HRM covers all major activities in an employee's working life, from hiring to departure. It aims to facilitate skills retention, teamwork, and making employees feel valued. The functions of HRM include strategic planning, staffing, development, compensation, motivation, maintenance, and addressing emerging issues. HRM seeks to recognize people as an organization's core strength and promote organizational effectiveness through management systems and practices.
This document provides an overview of human resource management (HRM). It defines HRM and its objectives, which include helping the organization reach its goals and ensuring effective utilization of human resources. The key challenges of HRM mentioned are change management, leadership development, and staff recruitment and retention. The basic functions of HRM are identified as manpower planning, recruitment, selection, training and development, performance appraisal, and others. Each of these functions is then briefly described in one or two paragraphs, covering topics like the recruitment and selection process, different training methods, and the purpose and process of performance appraisal.
This document discusses human resources management (HRM) in organizations. It covers several key points:
1) HRM involves acquiring the right people for an organization, developing their skills, and motivating them to contribute to the organization's goals.
2) Operative HRM functions include employment (recruiting, selecting, placing staff), development (training, career planning), compensation, and employee relations.
3) The objectives of HRM are to create a skilled and motivated workforce to achieve organizational goals, establish sound employee relations, and satisfy both individual employee and societal needs.
This document defines human resource management and outlines its objectives and scope. It provides definitions of HRM from several experts, emphasizing that HRM involves planning, organizing, and managing all aspects of human resources to help organizations and individuals accomplish their goals. The objectives of HRM are described as acting as a liaison between management and employees, enhancing employee work life and skills through training, and creating motivational benefit schemes. Finally, the scope of HRM is outlined as including manpower planning, recruitment, compensation, welfare programs, and industrial relations.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
This document provides an overview of human resource management (HRM). It defines HRM and its objectives, which include helping the organization reach its goals and ensuring effective utilization of human resources. The key challenges of HRM mentioned are change management, leadership development, and staff recruitment and retention. The basic functions of HRM are identified as manpower planning, recruitment, selection, training and development, performance appraisal, and others. Each of these functions is then briefly described in one or two paragraphs, covering topics like the recruitment and selection process, different training methods, and the purpose and process of performance appraisal.
This document discusses human resources management (HRM) in organizations. It covers several key points:
1) HRM involves acquiring the right people for an organization, developing their skills, and motivating them to contribute to the organization's goals.
2) Operative HRM functions include employment (recruiting, selecting, placing staff), development (training, career planning), compensation, and employee relations.
3) The objectives of HRM are to create a skilled and motivated workforce to achieve organizational goals, establish sound employee relations, and satisfy both individual employee and societal needs.
This document defines human resource management and outlines its objectives and scope. It provides definitions of HRM from several experts, emphasizing that HRM involves planning, organizing, and managing all aspects of human resources to help organizations and individuals accomplish their goals. The objectives of HRM are described as acting as a liaison between management and employees, enhancing employee work life and skills through training, and creating motivational benefit schemes. Finally, the scope of HRM is outlined as including manpower planning, recruitment, compensation, welfare programs, and industrial relations.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
HRM involves managing people within an organization from recruitment to retirement. It aims to select the right people for the right jobs and integrate them to help achieve individual and organizational objectives. The core functions of HRM include planning human resources needs, recruiting and selecting employees, training and developing staff, managing compensation and benefits, maintaining workplace safety and employee relations, and ultimately separating employees when they leave the organization. HRM is a strategic approach to managing people and is important for organizational effectiveness and performance.
Unit 1 perspectives in human resource managementGanesha Pandian
This document provides an overview of human resource management (HRM). It discusses the evolution of HRM, including key contributors like Elton Mayo. It defines HRM and covers its objectives, functions, policies, and challenges. These include equal employment opportunity laws, affirmative action, and the role of HR managers in strategic partnering. The document also discusses computer applications in HRM like human resource information systems. Finally, it briefly introduces human resource accounting and auditing.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This document provides an overview of human resource management (HRM), including its introduction, importance, functions, and objectives. It discusses HRM as planning, organizing, and coordinating human resources to achieve organizational goals. The importance of HRM is outlined as maintaining a balance between jobs and job seekers, maximizing resource utilization, and helping employees make decisions that align with organizational interests. Key functions of HRM include managerial functions like planning and controlling, as well as operative functions such as recruitment, selection, training, and compensation administration. The objectives of HRM are to help organizations achieve their goals through effective human resource utilization and development.
This document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. The key points are:
1. Human resource planning is the process of determining current and future human resource needs to carry out an organization's strategic plan. It aims to ensure the right number and type of people are available at the right time.
2. The objectives of HRP include optimizing existing human resources, forecasting future needs, controlling availability, and assessing surpluses and shortages.
3. The HRP process involves forecasting HR needs and supply, programming HR actions, implementing the plan, and controlling and evaluating the results.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
The document discusses the evolution of human resource management (HRM) through 8 stages:
1) In the pre-industrial era, the Industrial Revolution led to the development of the factory system and a need for worker supervision but no formal HRM.
2) The emergence of modern corporations in the late 19th century resulted in the separation of employment from business ownership, requiring the modern practice of HRM.
3) In the early 20th century, scientific management theories and industrial psychology emerged to study worker productivity, leading to the establishment of personnel departments.
4) World War I further increased the need for systematic HRM practices to manage labor shortages and turnover. This marked the emergence of H
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
1. Human resource management involves planning, organizing, and managing an organization's human resources in a way that benefits both employees and the business.
2. The key functions of HRM include recruitment and hiring, training and development, compensation and benefits, employee relations, and performance management.
3. HRM aims to maximize employee performance and satisfaction to help achieve organizational goals and strategies.
To study and understand the level of satisfaction of employees working in VJ Industries and the various factors that influences the performance of an employee. This project was undertaken in order to completion of my UG
The document discusses human resource management (HRM). It defines HRM as the process of managing people in an organization, including acquiring, developing, utilizing, and maintaining personnel. The key components of HRM include human resource planning, recruitment and selection, performance management, training and development, employee relations, and management information systems. Challenges to HRM include globalization, technological advances, cultural differences, changing workforce needs and expectations, and lifestyle changes.
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.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance and strategic role in organizations. The document outlines key milestones in the development of HRM and describes the main components of the HRM process. It also discusses how organizations can build human capital through training, talent management, and performance evaluation. The conclusion emphasizes that HRM involves acquiring and developing employees to support organizational goals.
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
HUMAN RESOURCE DEVELOPMENT MEANING, IMPORTANCE AND MECHANISMDinesh Kaundal
The document discusses key aspects of human resource development (HRD) including definitions, objectives, mechanisms, and importance. It defines HRD as a continuous planned effort to help employees acquire, sharpen, and use capabilities required for their roles. The goals of HRD are to develop individual capabilities and skills, strengthen relationships between employees and supervisors, and foster an organizational culture of collaboration. HRD mechanisms discussed include performance appraisal, reward management, career planning, management development, training, and employee welfare. The benefits of HRD are said to include improved employee commitment, productivity, and organizational effectiveness.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
This document provides an introduction to human resource management (HRM). It defines HRM and discusses its key characteristics, including that it deals comprehensively with people at all levels of an organization. The document outlines the significance of HRM for enterprises, professionals, society, and nationally by helping organizations attract and develop talent, increase productivity and economic growth. Finally, it distinguishes HRM from traditional personnel management, noting HRM is more modern, flexible, long-term focused and treats people as an asset rather than cost.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
The author conducted a questionnaire to gather feedback on their magazine front cover and article from their target audience. The results showed that while most respondents found the front cover eye-catching and themed appropriately, some female respondents felt the color scheme was too masculine. Respondents also provided positive feedback on the clear text and incorporation of themes in the images. The article received positive feedback on the font and images capturing a club atmosphere, but some noted issues with spacing and sizing of images. Overall, the feedback highlighted strengths but also areas for improvement in gender inclusion and layout.
HRM involves managing people within an organization from recruitment to retirement. It aims to select the right people for the right jobs and integrate them to help achieve individual and organizational objectives. The core functions of HRM include planning human resources needs, recruiting and selecting employees, training and developing staff, managing compensation and benefits, maintaining workplace safety and employee relations, and ultimately separating employees when they leave the organization. HRM is a strategic approach to managing people and is important for organizational effectiveness and performance.
Unit 1 perspectives in human resource managementGanesha Pandian
This document provides an overview of human resource management (HRM). It discusses the evolution of HRM, including key contributors like Elton Mayo. It defines HRM and covers its objectives, functions, policies, and challenges. These include equal employment opportunity laws, affirmative action, and the role of HR managers in strategic partnering. The document also discusses computer applications in HRM like human resource information systems. Finally, it briefly introduces human resource accounting and auditing.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This document provides an overview of human resource management (HRM), including its introduction, importance, functions, and objectives. It discusses HRM as planning, organizing, and coordinating human resources to achieve organizational goals. The importance of HRM is outlined as maintaining a balance between jobs and job seekers, maximizing resource utilization, and helping employees make decisions that align with organizational interests. Key functions of HRM include managerial functions like planning and controlling, as well as operative functions such as recruitment, selection, training, and compensation administration. The objectives of HRM are to help organizations achieve their goals through effective human resource utilization and development.
This document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. The key points are:
1. Human resource planning is the process of determining current and future human resource needs to carry out an organization's strategic plan. It aims to ensure the right number and type of people are available at the right time.
2. The objectives of HRP include optimizing existing human resources, forecasting future needs, controlling availability, and assessing surpluses and shortages.
3. The HRP process involves forecasting HR needs and supply, programming HR actions, implementing the plan, and controlling and evaluating the results.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
The document discusses the evolution of human resource management (HRM) through 8 stages:
1) In the pre-industrial era, the Industrial Revolution led to the development of the factory system and a need for worker supervision but no formal HRM.
2) The emergence of modern corporations in the late 19th century resulted in the separation of employment from business ownership, requiring the modern practice of HRM.
3) In the early 20th century, scientific management theories and industrial psychology emerged to study worker productivity, leading to the establishment of personnel departments.
4) World War I further increased the need for systematic HRM practices to manage labor shortages and turnover. This marked the emergence of H
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
1. Human resource management involves planning, organizing, and managing an organization's human resources in a way that benefits both employees and the business.
2. The key functions of HRM include recruitment and hiring, training and development, compensation and benefits, employee relations, and performance management.
3. HRM aims to maximize employee performance and satisfaction to help achieve organizational goals and strategies.
To study and understand the level of satisfaction of employees working in VJ Industries and the various factors that influences the performance of an employee. This project was undertaken in order to completion of my UG
The document discusses human resource management (HRM). It defines HRM as the process of managing people in an organization, including acquiring, developing, utilizing, and maintaining personnel. The key components of HRM include human resource planning, recruitment and selection, performance management, training and development, employee relations, and management information systems. Challenges to HRM include globalization, technological advances, cultural differences, changing workforce needs and expectations, and lifestyle changes.
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.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance and strategic role in organizations. The document outlines key milestones in the development of HRM and describes the main components of the HRM process. It also discusses how organizations can build human capital through training, talent management, and performance evaluation. The conclusion emphasizes that HRM involves acquiring and developing employees to support organizational goals.
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
This document discusses the key functions of human resource management: staffing, human resource development, motivation and evaluation, employee provisions, and industrial relations. It provides details on the processes involved in each function, such as human resource planning, job analysis, recruitment, selection, training, performance management, and health and safety. The functions are interrelated and affect each other. The goal of human resource management is to utilize people effectively to achieve organizational objectives.
HUMAN RESOURCE DEVELOPMENT MEANING, IMPORTANCE AND MECHANISMDinesh Kaundal
The document discusses key aspects of human resource development (HRD) including definitions, objectives, mechanisms, and importance. It defines HRD as a continuous planned effort to help employees acquire, sharpen, and use capabilities required for their roles. The goals of HRD are to develop individual capabilities and skills, strengthen relationships between employees and supervisors, and foster an organizational culture of collaboration. HRD mechanisms discussed include performance appraisal, reward management, career planning, management development, training, and employee welfare. The benefits of HRD are said to include improved employee commitment, productivity, and organizational effectiveness.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
This document provides an introduction to human resource management (HRM). It defines HRM and discusses its key characteristics, including that it deals comprehensively with people at all levels of an organization. The document outlines the significance of HRM for enterprises, professionals, society, and nationally by helping organizations attract and develop talent, increase productivity and economic growth. Finally, it distinguishes HRM from traditional personnel management, noting HRM is more modern, flexible, long-term focused and treats people as an asset rather than cost.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
The author conducted a questionnaire to gather feedback on their magazine front cover and article from their target audience. The results showed that while most respondents found the front cover eye-catching and themed appropriately, some female respondents felt the color scheme was too masculine. Respondents also provided positive feedback on the clear text and incorporation of themes in the images. The article received positive feedback on the font and images capturing a club atmosphere, but some noted issues with spacing and sizing of images. Overall, the feedback highlighted strengths but also areas for improvement in gender inclusion and layout.
Ageas reported net losses in 2008 and 2011 but net profits in 2009 and 2010. In 2012, Ageas launched a 200 million euro share buy-back program using its 1.3 billion net cash position, as it forecasted future growth in shares and dividends.
The document provides a biography of Adam Who, a 21-year-old musician from Birmingham, UK. It details his background growing up, passion for music and martial arts, musical career including releasing a single called "The Abyss", and aspirations to become as famous as Michael Jackson in the dance genre. It also profiles a typical reader of MIXMAG magazine as urban, single, mostly male aged 26 with a high disposable income who enjoys the latest music, fashion and technology. Finally, it outlines some codes and conventions for the magazine's front cover, contents page, and double page spreads including prominent images and text sizes.
The document lists Manuel Sánchez's top 5 bands, providing the names of key band members for each one. The top band is Red Hot Chili Peppers, followed by Blur, Radiohead, System of a Down, and Slipknot in fifth place. Brief information is given about the lead singers and instrumentalists that make up each highly ranked musical group.
This document defines and provides examples of different types of camera shots and techniques used in filmmaking, including close-up shots, long shots, point of view shots, establishing shots, tracking shots, panning shots, and framing. Each shot or technique is used to achieve a specific visual effect or provide context about the scene, characters, or their surroundings. Video examples are provided to illustrate each filmmaking technique.
The document outlines several roles involved in producing a magazine:
- The layout and design manager oversees designers, writers, and photographers. They are responsible for structuring layouts, delegating tasks, and managing problems to meet deadlines.
- The senior photographer manages other photographers' shoots and determines what photos can be used. They must have technical skills and meet deadlines.
- The news/features editor manages writers and photographers. They are responsible for overseeing content, commissioning articles, and editing to ensure high quality reporting.
- The sports editor manages photographers, writers, and contacts to provide detailed sports coverage and analysis. They must have expertise in sports and communication skills.
- The
Spectrum Society at 25: One agency's story of transformationErnie Baatz
Spectrum Society is a non-profit agency that has transformed its services over 25 years from focusing on compliance and risk management to focusing on relationships, personal networks, and self-direction. The agency was influenced by pioneers in the field who emphasized social roles, functional skills, and community integration. Spectrum Society's mission has shifted from allowing people to function independently to supporting people to experience full citizenship. Through various projects, the agency has learned the importance of relationships, natural supports, individualized budgets, authentic leadership roles, and facilitating connections rather than just providing services. The agency continues to explore how to define and focus on quality of life rather than just quality services.
This document defines and provides examples of different types of camera shots and techniques used in filmmaking, including close-up shots, long shots, point of view shots, establishing shots, tracking shots, panning shots, and framing. Each shot or technique is used to achieve a specific visual effect or provide context about the scene, characters, or their surroundings. Video examples are provided to illustrate each filmmaking technique.
This document discusses primary and secondary research methods used in an assignment to discuss and provide examples of different file formats. The author provided both textual explanations and visual examples from their own PowerPoint presentation as primary research, as well as an image from an internet search as secondary research. Both primary and secondary research methods were used to support the information through examples from the author's own work and online sources. The strengths included clear examples, but the information could have been more detailed.
This very short document appears to be comparing two items, Mixmag and my copy, but provides no other context or information about the comparison. It gives a high-level indication that some kind of comparison was being made between those two things, but no meaningful summary can be extracted from such limited information.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
Human resource management is the strategic and coherent approach to the effective and efficient management of people in a company or organization such that they help their business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives
1) Human resource planning is the process of forecasting future human resource needs and
developing plans to meet those needs.
2) Key objectives of HRP include ensuring the right number and types of employees, avoiding
imbalances, and controlling costs.
3) Factors that affect HRP include government policies, economic conditions, technology changes,
and company strategies and policies.
4) The HRP process involves forecasting demand, assessing supply, and developing programs to
match the two, such as recruiting or training initiatives. Forecasting techniques include manager
judgment, ratio trends, and flow models.
This document discusses career development and retention in organizations. Some key points:
1. Companies are emphasizing employee responsibility for career management as organizations restructure and expand. Resources like training, mentoring, and coaching managers support employee careers and development.
2. Retaining employees relies on factors like exciting work, career growth opportunities, supportive management, meaningful work, and fair pay. Companies must balance advancing current employees' careers with attracting new hires.
3. Human resource management involves attracting, developing, and retaining a quality workforce through activities like planning, recruitment, training, performance reviews, and career development programs. Linking HR strategies to organizational mission and goals helps create a competitive advantage through people.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
This document provides an overview of the MBA Human Resource Management course being taught by Mrinalini Arora. The purpose of the HRM course is to develop critical thinking and communication skills important for HRM. The learning outcomes include effective communication, ethical behavior, and relationship building skills. The course will cover topics such as introduction to HRM, manpower planning, developing people, compensation management, recruitment and selection, and emerging HRM trends. It will examine the functions, principles, and importance of HRM, as well as the differences between HRM and personnel management. Current challenges in HRM include hiring the right people, employee engagement, succession planning, managing change, and a diverse workforce.
This document discusses human resource management (HRM). It defines HRM as a management function concerned with hiring, motivating, and maintaining employees in an organization. The key functions of HRM include procuring employees, developing employees, compensating employees, integrating employee and organizational interests, motivating employees, and providing employee welfare. The objectives of HRM are to achieve individual development, effectively utilize human resources, establish good work relations, ensure employee satisfaction, help the organization achieve its goals, and maintain a competent and willing workforce.
Humanresourcemanagement by m.riaz khan 03139533123M Riaz Khan
The document discusses various aspects of human resource management including definitions of HRM, job analysis, recruitment, selection, and interviews. It provides details on the meaning and scope of HRM, the process of job analysis and its outputs, different recruitment sources and strategies, factors affecting selection, and types of interviews conducted during the selection process. The overall document serves as a guide to the basic concepts and processes within the human resource management function.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
Strategic human resource management (SHRM) takes a comprehensive, integrative, and long-term approach to managing an organization's human capital. It focuses on aligning HR strategies and practices with business strategies to maximize customer value and organizational performance. Key aspects of SHRM include establishing vertical and horizontal alignment between HR and business strategies, ensuring consistency between HR sub-functions, and integrating HR decisions with other functional areas. The role of HR is evolving from administrative and operational to more strategic, focusing on change management, strategic partnering, and developing intellectual capital.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and lack of appreciation for what HR can contribute. Effective strategic HR involves linking HR programs and policies clearly to corporate strategy, facilitating organizational change and focusing on customers. While traditional HR takes a transactional approach, strategic HR transforms the organization and initiates change by partnering internally and externally.
This document outlines the key topics covered in a lecture on human resource management, including: defining HRM and its activities; the scope of HRM; the differences between HRM and personnel management; and the objectives and functions of HRM such as meeting organizational, societal, functional, and personal goals through activities like planning, recruitment, training, compensation, and performance evaluation.
This document provides an introduction to the topics that will be discussed in a lecture on human resource management (HRM). It will cover the definition of HRM, the history and functions of HRM, HR policies and procedures, the emerging role of HRM, the role of HR executives, and challenges for HR professionals. It will also discuss strategic HRM.
This document provides an overview of key concepts in human resource management (HRM) including: the nature and scope of HRM; HRM functions such as recruitment, selection, performance appraisal, compensation; and differences between HRM and personnel management. It discusses HRM objectives at the societal, organizational, functional, and personal levels. Finally, it describes the organization of HRM departments in small versus large organizations and options for outsourcing some HRM activities.
This document provides an introduction to human resource management (HRM). It defines HRM as matching an organization's needs to its employees' skills and abilities, and as a function concerned with hiring, motivating, and retaining employees. The document discusses how HRM aims to achieve individual, organizational, functional, and societal objectives through supporting functions like legal compliance, training, and performance management. It also compares HRM to traditional personnel management and outlines some common HRM roles, models, and best practices.
Presentation On Human Resource Managementanshuvaish01
The presentation provides an overview of human resource management (HRM). It discusses what HRM is, its nature and objectives. It outlines the importance and functions of HRM. It also examines the organization of HR departments and how HRM has evolved, covering traditional versus strategic HRM approaches and the skills required of HR professionals. In summary, the presentation defines HRM, explains its key aspects and importance to organizations, and explores how the role and practice of HRM has developed over time.
Introduction to human resource managementShilpa Rajak
human resource management : concept and perspective evolution ans its philosophy, challenges in changing environment and the issues in India.
ALL MBA STUDENTS
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
The document provides an overview of the course contents for the Human Resource Management unit at a university. It discusses the various topics that will be covered in each unit, including introduction to HRM, recruitment and selection, training and development, compensation and benefits, and employee relations. It also defines key HRM terms and describes the strategic importance of HRM and its managerial and operational functions such as planning, organizing, staffing, leading and controlling human resources.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. •HRM is concerned with the people’s dimension in the
organization
•Facilitating the competencies and retention of skilled
force
• Developing management systems that promote
commitment
• Developing practices that foster team work
• Making employees feel valued and rewarded.
3. Scope of HRM
Prospects Nature of
of HRM HRM
Industrial
Relations Employee
HR Hiring
M
Very Vast
Employee Covers all major
Employee
Maintenance &
Executive activities in the working
Remunera
tion
life of a worker
Employee
Motivation -from time an individual
enters into an
organization until he or
she leaves
5. Facilitating the retention of skilled and competent
employees
• Building the competencies by facilitating continuous
learning and development
• Developing practices that foster team work and flexibility
• Making the employees feel that they are valued and
rewarded for their contribution
• Developing management practices that endanger high
commitment
• Facilitating management of work force diversity and
availability of equal opportunities to all.
9. Objectives of HRM
Societal objectives
To be ethically & socially responsible to the needs of the
society while minimizing the negative impact of such
demands upon the organization
Organizational objectives
To recognize the role of HRM in bringing about
organizational effectiveness
Functional objectives
To maintain the department’s contribution at a level
appropriate to the organization’s needs
Personal objectives
To assist employees in achieving their personal goals in a
manner that their personal goals enhance the individual’s
contribution to the organization
10. • People – core strength of an organization
Any resource can be replaced but not HR
• Processes – evolve over a period of time
IT enabled environment facilitates engineering
effortlessly
• Performance – the pillars of performance are people and IT
Organizational performance in terms of value creation
and return on investment
11. Evolution of HRM in India
Welfare (1920s-1930s)
Administration (1930s- 1940s)
Employee relations (1940-
1960s)
Functional expertise (1970s-
1980s)
Business partner / player
(1990s)
12. History of HRM
Industrial revolution-18th -19th Century
Robert Owen – 1800 -1828
Practiced reduced working hours, housing
facilities, education for worker’s etc.
Worked towards British Factory Act, 1819
Charles Babbage: 1828-1839
British Mathematician
Worked on work measurement, cost determination
and incentives
Daniel McCallum
Initiated JD’s merit promotions
13. Growth of trade unions
Scientific Management-F.W. Taylor
Experiment on machinery ,motion study, piece rate
system, standardization of tools, working
conditions
Principles:
Replacement of rule of thumb
Scientific selection & training of wkers
Cooperation b/w labor & mgmt.
Max output
Equal division of responsibility
Industrial Psychology
Human relations approach-Hawthorne
experiments -1932-Elton Mayo
14. From PM to HRM
Commodity concept
Humans were considered as a commodity
Factor of production concept-Mechanistic
Factory system
Ppl employed against fixed wages
Human were other factor of production
People had better wkin conditions than commodity
concept.
15. Paternalistic concept
During trade unions
Maintenance of health and workers.
Appointment of welfare officer
Orgn have protective nature towards employees
Humanistic concept ( social system
approach)
Focused upon responsibility of employers to provide facilities
for social and psychological satisfaction
Human Resource concept
1950’s –behavioral sciences
Motivation, leadership, grp dynamics & teamwork
Value of HR being considered
Efforts to integrate objective with HR
Mgmt practices like-MBO, QC’s etc were used
16. Partnership concept
Modern view
ESOP’s
HRD concept
Learning organization, OD, QWL,
conducive wk place, Potential appraisals
Employees development
Enabling employee capabilities
Work culture and climate
17. Why Study HRM?
Taking a look at people is a rewarding experience
People possess skills, abilities and aptitudes that offer
competitive advantage to any firm
No computer can substitute human brain, no machines can
run without human intervention & no organization can
exist if it cannot serve people’s needs.
HRM is a study about the people in the organization-how they
are hired, trained, compensated, motivated & maintained.
18. Post 70s Features of HRM
The collective bargaining role
The implementer of legislation role
The bureaucratic role
The social conscience of business role.
A growing performance improvement
role
19. Personnel Versus Human Resource
Management
Sometimes means the same things.
HRM can mean a particular philosophy
23. Points of Difference between Personnel
and IR Practices and HRM Practices
Dimension Personnel/IR HRM
Beliefs and assumptions
1. Contract Careful delineation of written Aim to go 'beyond contract'
contracts
2. Rules Importance of devising clear 'Can-do' outlook; impatience with
rules/mutuality 'rule'
3. Guide to management Procedures 'Business need'
action
4. Behaviour referent Norms/custom and practice Values/mission
Managerial task Monitoring Nurturing
vis a vis labour
6. Nature of relations Pluralist Unitarist
7. Conflict Institutionalised De-emphasised
24. Strategic
Personnel /IR HRM
8. Key relations Labour management Customer
9. Initiatives Piecemeal Integrated
10.Corporate plan Marginal to Central to
11. Speed of decision Slow Fast
25. Line management
Personnel / IR HRM
12. Management role Transactional Transformational
leadership
13. Key managers Personnel/IR specialists General/business/line
managers
14. Communication Indirect Direct
15. Standardisation High (for example Low (for example 'parity'
'parity' an issue) not an issue)
16. Prized management Negotiation Facilitation
skills
26. Key Levers
Personnel / IR HRM
17. Selection Separate, marginal task Integrated, key task
18. Pay Job evaluation (fixed Performance related
grades)
19. Conditions Separately negotiated Harmonisation
20. Labour management Collective bargaining Towards individual contracts
contracts
21. Thrust of relations with Regularised through Marginalised (with exception
stewards facilities and training of some bargaining for
change models)
22. Job categories and Many Few
grades
23. Communication Restricted flow Increased flow
24. Job design Division of labour Teamwork
25. Conflict handling Reach temporary truces Manage climate and culture
26. Training and Controlled access to Learning companies
development courses
27. Foci of attention for Personnel procedures Wide ranging cultural,
interventions structural and personnel
strategies
28. Hard HRM
The 'hard' approach rooted in the
manpower planning approach is
concerned with aligning human resource
strategy with business strategy
29. Soft HRM
The 'soft' approach is rooted in the human
relations school, with concern for workers'
outcomes and encourages commitment to the
organisation by focussing on workers'
concerns.
35. Human Resource (Personnel) Management
Resources defined –
Means of supplying a want or a stock that can be
drawn upon.
Resources –
Money, Machines, Materials and Human.
To manage is to organise the use of resources towards
the objectives of an enterprise.
35
36. Human Resource (Personnel) Management …
Contd.
All the resources can be managed through the Human
Resource and Human Resource can be managed only
through Human Resource.
Human Resource is the only resource which has a
“Will to Do” component along with the “Ability”
component.
36
37. Human Resource Management (HRM)
Aims At AIR
• Attracting
• Inspiring and
• Retaining
effective and efficient employees to develop a highly
competent and committed smoothly functioning
workforce.
37
38. Human Resource (Personnel) Management …
Contd.
Traditional Definition
Human resource management is the moulding of
the human resources in such a fashion that the
goals of the organization are met and at the
same time the need satisfaction of all the
employees at all the levels is attained to the
highest possible degree.
39. Traditional HRM Functions
1. Policy and Planning
2. Procurement /Acquisition / Employment (Recruitment and
Selection)
3. Development (Skill enhancement for appropriate Work
Performance)
4. Compensation (Financial and Non – Financial rewards)
5. Integration (Harmony between individual and organizational
interests)
5. Maintenance (Retention of able and willing employees)
6. Separation (Parting of ways in the most amicable manner)
41. Human Resource (Personnel)
Management …Contd.
Modern Definition
Human Resource (Personnel) Management is the planning,
organizing, directing and controlling of the procurement,
development, compensation, integration, maintenance, and
separation of human resources to the end that individual,
organizational and societal objectives are accomplished.
- Edwin B. Flippo
42. Human Resource Management …Contd.
I. Statutory HRM
Compliance of Legal Framework
II. Voluntary HRM
Guidelines for Carrying Out Human Resource
Management
42
43. HRM Today
We must understand that corporations are not in the
business of human resource development. They are in their
own business, but human resource development is an
important tool which, unfortunately, is being used in a
limited sense. The corporate mission has not been attached
to it. Actually, human resources must become the business
of everyone in the organization.
- T. V. Rao
Equal access to all resources is forcing organisations to rely
on their people as the only source of competitive advantage
today
43
44. HRM Today …Contd.
Human resource strategy involves a central philosophy of
the way the people in the organization would be managed
and the translation of this into human resource policies
and practices.
It requires human resource policies and practices to be
integrated so that they make a coherent whole and also
that this whole is integrated with the business or
organizational strategy.
44
45. HUMAN CAPITAL MANAGEMENT
• HCM refers to the task of measuring the cause and
effect relationship of various HR programs and policies
on the bottom line of the organization. It seeks to
obtain additional productivity.
• What is Human Capital?
Think of it as “quality of labor”
• Similarity to “physical capital”
– It is productive
– It is produced
• Investment
• Role of savings….importance of “credit
constraints”
– It earns “returns” to the investment
– It is subject to depreciation
46. Elements of human capital
Sumantra Ghoshal has given the following three
categories:
Intellectual Capital: Stock of knowledge, skills &
expertise
Social Capital: Structure, quality & flexibility of
human relationships
Emotional Capital
47. Intellectual Capital Social Capital Emotional Capital
Specialized knowledge Network of Self-confidence
relationships
Skills and expertise Sociability Ambition and courage
Cognitive complexity Trust-worthiness Risk taking ability
Learning capacity Resilience
47
49. Competitive Challenges Influencing HRM
Three competitive challenges that companies now
face will increase the importance of human resource
management practices:
1. The challenge of sustainability
2. The global challenge and
3. Technology challenge
50. The Sustainability Challenge
Traditionally, sustainability has been viewed as one
aspect of corporate social responsibility related to
the impact of the business on the environment.
However, we take a broader view of sustainability.
For our purposes, sustainability refers to the ability
of a company to survive and succeed in a dynamic
competitive environment. Company success is based
on how well the company meets the needs of its
stakeholders.
50
51. The Global Challenge
Companies are finding that to survive they must compete in
international markets as well as fend off foreign corporations’
attempts to gain ground in the United States. To meet these
challenges, U.S. businesses must develop global markets, use
their practices to improve global competitiveness and better
prepare employees for global assignments.
51
52. The Technology Challenge
The Internet has created a new business model—e-
commerce, in which business transactions and relationships
can be conducted electronically. The Internet is a global
collection of computer networks that allow users to exchange
data and information.
52
53. Examples of How HRM Practices Can Help Companies Meet Competitive
Challenges
Global Sustainability
Challenge Challenge
HRM Practices
o HRM strategy is matched to business o Continuous learning environment is
strategy. created.
o Knowledge is shared. o Discipline system is progressive.
o Work is performed by teams. o Customer satisfaction and quality are
o Pay systems reward skills and evaluated in the performance
accomplishments. management system.
o Selection system is job related and legal. o Skills and values of a diverse
o Flexibility in which and when work is workforce are valued and used.
performed. o Technology is used to reduce the time
o Work attitudes of employees are for administrative tasks and to
monitored. improve HR efficiency and
effectiveness.
Technology
Challenge
53
54. Managing the Human Resource
Environment
Managing internal and external environmental factors allows
employees to make the greatest possible contribution to company
productivity and competitiveness. Creating a positive environment
for human resources involves:
o Linking HRM practices to the company’s business objectives
—that is, strategic human resource management.
o Ensuring that HRM practices comply with federal, state and
local laws.
o Designing work that motivates and satisfies the employee as
well as maximizes customer service, quality and productivity.
54
55. Acquiring and Preparing Human Resources …
Contd.
This area of human resource management deals with:
o Identifying human resource requirements—that is, human
resource planning, recruiting employees, and selecting
employees.
o Training employees to have the skills needed to perform their
jobs.
Compensating Human Resources …Contd.
This area of human resource management includes:
o Creating pay systems.
o Rewarding employee contributions.
o Providing employees with benefits.
55
56. Assessment and Development of Human Resources …
Contd.
This area of human resource management addresses:
o Measuring employees’ performance.
o Preparing employees for future work roles and
identifying employees’ work interests, goals, values and
other career issues.
o Creating an employment relationship and work
environment that benefits both the company and the
employee.
57. Strategic Role for HR
For HR to play a strategic role it must focus on the longer-term
implications of HR issues. How changing workforce
demographics and workforce shortages will affect the
organization and what means will be used to address the
shortages over time, are examples of the strategic role. A
strategic role for HR is important, but it requires a high level of
professional and business knowledge. The HR Perspective
shows that the transition to a strategic role is not without
difficulties.
57
58. Enhancing Or ganizational
Performance
Organizational performance can be seen in how
effectively the products or services of the
organization are delivered to customers. The
human resources in organisations are
designers, producers and deliverers of those
services. Therefore, one goal of HR
management is to establish activities that
contribute to superior organizational
performance. Only by doing so can HR
professionals justify the claim that they
contribute to the strategic success of
organisations.
58
59. Involvement in Strategic Planning
Compensation , labor markets
HRP
Decision making on mergers and acquisitions-
Layoff’s
Redesigning –BPR, TQM
59
60. Strategic HRM
Strategic HRM is the linking of HRM with strategic
goals and objectives in order to improve business
performance and develop an organizational culture
that fosters innovation and flexibility.
60
61. Organisational Planning Process
Strategic Plan (5 yrs) Human Resource
Development Challenges
Succession
Business Plan (2-3 yrs) Planning
Individual Review
Branch Plan (1 yr) Professional (Ideal Case)
Development
And Training
Everybody Individual
Team Plan (1 yr) Needs Needs
Induction /
Review Orientation Organisational Job-Related
Individual Plan (1 yr) Key Tasks and Cultural Skills and
Development Plan Behaviours Knowledge
Review
Recruitment
Branch Team and Selection
Needs Needs
Organisational and Assessment
Cultural Definitions (Survey?)
62. Measuring HR’s Contribution
The HR Scorecard
Shows the quantitative standards, or
“metrics” the firm uses to measure HR
activities.
Measures the employee behaviors
resulting from these activities.
Measures the strategically relevant
organizational outcomes of those
employee behaviors.
1–62
63. The New HR Manager
New Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies
1–63
64. EMOTIONAL INTELLIGENCE
• Emotional Intelligence (EQ)
– The extent to which people are self-aware, can
manage their emotions, can motivate themselves,
express empathy, and possess social skills
• Persons with high EQs may perform better on jobs
that require interaction and directing others.
• EQ can be developed and is not biologically based.
65. •The ability of an organization to perform depends on the
relationships of the people involved, which ultimately
relates to the degree of emotional intelligence of its
employees and leaders.
•Leaders possessing Emotional Intelligence will create an
effective work climate that will further develop emotional
intelligence at the subordinate level.
•The higher the level of a job’s complexity and authority,
the greater the impact of high Emotional Intelligence.
66. •The ability of an organization to perform depends on the
relationships of the people involved, which ultimately
relates to the degree of emotional intelligence of its
employees and leaders.
•Egon Zehnder International analyzed 515 senior executives.
Those strong in EQ were more likely to succeed than those
who were strongest in relevant experience or IQ. EQ is a
stronger predictor of success than experience or high IQ.
Study included exec’s from Latin America, Germany, Japan
with same results across cultures.
67. FOUR QUADRANT MODEL
FOR EMOTIONAL INTELLIGENCE
Self Others
Aware-ness Quadrant 1 Quadrant 3
Emotional Self Awareness Social Awareness
Actions Quadrant 2 Quadrant 4
Emotional Self Control Social Skills
68. FOUR QUADRANT MODEL (SCHEMATIC)
Self Others
Aware-ness Emotional Self Awareness Social Awareness
•Emotional awareness •Social awareness
•Self image •Impact
•Self expression •Empathy
Actions Emotional Self Control Social Skills
•Resilience •Communication, Active Listening
•Self Control •Assertion
•Expression •Conflict management
•Motivation •Interpersonal skills, trust and
intimacy
69. MENTORING --- DEFINITIONS
Mentoring is a term used to help, advise and guide employees
through the complexities of the business.
Mentoring is a mutual learning partnership in which
individuals assist each other with personal and career
development through coaching, role modeling counseling,
sharing knowledge and providing emotional support.
Offline help from one person to another in making significant
transitions in knowledge, work or thinking.
70. MENTORING --- DEFINITIONS
• Creating possibilities and providing guidance and
support to others in a relationship of trust; it includes
facilitating, bringing visions to life and enabling
people to achieve.
• A mentor is that person who achieves a one-to-
one developmental relationship with a learner; and
one whom the learner identifies as having enabled
personal growth to take place.
71. DIMENSIONS OF MENTORING
INFLUENCE
(Directive)
COACH
GUARDIAN
INTELLECTUAL NEED EMOTIONAL NEED
(Challenging) (Nurturing)
NETWORKER/ COUNSELLOR
FACILITATOR
(Non-Directive)
INFLUENCE
72. A MENTOR & A COACH: THE DIFFERENCE
• Coaching earlier seen as a remedial activity; mentoring as
positive, developmental intervention
• Coaching is seen more skill related, with specific capabilities-
linked outcomes
• Line managers often called upon to coach.
• Mentoring positioned much more around the whole person and
the big picture
• Line manager, due to performance management responsibility,
not seen as appropriate to take a mentoring role.
• Coaching normally short term; Mentoring is long term.
• Coaching addresses specific issues; Mentoring --- larger issues
• Coaching (the How); Mentoring (the Why)
73. POSSIBLE FORMS OF MENTORING HELP:
A. Specific learning functions:
- Learning technical skills and knowledge
- Learning current jobs
- Learning organizational culture
- Learning organizational policies
- Being prepared for future jobs / promotions
74. POSSIBLE FORMS OF MENTORING HELP:
B. General Career Development functions:
- Obtaining challenging tasks
- Obtaining protection
- Obtaining sponsorship, recommendations
- Obtaining endorsement for acts / views
- Making career moves
- Getting achievements showcased
- Clarifying work / Career goals
75. POSSIBLE FORMS OF MENTORING
HELP:
C. Personal help functions:
- Obtaining counseling
- Obtaining moral support / encouragement
- Obtaining a Role Model
- Obtaining praise
- Obtaining a confidante
- Achieving friendship
- Achieving trust
76. ESOP
• An employee stock ownership plan (ESOP) is a way in which
employees of a company can own a share of the company
they work for. There are different ways in which employees
can receive stocks and shares of their company. Employees
can receive them as a bonus, buy them directly from the
company, or receive them through an ESOP.
• In the United States, ESOPs are a very common form of
employee ownership. They have been growing in strength
since about 1974.
• The main purpose of an ESOP is to reward and motivate
employees. They are also used to provide a market for
departing owners of successful companies. In most cases,
an ESOP is given to an employee, rather than purchased by
an employee.
77. • An ESOP is similar to a profit-sharing plan.
• A trust fund,
• contributes either new shares of its own stocks or cash to buy
existing shares.
• Another version of the ESOP borrows money in order to buy
existing or new shares.
• repay the loan.
• Shares in the trust are generally allocated to individual employee
accounts.
• When employees leave the company, they receives their share
options, and the company must be able to buy back these options.
They must buy them back at their full market value. In private
companies, employees are able to vote their shares on major issues
such as relocation or closure. In public companies, employees can
vote on all issues.
78. FLEXI-TIME
It is a programme that allows flexible entering and leaving
times for employees.
Advantages are:
Increase in productivity
Decline the tardiness & absenteeism
Reduction in employee turnover
Increase in morale and work consciousness rather
than time consciousness
Improve Quality
79. KAIZEN TECHNIQUE
• Kaizen- defines the managements role in
continuously encouraging and implementing small
improvements in the individual & organization.
• Break the complex process into sub-processes and
then improve the sub-processes.
• Continuous improvements in small increments make
the process more efficient ,controllable and
adaptable.
• Does not rely on more expense, or sophisticated
equipment and techniques.
80. What is KAIZEN?
(Original Definition)
= KAI = CHANGE
= ZEN = GOOD
(FOR THE BETTER)
= KAIZEN =
CONTINUAL IMPROVEMENT
GEM = Real; BA = Place
81. What really is KAIZEN®?
Extracting money by eliminating waste
from process is Kaizen.
Kaizen is process improvement:
• which is significant (large)
• done in strategically important areas
• speedily
• in sustainable manner
• using Scientific data; not opinion.
• using Systematic Roadmap, Tools & Techniques
• under KAIZEN Paradigms
• resulting in Human Development
82. QUALITY IS ….THE QUALIFIER!
Doing it right first time and all the time.
• This boosts Customer satisfaction immensely and
increases efficiency of the Business operations.
• Clearing the bar (ie. Specification or Standard
stipulated) Excellence that is better than a minimum
standard.
83. QUALITY - DEFINITIONS
• Quality is excellence that is better than a minimum standard.
• It is conformance to standards and ‘fitness of purpose’
• ISO 9000:2000 definition of quality-
It is the degree to which a set of inherent characteristics
fulfills requirements.
• Quality is ‘ fitness for use ‘ of the product –Joseph Juran.
• TQM philosophy and guiding principles continuously
improve the Organisation processes and result in customer
satisfaction.
84. THE 9 DIMENSIONS OF QUALITY
• Performance
• Features
• Conformance
-----------------------------
Performance
• Reliability
• Durability
• Service
----------------------------- Cost
• Response- of Dealer/
Mfgr. to Customer Service Features
• Aesthetics – of product
• Reputation- of
Mfgr./Dealer
85. TQM SIX BASIC CONCEPTS
• Management commitment to TQM principles and
methods & long term Quality plans for the
Organisation
• Focus on customers – internal & external
• Quality at all levels of the work force.
• Continuous improvement of the production/business
process.
• Treating suppliers as partners
• Establish performance measures for the processes.
86. EFFECTS OF POOR QUALITY
• Low customer satisfaction
• Low productivity, sales & profit
• Low morale of workforce
• More re-work, material & labor costs
• High inspection costs
• Delay in shipping
• High repair costs
• Higher inventory costs
• Greater waste of material
87. BENEFITS OF QUALITY
• Higher customer satisfaction
• Reliable products/services
• Better efficiency of operations
• More productivity & profit
• Better morale of work force
• Less wastage costs
• Less Inspection costs
• Improved process
• More market share
• Spread of happiness & prosperity
• Better quality of life for all.
88. ROLE OF TQM LEADERS
• All are responsible for quality improvement especially the senior
management & CEO’s
• Senior management must practice MBWA
• Ensure that the team’s decision is in harmony with the quality
statements of the organization
• Senior TQM leaders must read TQM literature and attend
conferences to be aware of TQM tools and methods
• Senior managers must take part in award and recognition
ceremonies for celebrating the quality successes of the
organization
• Coaching others and teaching in TQM seminars
• Senior managers must liaise with internal ,external and suppliers
through visits, focus groups, surveys
• They must live and communicate TQM.
89. TQM IMPLEMENTATION
• Begins with Sr. Managers and CEO’s
• Timing of the implementation process
• Formation of Quality council
• Union leaders must be involved with TQM plans
implementation
• Everyone in the organization needs to be trained in
quality awareness and problem solving
• Quality council decides QIP projects.
90. • What is Six Sigma?
• Sigma is a measure of “goodness: the capability of a
process to produce perfect work.
• A “defect” is any mistake that results in customer
dissatisfaction.
• Sigma indicates how often defects are likely to occur.
• The higher the sigma level, the lower the defect rate.
• The lower the defect rate, the higher the quality.
91. • A metric that indicates how well a process is performing.
• Measures the capability of the process to perform defect-free
work.
• Also known as “z”, it is based on standard deviation for
continuous data.
• For discrete data it is calculated from DPMO.
92. SIX SIGMA METHOD
• Six sigma method is a TQM process that uses process
capability analysis as a means of measuring progress.
• The smaller the standard deviation, the lesser the
deviation of the product characteristic from its mean value.
If the process has a normal distribution, the upper and
lower specification limits are +/- 6 sigma from the mean u.
The non-conformance is 2ppb and the process capability Cp
is 2.0(1.33 Cp is de facto standard.)
• A normal process with mean shifted +/-1.5 sigma from the
target value desired has non-conformance of 3.4ppm and
process capability index Cpk= 1.5, with 1.0 being the de
facto standard.