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Human Resource Management

Human Resource Management

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Published by vibgor

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Published by: vibgor on Aug 10, 2009
Copyright:Attribution Non-commercial


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Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that areapplied to retaining, training, developing, and compensating the employeesin organization. It is also applicable to non-business organizations, such aseducation, healthcare, etc Human Resource Management is defined as theset of activities, programs, and functions that are designed to maximizeboth organizational as well as employee effectiveness…………… ……………………
Scope of HRM without a doubt is vast. All the activities of employee, fromthe time of his entry into an organization until he leaves, come under thehorizon of HRM.The divisions included in HRM are Recruitment, Payroll, PerformanceManagement, Training and Development, Retention, Industrial Relation, etc.Out of all these divisions, one such important division is training anddevelopment.
is a subsystem of an organization. Itensures that randomness is reduced and learning or behavioral change takesplace in structured format.
Traditional Approach
– Most of the organizations before never used tobelieve in training. They were holding the traditional view that managers areborn and not made. There were also some views that training is a verycostly affair and not worth. Organizations used to believe more in executivepinching. But now the scenario seems to be changing.The
modern approach
of training and development is that IndianOrganizations have realized the importance of corporate training. Training isnow considered as more of retention tool than a cost. The training system inIndian Industry has been changed to create a smarter workforce and yieldthe best results
The principal objective of training and development division is to make surethe availability of a skilled and willing workforce to an organization. Inaddition to that, there are four other objectives: Individual, Organizational,Functional, and Societal.
Individual Objectives
– help employees in achieving their personal goals,which in turn, enhances the individual contribution to an organization.
Organizational Objectives –
assist the organization with its primaryobjective by bringing individual effectiveness.
Functional Objectives –
maintain the department’s contribution at a levelsuitable to the organization’s needs.
Societal Objectives
– ensure that an organization is ethically and sociallyresponsible to the needs and challenges of the society.
Employee Motivation, the Organizational Environment and Productivity
Human Resource Management
Function 7: Employee education, training and development
In general, education is 'mind preparation' and is carried out remote from the actual work area,training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is 'the growth of theindividual in terms of ability, understanding and awareness'.Within an organization all three are necessary in order to:
Develop workers to undertake higher-grade tasks;
Provide the conventional training of new and young workers (e.g. as apprentices, clerks,etc.);
Raise efficiency and standards of performance;
Meet legislative requirements (e.g. health and safety);
Inform people (induction training, pre-retirement courses, etc.);From time to time meet special needs arising from technical, legislative, and knowledge needchanges. Meeting these needs is achieved via the 'training loop'. (Schematic available in PDFversion.)The diagnosis of other than conventional needs is complex and often depends upon the intuitionor personal experience of managers and needs revealed by deficiencies. Sources of inspirationinclude:
Common sense - it is often obvious that new machines, work systems, task requirementsand changes in job content will require workers to be prepared;
Shortcomings revealed by statistics of output per head, performance indices, unit costs,etc. and behavioral failures revealed by absentee figures, lateness, sickness etc. records;
Recommendations of government and industry training organizations;
Inspiration and innovations of individual managers and supervisors;
Forecasts and predictions about staffing needs;
Inspirations prompted by the technical press, training journals, reports of the experienceof others;
The suggestions made by specialist (e.g. education and training officers, safety engineers,work-study staff and management services personnel).Designing training is far more than devising courses; it can include activities such as:
Learning from observation of trained workers;
Receiving coaching from seniors;
Discovery as the result of working party, project team membership or attendance atmeetings;
Job swaps within and without the organization;
Undertaking planned reading, or follow from the use of self–teaching texts and videotapes;
Learning via involvement in research, report writing and visiting other works or organizations.

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