The document discusses human resource management in organizations. It describes human resource management as designing systems to ensure human talent is used efficiently to accomplish organizational goals. Both HR specialists and operating managers have roles in implementing HR processes and systems. The document then covers various HR management functions like strategic planning, staffing, development, compensation, and their role in shaping organizational culture to align with goals. Finally, it discusses the cooperation between HR units and line managers in staffing activities, and how HR technology can provide tools to support these functions.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
Human Resource Management System and PayrollHusen Daudi
This document discusses the benefits of a human resource management system (HRMS) for managing all HR needs and processes in a centralized, digital system. An HRMS can improve productivity, performance management, decision making, information sharing, and access to employee data. It describes key features of an HRMS like employee self-service, recruiting management, reporting, employee development, expense management, payroll management, and leave management. The document promotes an HRMS vendor called Serpent Consulting Services that provides customized solutions on the Odoo/OpenERP platform with global support.
Human resource management (HRM) involves managing an organization's employees in a way that benefits both the organization and its employees. The key aspects of HRM include developing employees' skills and potential, securing employee cooperation to achieve organizational goals, and maintaining a culture where human resources are valued as critical assets. The ultimate goals of HRM are to gain a competitive advantage through a satisfied and effective workforce.
This document discusses performance appraisals, including their definition, purpose, advantages, methods, and potential biases. Performance appraisals are used to evaluate employees, provide feedback, determine training needs, and make decisions about compensation, promotion, and retention. They have advantages like employee development, motivation, and communication. Common methods include critical incident reports, weighted checklists, rating scales, management by objectives, and 360 degree feedback. Potential biases can come from first impressions, halo effects, central tendency ratings, and personal biases of the evaluator.
Human Resource Information System (HRIS) is an electronic system used to store and manage HR-related data. It helps HR managers perform functions more effectively and systematically. The key modules of an HRIS include payroll, recruitment, training and development, benefits administration, and performance management. Successful implementation of an HRIS provides benefits like increased efficiency and accuracy, while challenges may include lack of management support or communication issues.
Human resources refers to the people who work for a company. Human resource management involves managing workers and their relationships to develop their potential and maximize their contribution to the organization. It has both artistic and scientific aspects and aims to create a positive work environment through staffing, training, promotion, job analysis, performance reviews, and compensation. Human resource software helps regulate and oversee employee performance and development.
The document discusses competency models and their uses in human resources. It provides an overview of different approaches to competency models, including organizational, HR systems, team, and individualistic approaches. Organizational approaches focus on competencies across hierarchical levels. HR systems approaches emphasize competencies through training and development. Team approaches examine complementary competencies among team members. Individualistic models include person-job match, strategy-based, strategy development, and intellectual capital models. The document concludes that competency models should specify the behaviors, knowledge, and motivations necessary for critical organizational results but must be based on actual employee and performance data.
The document discusses human resource management in organizations. It describes human resource management as designing systems to ensure human talent is used efficiently to accomplish organizational goals. Both HR specialists and operating managers have roles in implementing HR processes and systems. The document then covers various HR management functions like strategic planning, staffing, development, compensation, and their role in shaping organizational culture to align with goals. Finally, it discusses the cooperation between HR units and line managers in staffing activities, and how HR technology can provide tools to support these functions.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
Human Resource Management System and PayrollHusen Daudi
This document discusses the benefits of a human resource management system (HRMS) for managing all HR needs and processes in a centralized, digital system. An HRMS can improve productivity, performance management, decision making, information sharing, and access to employee data. It describes key features of an HRMS like employee self-service, recruiting management, reporting, employee development, expense management, payroll management, and leave management. The document promotes an HRMS vendor called Serpent Consulting Services that provides customized solutions on the Odoo/OpenERP platform with global support.
Human resource management (HRM) involves managing an organization's employees in a way that benefits both the organization and its employees. The key aspects of HRM include developing employees' skills and potential, securing employee cooperation to achieve organizational goals, and maintaining a culture where human resources are valued as critical assets. The ultimate goals of HRM are to gain a competitive advantage through a satisfied and effective workforce.
This document discusses performance appraisals, including their definition, purpose, advantages, methods, and potential biases. Performance appraisals are used to evaluate employees, provide feedback, determine training needs, and make decisions about compensation, promotion, and retention. They have advantages like employee development, motivation, and communication. Common methods include critical incident reports, weighted checklists, rating scales, management by objectives, and 360 degree feedback. Potential biases can come from first impressions, halo effects, central tendency ratings, and personal biases of the evaluator.
Human Resource Information System (HRIS) is an electronic system used to store and manage HR-related data. It helps HR managers perform functions more effectively and systematically. The key modules of an HRIS include payroll, recruitment, training and development, benefits administration, and performance management. Successful implementation of an HRIS provides benefits like increased efficiency and accuracy, while challenges may include lack of management support or communication issues.
Human resources refers to the people who work for a company. Human resource management involves managing workers and their relationships to develop their potential and maximize their contribution to the organization. It has both artistic and scientific aspects and aims to create a positive work environment through staffing, training, promotion, job analysis, performance reviews, and compensation. Human resource software helps regulate and oversee employee performance and development.
The document discusses competency models and their uses in human resources. It provides an overview of different approaches to competency models, including organizational, HR systems, team, and individualistic approaches. Organizational approaches focus on competencies across hierarchical levels. HR systems approaches emphasize competencies through training and development. Team approaches examine complementary competencies among team members. Individualistic models include person-job match, strategy-based, strategy development, and intellectual capital models. The document concludes that competency models should specify the behaviors, knowledge, and motivations necessary for critical organizational results but must be based on actual employee and performance data.
The document discusses different models of human resource management (HRM), including the contextual model, HR role framework, Michigan matching model, and Harvard model. It also examines the role of HR in different countries and contexts. Specifically, it explores the tensions between universal and country-specific approaches to HRM practices. Additionally, it analyzes the tradeoffs between centralized vs decentralized HR structures and the levels of integration with business strategy and devolvement to line managers.
The document discusses the evolving strategic role of human resource management. It explains that strategic HR involves aligning practices and policies to achieve organizational objectives and integrate HR programs within the larger business strategy. It also outlines various roles HR can assume, such as being a knowledge facilitator and relationship builder. Key competencies for HR to act as a true strategic partner are discussed as well.
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
This document discusses HRD systems, processes, outcomes, and organizational effectiveness. It outlines five major HRD systems - career, work, development, self-renewal, and culture systems. Each system has its own subsystems. HRD processes center around the individual, role, teams, and organization. Key HRD outcomes include increased competence, commitment, collaboration and change readiness. Organizational effectiveness is defined as how well an organization achieves its intended outcomes and is important for non-profits in particular. Effectiveness is measured by productivity, costs, profits, growth, and image.
Effective communication is essential for business success. Managers rely on communication to plan projects, organize work, and monitor progress. Communication allows managers to share necessary information with team members and ensure everyone understands their roles. It also promotes motivation and confidence as employees are informed and their attitudes are positively shaped. For an organization to be effective, proper communication methods must be established and barriers to communication addressed. Communication is vital to business functions like planning, organizing, leading, and controlling.
A talent management system incorporates all important aspects of building, managing, and equipping the workforce to achieve strategic goals, including selection, onboarding, performance management, engagement, development, career advancement, and succession planning. The first step is understanding core competencies required for each job based on business needs. These competencies then guide talent acquisition and development. Leaders must ensure new hires are a good fit and acclimate properly during onboarding. Performance evaluations and training help develop and leverage employees' strengths to maximize their potential. Finally, career planning and succession processes align talent with future opportunities to close leadership gaps. An integrated talent management system empowers high performance by weaving core competencies throughout human resource processes.
WSI's Training and Development PresentationTanita Odom
WSI partners with HR leaders to integrate training and development plans that maximize long-term organizational performance. WSI conducts analysis using tools like environmental scans, gap analyses, and assessments of office technology usage to develop quantitative and qualitative reports. These reports are used to create training programs that increase employee engagement and organizational understanding through activities like team building and developing cultural intelligence. The goal is to understand skills needed to boost production and professionalism, and align training investments with these skills so learning can be effectively transferred. WSI takes a talent management approach using internal resources and balancing new hires to ensure long-term sustainability.
This chapter introduces human resource management and its role in organizations. It discusses how HR helps companies achieve their strategic goals by engaging employees and influencing their behaviors. The chapter outlines the responsibilities of line managers, who directly supervise employees, and staff (HR) managers, who advise line managers. It also describes metrics and measurements that are important for evaluating HR's contribution to organizational performance.
1) Needs assessments are systematic processes that identify problems or opportunities through building relationships among stakeholders. They clarify issues, set targets, and provide data for decision-making.
2) Current trends influencing needs assessments include the need for effective performance management, justification of training and development, and advancing technology.
3) Advanced technology provides opportunities to obtain, manage, and analyze large amounts of data to identify needs in a timely manner.
Approaches to strategic hrm high-involvement management - strategic human r...manumelwin
This approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Impact of Fairness of Performance Appraisal System on Employee MotivationRajat Mittal
This presentation is about the impact of perceived fairness on the motivation of employees. There are two variables that I took to prove the hypothesis via a survey that grabbed data from about 100 respondents.
The document is a resume for Erin Foster, who is seeking a position utilizing her proven skills in process development, team leadership, and human resources experience. She has over 11 years of experience in human resources roles at Con-way Freight, currently serving as Human Resources Specialist Lead. Her experience includes managing leave of absence and compliance teams, handling employee relations issues, and using data to foster continuous improvement. She demonstrates skills in problem solving, managing high-paced workloads, and process improvement.
This document discusses factors that influence employee behavior. It identifies internal factors like motivation, attitude, and knowledge, skills, and abilities (KSA's) that are within the employee. External factors like supervisors, coworkers, and the organization also shape employee behavior. A model is presented showing how supervisor leadership, organizational rewards, motivation, coworker norms, and KSAs interact to determine employee behavior and personal and organizational outcomes. Motivation theories and the relationship between attitudes, intentions, and behavior are also examined. The success of training programs depends on employee motivation to learn and apply new skills.
This document discusses HRD audits and their purpose. An HRD audit is a comprehensive evaluation of an organization's human resource structures, strategies, systems, styles, skills, competencies, and culture. It assesses how appropriate these are for achieving short-term and long-term organizational goals. An HRD audit also evaluates HR costs, activities, legal compliance, quality, and compensation/benefits. The goals of an HRD audit include improving HRD practices, addressing low productivity, and making an organization more attractive to potential employees. It is a cost-effective way to gain insights and make changes to management styles, roles, recruitment, training, and accountability systems. Interviews, questionnaires, observation, record analysis,
The document discusses human resource development (HRD) as a profession in India. It defines HRD as building competency, commitment, and a learning culture in organizations to achieve business excellence. HRD functions are carried out through five major systems: career, work, development, self-renewal, and culture systems. Each system has its own sub-systems to attract, retain, utilize, develop, renew, and build culture among employees. HRD is a process-oriented function that focuses on individuals, roles, teams, and the organization to effectively implement the HRD systems and bring about the desired behaviors and outcomes through various processes.
The document discusses human resource management practices. It describes how HR involves attracting, developing, and maintaining a quality workforce through practices like recruitment and selection, orientation and training, performance management, and retention and career development. It also outlines the legal context of HR, including laws around discrimination, equal opportunity, and labor relations.
This document discusses high performance management and the implementation of internally consistent HR practices aligned with business strategy. It describes two approaches to HR management: the "hard" control approach focused on cost reduction, and the "soft" commitment maximization approach based on trusting employees' self-direction. Successful high performance management involves practices that develop skills, motivate discretionary effort, and enable performance, as well as aligning HR practices with business needs and each other. The document provides tools to diagnose this alignment and presents an example of a dairy company that improved performance through new HR practices emphasizing job security, flexible hours, teamwork and skills development.
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.
The document discusses several key aspects of human resource management including:
1. The functions of HRM including recruiting, training, and retaining employees.
2. The legal environment surrounding HRM and how employment laws differ globally.
3. The employee planning process including assessing needs, developing programs, and inventorying human resources.
4. Selection methods such as interviews, tests, and ensuring validity and reliability.
5. Performance management, compensation, benefits, and addressing issues like diversity, harassment, and unions.
The document discusses different models of human resource management (HRM), including the contextual model, HR role framework, Michigan matching model, and Harvard model. It also examines the role of HR in different countries and contexts. Specifically, it explores the tensions between universal and country-specific approaches to HRM practices. Additionally, it analyzes the tradeoffs between centralized vs decentralized HR structures and the levels of integration with business strategy and devolvement to line managers.
The document discusses the evolving strategic role of human resource management. It explains that strategic HR involves aligning practices and policies to achieve organizational objectives and integrate HR programs within the larger business strategy. It also outlines various roles HR can assume, such as being a knowledge facilitator and relationship builder. Key competencies for HR to act as a true strategic partner are discussed as well.
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
This document discusses HRD systems, processes, outcomes, and organizational effectiveness. It outlines five major HRD systems - career, work, development, self-renewal, and culture systems. Each system has its own subsystems. HRD processes center around the individual, role, teams, and organization. Key HRD outcomes include increased competence, commitment, collaboration and change readiness. Organizational effectiveness is defined as how well an organization achieves its intended outcomes and is important for non-profits in particular. Effectiveness is measured by productivity, costs, profits, growth, and image.
Effective communication is essential for business success. Managers rely on communication to plan projects, organize work, and monitor progress. Communication allows managers to share necessary information with team members and ensure everyone understands their roles. It also promotes motivation and confidence as employees are informed and their attitudes are positively shaped. For an organization to be effective, proper communication methods must be established and barriers to communication addressed. Communication is vital to business functions like planning, organizing, leading, and controlling.
A talent management system incorporates all important aspects of building, managing, and equipping the workforce to achieve strategic goals, including selection, onboarding, performance management, engagement, development, career advancement, and succession planning. The first step is understanding core competencies required for each job based on business needs. These competencies then guide talent acquisition and development. Leaders must ensure new hires are a good fit and acclimate properly during onboarding. Performance evaluations and training help develop and leverage employees' strengths to maximize their potential. Finally, career planning and succession processes align talent with future opportunities to close leadership gaps. An integrated talent management system empowers high performance by weaving core competencies throughout human resource processes.
WSI's Training and Development PresentationTanita Odom
WSI partners with HR leaders to integrate training and development plans that maximize long-term organizational performance. WSI conducts analysis using tools like environmental scans, gap analyses, and assessments of office technology usage to develop quantitative and qualitative reports. These reports are used to create training programs that increase employee engagement and organizational understanding through activities like team building and developing cultural intelligence. The goal is to understand skills needed to boost production and professionalism, and align training investments with these skills so learning can be effectively transferred. WSI takes a talent management approach using internal resources and balancing new hires to ensure long-term sustainability.
This chapter introduces human resource management and its role in organizations. It discusses how HR helps companies achieve their strategic goals by engaging employees and influencing their behaviors. The chapter outlines the responsibilities of line managers, who directly supervise employees, and staff (HR) managers, who advise line managers. It also describes metrics and measurements that are important for evaluating HR's contribution to organizational performance.
1) Needs assessments are systematic processes that identify problems or opportunities through building relationships among stakeholders. They clarify issues, set targets, and provide data for decision-making.
2) Current trends influencing needs assessments include the need for effective performance management, justification of training and development, and advancing technology.
3) Advanced technology provides opportunities to obtain, manage, and analyze large amounts of data to identify needs in a timely manner.
Approaches to strategic hrm high-involvement management - strategic human r...manumelwin
This approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
Impact of Fairness of Performance Appraisal System on Employee MotivationRajat Mittal
This presentation is about the impact of perceived fairness on the motivation of employees. There are two variables that I took to prove the hypothesis via a survey that grabbed data from about 100 respondents.
The document is a resume for Erin Foster, who is seeking a position utilizing her proven skills in process development, team leadership, and human resources experience. She has over 11 years of experience in human resources roles at Con-way Freight, currently serving as Human Resources Specialist Lead. Her experience includes managing leave of absence and compliance teams, handling employee relations issues, and using data to foster continuous improvement. She demonstrates skills in problem solving, managing high-paced workloads, and process improvement.
This document discusses factors that influence employee behavior. It identifies internal factors like motivation, attitude, and knowledge, skills, and abilities (KSA's) that are within the employee. External factors like supervisors, coworkers, and the organization also shape employee behavior. A model is presented showing how supervisor leadership, organizational rewards, motivation, coworker norms, and KSAs interact to determine employee behavior and personal and organizational outcomes. Motivation theories and the relationship between attitudes, intentions, and behavior are also examined. The success of training programs depends on employee motivation to learn and apply new skills.
This document discusses HRD audits and their purpose. An HRD audit is a comprehensive evaluation of an organization's human resource structures, strategies, systems, styles, skills, competencies, and culture. It assesses how appropriate these are for achieving short-term and long-term organizational goals. An HRD audit also evaluates HR costs, activities, legal compliance, quality, and compensation/benefits. The goals of an HRD audit include improving HRD practices, addressing low productivity, and making an organization more attractive to potential employees. It is a cost-effective way to gain insights and make changes to management styles, roles, recruitment, training, and accountability systems. Interviews, questionnaires, observation, record analysis,
The document discusses human resource development (HRD) as a profession in India. It defines HRD as building competency, commitment, and a learning culture in organizations to achieve business excellence. HRD functions are carried out through five major systems: career, work, development, self-renewal, and culture systems. Each system has its own sub-systems to attract, retain, utilize, develop, renew, and build culture among employees. HRD is a process-oriented function that focuses on individuals, roles, teams, and the organization to effectively implement the HRD systems and bring about the desired behaviors and outcomes through various processes.
The document discusses human resource management practices. It describes how HR involves attracting, developing, and maintaining a quality workforce through practices like recruitment and selection, orientation and training, performance management, and retention and career development. It also outlines the legal context of HR, including laws around discrimination, equal opportunity, and labor relations.
This document discusses high performance management and the implementation of internally consistent HR practices aligned with business strategy. It describes two approaches to HR management: the "hard" control approach focused on cost reduction, and the "soft" commitment maximization approach based on trusting employees' self-direction. Successful high performance management involves practices that develop skills, motivate discretionary effort, and enable performance, as well as aligning HR practices with business needs and each other. The document provides tools to diagnose this alignment and presents an example of a dairy company that improved performance through new HR practices emphasizing job security, flexible hours, teamwork and skills development.
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.
The document discusses several key aspects of human resource management including:
1. The functions of HRM including recruiting, training, and retaining employees.
2. The legal environment surrounding HRM and how employment laws differ globally.
3. The employee planning process including assessing needs, developing programs, and inventorying human resources.
4. Selection methods such as interviews, tests, and ensuring validity and reliability.
5. Performance management, compensation, benefits, and addressing issues like diversity, harassment, and unions.
Organisational Psychology. By Theresa Lowry-Lehnen. Lecturer of PsychologyTheresa Lowry-Lehnen
Theresa Lowry-Lehnen has extensive qualifications in nursing, counseling, psychotherapy, clinical science, education, and health psychology. She is currently a PhD student in health psychology. The document provides an overview of the field of industrial and organizational psychology, which involves improving employee and organizational performance through research on behaviors, attitudes, hiring and training programs, feedback, and management systems. It describes the differences between occupational and organizational psychologists and their roles in personnel selection, training, performance evaluation, and addressing challenges in organizations.
This document defines key terms used in human resource management. It discusses definitions of human resource management, human resource development, and performance management. It also provides concise definitions of over 50 additional human resource terms, concepts, and processes. Some of the terms defined include recruitment, compensation, training, performance evaluation, leadership development, and organizational culture.
The document outlines the key aspects of human resources management including:
1) It describes human resources management as dealing with "people activities" within an organization including processes like staffing, training, performance reviews, and compensation.
2) It explains the process-systems view of seeing HRM as a network of interrelated processes that involve all members of an organization.
3) It provides details on the structure and responsibilities of the human resources department in both small and large companies.
Human Resource Management is the process of acquiring,training,appraising,and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
The document discusses Human Resource Information Systems (HRIS). It defines HRIS as a system used to acquire, store, manipulate, analyze, retrieve and distribute relevant human resources information within an organization. HRIS is designed for the operative management of an organization and includes individuals, forms, policies, procedures, data and information. The document outlines the main objectives and subsystems of HRIS, including procurement, HR planning, personnel administration, training and development, maintenance, appraisal, payroll, industrial relations, job analysis and design, and projects/assignments. It also discusses data collection/management functions, planning/organizing information flow, implementation, feedback, and how HRIS supports HR planning/analysis, equal employment opportunities, staffing
This document discusses talent management strategies used at Amazon. It begins with a definition of talent management as a comprehensive technique that contributes to competitive advantage by focusing on many business aspects through human resource management.
It then explains that to implement a talent management strategy at Amazon, workflows need to be redesigned, new software systems employed to guide workflows, training on systems and workflows, and metrics to monitor progress.
Specific talent management approaches discussed include employee resourcing to develop skills and encourage performance; workforce planning to efficiently grow the workforce through planning; and leadership development to target long-term programs and excellence through senior management strategies.
This document provides an overview of key topics in human resource management including definitions, objectives, and processes. It discusses the importance of HRM in hiring the right employees and retaining talent. The recruitment process and different staffing strategies are described. Selection methods like interviews and testing are covered. Training and development objectives and evaluating effectiveness are summarized. Challenges for HR like leadership development and maintaining corporate culture are also reviewed.
Summary of Findings - Performance Support - Columbia University - Sep 2016Keren Katz
This document summarizes the findings of a survey conducted by three Columbia University students regarding performance support and on-the-job learning in organizations. The survey received responses from 83 individuals across various industries and company sizes. Key findings included that respondents felt learning opportunities were encouraged but not always accessible, that recognition for work was lacking, and that management strategies for learning were inconsistent. The document presents analysis of respondent answers and develops a matrix to evaluate organizational capabilities in supporting employee learning and performance.
The document discusses leveraging technology for HR effectiveness through smarter workforce solutions. It outlines challenges faced by employees in finding suitable jobs and developing their skills, and challenges faced by employers in filling positions, creating optimal work environments, and getting the best from employees. The document then presents various solutions powered by behavioral science, social/mobile technologies, and big data analytics to help with talent acquisition, leadership engagement, talent optimization, recognition and rewards, and predictive talent analytics. These solutions aim to attract and retain top talent, align skills with business needs, improve performance and innovation, and enable data-driven decision making.
Organizing the personnel in a hospitalNayyar Kazmi
The document discusses establishing a strong human resource development (HRD) system in a hospital. It emphasizes that HRD is a strategic management area that focuses on an organization's employees, who represent the most valuable resource. An effective HRD system improves employee performance and productivity, helps the organization achieve its goals, and increases job satisfaction. The document provides questions to assess a hospital's current HRD system and makes recommendations for creating an HRM section, maintaining employee records, analyzing HRM data to identify training needs, and developing an HRM strategy.
This document discusses human resource management and related concepts. It begins by defining HRM and its focus on integrating people strategies with corporate strategies. It then discusses the evolution of HRM from a narrow personnel management role to a broader strategic function. Key aspects of HRM covered include staffing, training, compensation, integration and maintenance. The document also examines factors like globalization, technology, and strategic HRM that are changing the environment in which HRM operates.
The document discusses human resource planning from an organizational perspective. It states that people are a company's only competitive advantage and that leading companies unleash human potential through vision, capability assessments, manpower planning aligned with business planning, quality hiring and retention practices, and manpower control. The rest of the document provides details on the concepts, processes, techniques, importance and limitations of human resource planning.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
What is human resource management, Nature, Scope, Objectives and Ethical issu...Sakthi Srinivasan
This document discusses human resource management, including its nature, scope, objectives, and ethical issues. It defines HRM as the process of acquiring, training, evaluating, and compensating employees while also addressing labor relations, health, safety, and fairness concerns. The key functions of HRM are planning, organizing, staffing, directing, and controlling human resources. The objectives of HRM are to help the organization reach its goals, efficiently employ workforce skills, motivate employees, increase job satisfaction, develop quality of work life, and communicate HR policies. Ethical issues in HRM include employment practices, compensation plans, discrimination, performance appraisal, and employee privacy.
How have hris helped companies to integrate careerSaumitra Gupta
HRIS systems help companies integrate career planning and succession planning by tracking employee data like performance, training, positions held, and succession plans. This allows companies to identify internal candidates for succession and offers career development opportunities to motivate employees. The integration increases employee retention and satisfaction by showing commitment to their careers, while also ensuring the company has successors prepared to fill key roles.
Human Resource Management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
The comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce - human resources – in ways at contribute to organizational effectiveness.
Knowledge management is the process of creating, sharing, using and managing knowledge and information within an organization. It aims to help organizations achieve their objectives by making the best use of knowledge. The business world is changing rapidly due to factors like new technology, increased regulation, and the impact of mental illness in the workplace. This is having a huge effect on the HR profession. Virtual organizations require employees who can work independently and communicate effectively, as work is done remotely without long-term stability. HR plays a key role in selecting qualified candidates for virtual teams and providing training to ensure their success.
The document proposes a code of conduct for an organization consisting of four parts: values and commitments, code of ethics, business policies, and corporate social responsibility. The business policies section includes fair market practices, insider trading, accounting integrity, external communication, personal conduct, work ethics, health-safety-environment, and quality. Penalties for violating the code include written warnings, fines, transfers, suspensions, and termination. The conclusion states that implementing the code should create positive motivation rather than punitive control, with penalties only applying when necessary.
The document discusses the roles and responsibilities of a mentor. It explains that a mentor guides and advises a mentee to help develop their career. There are two main types of mentoring functions: career functions like coaching and exposure that help with career advancement, and psychosocial functions like role modeling and counseling that help a mentee develop competence and identity. The mentor should offer advice to help the mentee develop without making decisions for them or micromanaging. They should also be aware of potential issues in the relationship like overdependence or exploitation.
Health insurance covers medical expenses when a person incurs them. It works in two ways - the insured pays costs upfront and is reimbursed, or the insurer pays providers directly. The insured is the policy owner, and providers include doctors, hospitals, and pharmacies. Health insurance grew in India due to economic liberalization and awareness. It protects against high, unexpected costs and makes quality treatment affordable. Having health insurance keeps savings intact, encourages preventive care, and assures coverage for the family. It is essential as health costs rise and lifespans increase. The Indian health insurance market is growing rapidly but potential remains in semi-urban areas due to low coverage currently. Issues for insurers include a high claim ratio and
Job analysis is the process of identifying and determining the tasks, duties, skills, and responsibilities of a job. It involves creating job descriptions, which outline the duties of a role, and job specifications, which define the qualifications needed. The purpose of job analysis is to establish job-related procedures for selection, compensation, training, and performance evaluation. It helps organizations hire the right employees for the right jobs and understand the key requirements of different roles.
Virtual organizations are changing how HR operates due to factors like rapid technological changes, globalization, and talent shortages. HR trends in virtual organizations include short-term jobs requiring employees who are self-guided, knowledgeable about procedures, effective communicators, and adaptable. Selecting the right employees is crucial, as they must be able to work effectively in a virtual setting. Successful virtual teams can increase productivity if HR ensures members and leaders are properly selected and trained to work together remotely.
Knowledge is defined as facts or information gained through experience or association. Knowledge management is defined as the process of creating, sharing, using, and managing the knowledge and information of an organization to help achieve its objectives by leveraging knowledge in a multidisciplinary way.
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.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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. Personnel assessment is a systematic
approach to gathering information about
individuals.
This information is used to make
employment or career related decisions
about employees.
3. Any test or Procedure used to measure
an individual’s employment or career
related qualifications and interests can
be considered a personnel assessment
tools.
It includes traditional knowledge and
ability tests, subjective procedures and
projective instruments etc.
4. Selection - Organizations want to be
able to identify and hire best people for
the job & the organization in a fair and
efficient manner.
Placement - Organization also want to
be able to assign people to the
appropriate job level.
Training & Development - Tests are
used to find out whether employees
have mastered training materials.
5. Promotion - Organizations may use tests to
identify employees who possess higher level
capabilities.
Career exploration and guidance - Tests
are sometimes used to help people make
educational and vocational choices.
Program evaluation - Tests may provide
information that the organization can use to
determine whether employees are benefiting
from training and development programs.
6. People in organization interact with each
other during work formally or informally.
During course of interaction, relationship
develop, which is invisible connecting
links, colored by emotions of love, hate,
respect, fear and so on.
Relationships influence behaviors at work
i.e. expectations of each other, perception
of intension are to some extent outcome of
these relationship
7. Reduction in absenteeism
Improve moral and motivation
Harmony in organization
Reduce cost of Training & Less cost of
retention
Attract good talent
Responsible for increase in productivity
Shared learning & continuous improvement
8. A MIS provides information which is needed
to manage organizations efficiently and
effectively manner.
MIS refers broadly to a computer based
system that provides managers with the tools
for organizing , evaluating and efficiently
running their organization.
9. MIS is a collection of men, tools,
procedures and software to perform
various business tasks at various levels
in the organizations
10. HRIS refers to the systems and
processes at the intersections between
human resource management and
information technology.
Features of HRIS :-
In any organization managers will have
varieties of task to manage. MIS is mainly
designed to take care of the needs of the
managers in the organizations.
11. MIS is a system broken down in sub
system; each sub system may be
programmed. This results in easy access
of data, accuracy of data and information.
It helps in maintaining the consistency of
data.
HRIS helps in integrating the information
generated by various departments of the
organizations.
12. Large amount of data and
information to be processed.
Project based work environment.
Employee empowerment.
Increase of knowledge of workers &
associated information.
Learning organization.
15. Lack of management commitment
No or poorly done needs analysis
Failure to involve/ consult significant
groups
Lack of communications
Bad timing