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Human Resources
Human Resources (HR) is responsible for the implementation of policies and strategies relating to the management of people in an organization. Its key functions include recruitment and selection; employee recordkeeping; compensation and employee benefit management; and training and development.
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That is to identify a person. Here is wisdom, let him who have understanding count the number of the beast. For his number is 27 27 27 (9,9,9).
How do employees react to mergers and acquisitions?
Employees experience and act in the following manners: * Uncertainties * Fear * Employees may start looking for other oppertunities outside the organisation bue to their fears and uncertainties. People cant afford to be without a job for very long. * Shrinkage may increase: Again due to the uncertainties and fears you may find that employy theft is on the increase. * Employees may become angry about the processes that was followed. * Unhappy employees will lead to a decline in production. But on the other hand, if the processes is handled correctly: * employees are invloved in the process * there is no hidden agenda's etc, the employees may still feel uncomfortable but you will control some of the employees reactions.
What - in a nutshell - is Human Resources Management?
Human Resources handles many duties in relation to the employees, from the hiring paperwork, to insurance and disabillity claims, to disputes between employees, and many times the firing or lay-off of employees. Large companies have several HR people, and someone is always head of it. Someone from HR has always been there when I have been injured on the job as well. They show up magically at the hospital to watch me get patched up. LOL. Serious about that part though, but it is funny, because it is like they are there waiting every time. They are also usually in charge of making employee handbooks or manuals to let you know the rules. And usually the ones to go to with 401K types of issues.
A Human Resources Department is where an employee of the company has gone through rigorous training to enable that person to deal with the daily lives of employees. Everyone has problems some of them so big that they can't handle them without some professional help. That's the job of a Human Relations Manager, to help people when they feel that all is lost.
Should employers have incident reports completed on employees for non-related work injuries?
I don't know what the civilian requirements are, but in the Military, anyone that was injured had to get a 'fit to work' physical to insure that they were able to do their jobs. It also prevents them from claiming that the injury was caused at work, or that they were forced to work when they were injured.
What are the four resources that must be combined to organize and operate a business?
Human Resources, Material Resources, Informational Resources, and Financial Resources.
What do you mean by hrm and discuss the hrm models?
HRM stands for Human Resource Management and this segment can be classified as under
The Harvard Model, The Michigan/Matching Model, The Guest Model, Model by John Sorey - To get detail info, you can apply for short term courses at iLead, one of leading HRM & IT management institute in East India, kolkata.Dr. Paritosh MaitiWhat is the definition of 'teamwork?
Teamwork is the actions of individuals, brought together for a common purpose or goal, which subordinate the needs of the individual to the needs of the group. In essence, each person on the team puts aside his or her individual needs to work towards the larger group objective. The interactions among the members and the work they complete is called teamwork.
What are the development dimensions of personnel function?
HERE IS SOME USEFUL MATERIAL.
DEVELOPMENT DIMENSIONS OF PERSONNEL FUNCTIONS
THE DIMENSIONS ARE :
Overall Job Satisfaction
Satisfaction with the Work
Coworker Performance/Cooperation
Pay Satisfaction
Benefits Satisfaction
Promotions/Career Advancement
Supervisory Consideration
Supervisory Promotion of Teamwork and Participation
Supervisory Instruction/Guidance
Communication
Human Resources/Personnel Policies
Concern for Employees
Productivity/Efficiency
Training & Development
Physical Working Conditions
Customer Service
Strategy/Mission
Job Stress
THESE DIMENSIONS ARE DESIGNED WITH THE HELP OF :
1. Information: the design did not seek to radically change the type of basic personnel information being used. However, it did assume a very different set of information storage locations and information flows by moving to a single system from the pre-existing system. It also assumed the presence of complete and accurate personnel data.
2. Technology: the design assumed the use of a broad range of new software and hardware, including a series of networked PCs spread across the whole of the organization and the use of human resource software. The initial reality was an entirely manual personnel information systems, with some PCs in use for word processing. The project's design assumption of a robust infrastructure largely matched organizational realities.
3. Processes: the design incorporated a new set of security procedures, which barred clerical staff (those who did the data entry work) from amending personnel records of managers and senior officials. In the pre-computer reality, clerks were allowed to amend all records except those of senior officials that were explicitly identified as confidential. Related to security, the design assumed the acceptability of electronic signatures, which would allow forms and other formal documentation to be passed between management and departments.
4. Objectives and values: the design assumed that the objectives of the project (automation, integration and rationalisation of personnel processes) were shared by all stakeholders. In initial reality, some of these objectives were shared by some senior
managers only.
5. Staffing and skills: the design assumed the presence of a broad range of staff competencies.
6. Management systems and structures: the design assumed changes in the personnel management system of the organization , with system responsibilities for data entry being devolved to individual departments. Formal structures were not intended to change, but the design did assume some changes in the balance of power within informal structures.
7.Other resources: the design requirement was for budgetary expenditure of several million dollars-worth of direct costs, plus further indirect costs .
8.TRAINING,DEVELOPMENT, EDUCATION AND LEARNING. The emphasis is learning as a tool
to develop people's effectiveness and organizational effectiveness.
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Employee participation
Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace.
Empowerment involves decentralising power within the organisation to individual decision makers further down the line.
Team working is a key part of the empowerment process. Team members are encouraged to make decisions for
themselves in line with guidelines and frameworks established in self managing teams.
Employee participation is in part a response to the quality movement within organisations. Individual employees are
encouraged to take responsibility for quality in terms of carrying out activities, which meet the requirements of their
customers. The internal customer is someone within the organisation that receives the 'product of service' provided by
their 'supplier' within the organisation. External customers are buyers and users outside of the organisation. Employee
participation is also part of the move towards human resource development in modern organisations. Employees are
trusted to make decisions for themselves and the organisation. This is a key motivational tool.
Employee participation is also referred to as employee involvement (EI)
Examples of employee participation include:
i. Project teams or quality circles in which employees work on projects or tasks with considerable responsibility being
delegated to the team.
ii. Suggestion schemes - where employees are given channels whereby they can suggest new ideas to managers within
the organisation. Often they will receive rewards for making appropriate suggestions.
iii. Consultation exercises and meetings whereby employees are encouraged to share ideas.
iv. Delegation of responsibility within the organisation. In modern organisations ground level employees have to be given considerable responsibility because they are dealing with customers on a day-to-day basis often in novel situations.
Such employees need to be trusted to make decisions for themselves.
v. Multi-channel decision making processes. In such situations decisions are not only made in a downward direction,
they also result from communications upwards, sideways, and in many other directions within the organisation.
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Employee Involvement
Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs.
Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization.
It is to involve people as much as possible in all aspects of work decisions and planning. This involvement increases ownership and commitment, retains your best employees, and fosters an environment in which people choose to be motivated and contributing.
How to involve employees in decisionmaking and continuous improvement activities is the strategic aspect of involvement and can include such methods as suggestion systems, manufacturing cells, work teams, continuous improvement meetings, Kaizen (continuous improvement) events, corrective action processes, and periodic discussions with the supervisor.
Intrinsic to most employee involvement processes is training in team effectiveness, communication, and problem solving; the development of reward and recognition systems; and frequently, the sharing of gains made through employee involvement efforts.
Employee Involvement Model
They provide a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. The continuum includes this progression.
Tell: the supervisor/manager makes the decision and announces it to staff. The supervisor/manager provides complete direction.
Sell: the supervisor /manager makes the decision and then attempts to gain commitment from staff by "selling" the positive aspects of the decision.
Consult: the supervisor /manager invites input into a decision while retaining authority to make the final decision herself.
Join: the supervisor/manager invites employees to make the decision with the supervisor/manager .
The supervisor/manager considers her voice equal in the decision process.
To round out the model, I add the following.
Delegate: the supervisor/manager turns the decision over to another party.
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THE VEHICLE THAT DRIVES THE EMPLOYEE PARTICIPATION/
INVOLVEMENT IS THE ''EMPLOYEE EMPOWERMENT.
Employee Empowerment.
Employee empowerment is a two sided coin. For employees to be empowered the management leadership must want and believe that employee empowerment makes good business sense and employees must act. Let us be clear about one thing immediately, employee empowerment does not mean that management no longer has the responsibility to lead the organization and is not responsible for performance. If anything the opposite is true. Stronger leadership and accountability is demanded in an organization that seeks to empower employees. This starts with the executive leadership, through all management levels and includes front line supervisors. It is only when the entire organization is willing to work as a team that the real benefits of employee empowerment are realized.
For an organization to practice and foster employee empowerment the management must trust and communicate with employees. Employee communication is one of the strongest signs of employee empowerment. Honest and repeated communication from elements of the strategic plan, key performance indicators, financial performance, down to daily decision making.
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REGARDS
LEO LINGHAM
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Advantages of a short chain of command?
Messages can be sent faster, as there fewer people to pass the message on to.
The message will be more exact than if the chain of command were shorter, as there are fewer people to mix up the message.
The message can be read fast, and so the message can be replied fast, and the rate of response is much quicker than that of a long-chain of command.
and so on. Check business studies text books for more answers.
human resource management-managing the people side of business eg hiring,firing,sickness management,disciplinary issues etc
What internal factors affect human resources?
Internal factors that affect human resources include promoting from within. Human resources should make sure all employees are trained properly so they are ready when promotions are available.
What are good questions to ask important people?
1.This is the right time to speak with you 2.I hope iam not disturbing you 3.when i will be in touch with you
Evaluate the role and responsibilities of line managers in human resource practices?
A line manager will work with human resource representatives to ensure that the organization has the employees it needs to work productively. They are also responsible for working with employees to ensure they have the training they need.
Can you get fired for reporting your boss?
Yes you can, although the company will swear that you can not. This is how it works: You report boss, boss finds out, boss makes work unbearable for you. You mess up because you are stressed, boss now has excuse for firing you. Your fired.
What does diversity mean and why is it important?
Diversity means that a company has people from different backgrounds as employees. Diversity helps companies by creating an environment of innovation.
What are the different Branches in human resource management?
The classical branches in human resources are: Recruitment and selection, training and development, HR administration including benefits administration and industrial relations. Often remuneration and payroll, corporate social investment and employee health and welfare components of a company are run by the HR department.
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Due to the close correlation of HR and pure administration as disciplines, companies often converge the HR component of their business into the administration function.
Many experts do not recommend that approach as the levels of emotional intelligence required in the both disciplines are vastly different and the 'people' elements in the HR profession makes the anticipated outcomes in HR different to that of pure administration.
Why is Human resources management important?
Human resource management is important in organizations because it helps managers understand and motivate their employees. Human resources management also helps the organization remain compliant with employment laws.
Is your subordinate your boss?
No, because subordinate means placed in or belonging to a lower order or rank. If you were a boss, you would not be placed or belong in a lower order or rank.
