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Simply put, Human Resource Management is a management function that helps managers recruit, select train and develop members for an organisation. Obviously, HRM is concerned with the people s dimension in organisations. Specially, the following constitute the core of HRM: 1. Organisations are not mere bricks, mortar, machineries or inventories. They are people. It is the people who staff and manage organisations. 2. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintaining and remunerating employees in organisations. 3. Decisions relating to employees must be integrated .Decisions on different aspects of employees must be consist with other human resource (HR) decisions. 4. Decisions made must influence the effectiveness of an organisation .Effectiveness of an organisation must result in betterment of services to customers in the form of high-quality products supplied at reasonable costs. 5. HRM functions are not confined to business establishments only. They are applicable to nonbusiness organisations, too, such as education, health care, recreation, and the like. Obviously, HRM refers to a set of programmes, functions and activities designed and carried out in order to maximise both employee as well as organisational effectiveness. Author : k aswathappa Page no 5
NATURE OF RECRUITMENT
In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. Theoretically, recruitment process is said to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. Recruitment refers to the process of receipt of applications from job-seekers. In reality, the term is used to describe the entire process of employee hiring. There are recruitment boards for railways, banks and other organisations. Author : k aswathappa Page no 144
NATURE OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants ) with requisite qualifications and competence to fill jobs in the organisations.
in a brochure. however .There is . operations and products or services as well as how the employee s job contributes to the organisation s needs. founding fathers. . The need for training and development is determined by the employee¶s performance deficiency. Training.perhaps. on the other hand.Such distinction enables us to acquire a better perspective about the meaning of the terms. usually by changing the employee¶s attitude or increasing his or her skills and knowledge. education and development .their peers and the company. objectives. selection is concerned with picking the right candidates from a pool of applicants. as was stated earlier.Actual performance We can make a distinction among training . Selection.Although. training and development refers to the imparting of specific skills. It is a planned introduction of new hires to their jobs . Author : k aswathappa Page no 170 INDUCTION Induction . work rules and employee benefits. of the organisation s policies. is confined to theoretical learning in classrooms. refers to the process of training specific skills. Typically. 2: a review of the firms history . some selection methods can be used within an organisation for promotion or transfer this chapter focuses on selecting applicants from outside the organisation. a fine distinction between the two steps.on the other hand is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to indentify the right candidates. abilities and knowledge to an employee. Recruitment and selection are the two crucial steps in the HR process and are often used interchangeably. learning. More clearly training and development may be understood as any attempt to improve current or future employee performance by increasing an employee¶s ability to perform through.Recruitment is said to be a positive in its approach as it seeks to attrack as many candidates as possible. and 3: a detailed presentation . Education. computed as follows: Training and development need =Standard performance . orientation conveys three types of information 1: general information about the daily work routine.also called orientation is designed to provide a new employee with the informantion he or she needs to function comfortably and effectively in the organisation. While recruitment refers to the process of indentifying and encouraging prospective employees to apply for jobs. Author : k aswathappa Page no 191 NATURE OF TRAINING AND DEVELOPMENT In simple terms .
performance evaluation. the performance being measured against such factors as job knowledge. quality and quantity of output. In a formal sense. leardership abilities. we shall discuss the need for healthy workers and health services to be provided by the management to ensure the continuing good health of their employee¶s. Performance management refers to the entire process of appraising performances . employee evaluation and (perhaps .Job analysis sets out requirements .giving feedback to the employee¶s and offering rewards or punishment to them. performance appraisal may be understood as the assessment of an individual¶s performance in a systematic way. stress management. a substance . or a radiation resultsin personal injury. and the like. alcoholism. noise control. in an informal sense.which in turn form the basis for performance appraisal. The other used for performance appraisal are: performance rating. object . Industrial safety or employee safety refers to the protection of workers from the danger of industrial accidents.initiative . health. An accident . versatility. then . HEALTH The well ± being of the employee in an industrial estabilishment is affected by accidents and by ill health-physical as well as mental. It is useful to understand the nature of safety.someone dies as a result of an industrial accident´ What is safety ? Before discussing other issues relating to safety. which are translated into performance standards. judgement. and drug abuse. means freedom from the occurrence or risk of injury or loss. In this section .Assessment should not be confined to past performance alone. and violence in work place. Author : k aswathappa Page no 239. it is probably as old as mankind. personnel appraisal.240 SAFETY AND WHAT IS SAFETY ? ³Every twenty seconds of every working minute of every hour throughout the world. dependability. We propose to examine employee health from the following angles-physical health. Supervision.mental health. the oldest of the terms used ) merit rating. and . employee assessment .Safety. a person. Author : k aswathappa . employee assessment is as old as the concept of management. is an unplanned and uncontrolled event in which an action or reaction of an . co-operation.Author : k aswathappa Page no 206 -207 NATURE OF PERFORMANCE APPRAISAL In simply terms. employee performance review. AIDS.Potentials of the employee for future performance must also be assessed. in simple terms .
managers .The aim of these interviews is to get feedback about the firm . Author : k aswathappa Page no 516 WHY PEOPLE LEAVE THE ORGANISATION People also leave organisations for many different reasons.In this sense. Ultimately.Any company that aims to retain its most valuable people and to fill vacancies caused by retirements.its operations . The responses gathered through many exit interviews can help you indentify the root causes of turnover and build a solid strategy for improved retention. In effect . a reputation for career development can make the company attractive to potential recruits who are serious about building their careers. and mentoring relationships that move people ahead in their vocations. and senior executives. Author : Richard Luecke Page no 77 and 79 CAREER DEVELOPMENT Career development is an umbrella term that describes the many training experiences. information gleaned from exit interviews is an important part of continuous workplace improvement.Also . An unfavourable change of responsibilities. Close friends leave.475 and 492 SEPERATIONS Seperation occurs when an employee leaves the organisation.For example: The company¶s leadership shifts. It can create a strong ³bench ´ of people who will one day lead the company as technical professionals.either directly or through questionnaires. and the performance of its managers from people who now have less reason to hedge or conceal their views.Page no 474.Chances are your company seeks the root causes of below-standard output elsewhere in the organisations on the production . Why do seperations occurs ? Reasons for employee separations may be voluntary or involuntary. defections . career development is a form of ³internal hiring ´ . Conflict with immediate supervisors. Author : Richard Luecke Page no 108 EXIT INTERVIEWS Most HR departments conduct exit interviews with departing employees. work assignments.the root cause of turnover . but primarily because one or more of the above conditionswas either absent at the beginning or has since been eliminated. and growth from within must dedicate resources to career development.
What departing employees tell you should be used in the same way. Author : Richard Luecke Page no 141 .in customer service levels. and so forth with a goal to improve process quality.floor.
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