork, 5) maintain a healthy work-life balance with personal space outside of work, and 6) keep interactions positive to create a supportive environment. Making friends at work increases employee engagement, retention, and leads to a happier and more productive workplace culture.
Appreciation Inspiration: Tips, Quotes, and Insights for Celebrating Employee...O.C. Tanner
This Employee Appreciation Day, inspire greatness in your employees with these tips, quotes and insights on recognition, appreciation and employee engagement.
The document is the January 2015 issue of the NHRD Network Journal, which focuses on HR in Indian organizations. It contains:
- Introductions and biographies of the editorial board and various contributors who wrote articles on HR topics in Indian companies.
- A description of the National HRD Network organization which publishes the journal quarterly, focusing on themes relevant to HR professionals in India.
- Information on the structure and types of articles typically included in each issue of the journal, such as conceptual, research-based and organizational case studies.
- A note from the new managing editor welcoming readers to the issue and thanking those involved in producing it.
- A section acknowledging feedback received from
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 current practices, trends, and emerging roles in learning and development (L&D). It begins by defining human resource development (HRD) and examining how the definitions have evolved over time from 1964 to the present. It then covers trends in the people, organization, and resources aspects of L&D. Specifically, it discusses trends in continuous professional development and roles for L&D professionals, as well as practices used for developing employees both in-house and externally. The document suggests that areas like coaching, in-house programs, and eLearning are growing in importance and usage within the L&D field.
The document discusses the concepts of human resource development (HRD) and organizational culture. It defines HRD as a process that helps employees continuously develop their skills and abilities to perform current and future roles, through opportunities such as training, career development, and performance management. The importance of HRD for economic development is also highlighted. Organizational culture refers to the shared behaviors, values and beliefs that develop within an organization. It can influence employee behavior and performance, and also act as a barrier to organizational change. The document also discusses the social culture in India, specifically mentioning the caste system and how it stratified Indian society into hierarchical groups.
Human Resource Development and capacity building for NGOs, NPOs, VOsSrinivasan Rengasamy
This document discusses human resource development (HRD) and capacity building, particularly for voluntary organizations and NGOs working in community development.
It defines capacity building as activities that strengthen individuals' knowledge, skills, and behaviors to improve organizational structures and processes, allowing organizations to efficiently meet their missions. Capacity building generates greater resources, efficiency, and effectiveness for organizations. Training is seen as an important part of capacity building and HRD for staff in voluntary organizations, in order to effectively carry out functions like supplementing government efforts, organizing and training communities, and developing their own staff. The document outlines objectives, focus areas, and strategies for such training.
Education for Accelerating Human Resource CapitalGautam Kumar
The document discusses human capital formation and the development of skills and education among a population as a key resource for economic growth. It outlines sources of human capital formation such as health services, education, job training, and migration. Developing strong education systems is identified as the most effective way to enhance and expand a country's productive workforce.
Rural development Notes for unit 4 (2).pdfruchi373968
This document discusses human resource development (HRD) and its need in the rural sector. It makes three key points:
1. HRD is crucial for rural development as it involves improving the skills, knowledge, and capabilities of rural populations. Rural areas often face challenges like poverty, lack of infrastructure, and low education that HRD can help address.
2. The elements of HRD in rural areas include institutional development, human resource development, and infrastructure development. Key dimensions of HRD are health, education, energy, skill development, training, nutrition, and access to basic amenities.
3. HRD initiatives need to be designed to meet the specific needs of different population groups in rural areas, including
This document discusses the relationship between culture, communication, and human resource management in educational institutions in Nigeria. It provides context on the Nigerian educational system and defines key concepts like culture, communication, and human resource management. The document establishes that culture and communication are important for effective human resource management. Efficient use of human resources and developing their potential requires suitable corporate culture and communication.
This document discusses the types and reasons for educational planning. It defines key concepts like education and planning, and explains that educational planning is necessary to achieve educational goals and coordinate the use of scarce resources. The types of educational planning a government may adopt include short-term, long-term, or strategic planning, depending on their political goals. Reasons for educational planning include meeting societal needs and aspirations, providing quality education, and ensuring global competitiveness. Faulty educational planning can jeopardize a nation's development for decades.
Human Resource Development Model on the Poor Society In North Minahasa Regencyinventionjournals
ABSTRACT : The low human resource quality, competitiveness and poverty become government and society’s problems all the time because the improvement focus has not touched human aspect but tended to orient on funding support. Therefore the mindset, work ethos and productive working behavior have not been developed. This research purposes to analyze human resource need so find individual capabilities and social capability aspect as basis for designing model of human resource development accordance to the community needs. The research method is qualitative descriptive and experiment methods. The result shows that human resource characteristic such as individual capability’s and halves of social capital are low, but the trust aspect still strong. The human resource development model to increasing individual capabilities and social capital is used strategy learning organization. This model in short term has improved individual capability and productivity. In long term, it purposes to build the human resources that had learning culture.
Human Resource Development: A Conceptual Expositionijtsrd
Development of persons to their maximum potential and the conservation of talent is the Human Resource Development (HRD) concept. HRD has been defined as œthe process of increasing the knowledge, skills and the people in society. But today, there is a little awareness of the fact that HRD is a contributing factor for the economic growth of the country. Without qualitative improvement of human resource the possibilities of an improvement in the standard of living of the masses are remote. An organization is known not by concrete and bricks but by the type of its human resource. It is constructed or destroyed by quality and behavior of its people. It has growingly been realized that improvement in manpower in key to both micro and macros developers. Tirumala Rao Guruvu"Human Resource Development: A Conceptual Exposition" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-6 , October 2017, URL: http://www.ijtsrd.com/papers/ijtsrd4614.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/4614/human-resource-development-a-conceptual-exposition/tirumala-rao-guruvu
Abc of capacity building and employee performanceHossain003
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
The Role of Education and Health in human capital development, Even though there are different perspectives to economic growth, there is a general con¬sensus that growth will lead to a good change manifested in increased capacity of people to have control over material assets, intellectual resources and ideology, and obtain physical necessities of life like food, clothing, shelter, employment, etc. The belief in human capital as a necessity for
The document discusses various topics related to human resource development including human development, human resource development, human development index, human resource management, the difference between HRD and HRM, dimensions of development, needs and priorities of HRD, and approaches to development. It provides definitions and explanations of these topics, comparing HRD and HRM, outlining dimensions such as physical, social, cultural, and more. It also discusses needs such as training, skills development, and organizational priorities. Finally, it outlines several approaches to HRD such as the human capital, social psychological, poverty alleviation, and motivational approaches.
Lecture No. 8 Resource Management in Edu and Leadership.pdfshahzadahmad7795
The document discusses the management of educational resources. It defines educational resources as all human, material, non-material, audio-visual, school environment, and community materials available in an academic environment to facilitate school administration and teaching/learning. It then classifies educational resources into several categories: physical/material resources, financial resources, time resources, human resources, information and communication technology resources, and community resources. For each category, examples are provided of the specific resources that would fall under that classification in an educational context.
This research was aimed at describing how is the model of educational character in High School Al-Istiqamah Simpang Empat, West Pasaman, West Sumatera and what strategy that was used by High School Al-Istiqamah to keep the quality outputs which have character, then this research became a model in organizing educational character related to the sustainable development and capacity human building. To get the aim of the research, the researcher used qualitative ethnography methodology. This study carried out on the condition of natural and cultural nature, it is more descriptive, it emphasis on the process rather than the product or outcome, data analysis conducted inductively, and further emphasize the significance (data behind the observed). The techniques of collecting data consisted of interviewing, observation, documentation, and triangulation. The model of educational character was (1) religious; (2) moderate; (3) smart; and (4) independent. The Strategy which was done to keep the output was forming the school’s culture such behavior, tradition, daily life, and symbols which were applied by all members of school and society around school.
The impact of workforce development programs have proven to contribute a positive effect on enrollees within their earnings once they complete the training.
Community development is a critical tool for achieving development through empowering and capacity building strategies. It involves people in a community jointly working to improve their economic, social, cultural, and environmental situation. Community development aims to increase people's knowledge, skills, attitudes, organizational ability, and access to resources through participation with governmental authorities. The goals are to alleviate poverty, solve social problems, strengthen communities, and achieve socioeconomic development.
Ensure Equity in Society: Government and other significant stakeholders shoul...Naiyer F. Khanom
Education transforms people by making them more articulate and able to think differently about the world. It opens up job opportunities and makes a dramatic difference in people's lives. Education generates greater social equity, which benefits society overall.
Human resource development (HRD) involves helping employees acquire new skills and abilities needed for their current or future roles through processes like training, feedback, and career development. It also aims to develop organizational culture with strong collaboration. HRD components include manpower planning, recruitment, training, performance appraisal, and career development. An effective HRD climate is characterized by open communication, trust, risk-taking, and supportive policies and mechanisms like performance appraisal and training. Top management support, line manager commitment, and an OCTAPACE culture of openness, trust and collaboration are key enabling factors for HRD.
This document discusses the importance of quality and functional physics education for national transformation in Nigeria. It argues that physics education plays a key role in technological advancement and economic development, and is thus crucial for any nation seeking to progress. The document outlines several challenges facing the Nigerian education system, including inadequate funding, poor facilities, and lack of qualified teachers. It emphasizes that governments must commit to implementing educational policies and strengthening collaboration between different levels of government to improve physics education. Providing citizens with knowledge of physics will help root Nigeria's technological culture and lay the foundation for national reconstruction and stability.
Similar to National Human Resource Development (NHRD) (20)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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.
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.
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
2. 2004. NHRD is every effort, such as
education, training, cultural activities and
institutional improvement at national and
societal levels for the purpose of efficient
development and utilization of national
human resources (Cho & McLean).
3. 2004. NHRD goes beyond employment
and preparation for employment issues to
include health, culture, safety, community,
and a host of other considerations that have
not typically been perceived as manpower
planning or human capital investment
(McLean, p. 269).
4. 2004.NHRD in the context of Kenya’s
national HRD is synonymous with education to
eradicate “ignorance, disease, and poverty
therefore NHRD initiatives should address
population, human resource planning and
development, education, manpower training,
employment and labor market policies, poverty
interventions, youth development, health,
shelter, housing and other welfare perspectives
(Lutta-Mukhebi, p. 327).
5. 2004. NHRD is a process or processes
of organized capability and competence
based learning experiences undertaken
within a specified period of time to bring
about individual and organizational growth
and performance improvement, and to
enhance national economic, cultural and
social development (Lynham &
Cunningham, p.319).
6. 2004. NHRD in St. Lucia is a process
whereby the private, public, and other
sectors collectively implement programs
directed at the development of workforce
skills, knowledge, and attitudes that are
driven by national development goals. It
focuses on reforming the education system
and the development of the workforce
(Scotland, p. 359).
7. 2005. NHRD is the development of a
national policy of skills development and is
normally devised by governmental
administration departments. Human
Resource Development initiatives can be
regionally oriented within a nation state or
incorporate partnerships with other
governments (Metcalfe & Rees, p.457).
8. 2005. NHRD is all the activities and
efforts that contribute to the understanding
and development of human expertise, that
improve workplace learning and
performance, and that yield individual,
organizational, and national benefits, within
the context of overall economic, social, and
human development (Cox, Estrada, Lynham,
& Motii, p.445).
9. 2006.NHRD in Brazil as a systematic
development of human skills, capabilities and
knowledge through multilevel learning
processes directed by an organizational,
community and national mission and strategy
for the purpose of performance improvement as
evidenced in the wellbeing and growth of
individuals and the organizations, communities
and national of which they are an integral part
(Hasler, Thompson & Schuler, p. 108).
10. 2006. NHRD is the national effort to
maximize social efficiency for and publicize
human resources. These goals can be
achieved by enhancing social capital, such as
morality and character, and developing core
competencies required for a knowledge-based
economy, leading to individual growth, efficient
utilization of management systems and,
ultimately, competency of the whole nation
(Ahn & McLean, p.263).
11. 2012.NHRD as encompassing education
and training issues, which include: basic
education, industrial training, productivity
and equity in labor forces and workplaces,
creation of comparable labor market data,
lifelong learning and management
development (Ardichvili, Zavyalova and
Minina).