Human Resources

By: Elvis Walla-BBA student,

Management College of South Africa

Introduction

Human Resoource Management had emerged over years at different levels. Though the subject is significant different today.

Prior to Industrial revolution in late 18th century and earlier 19th century, human being was busy with home affairs and agriculture for local consumption only. There was no business transaction in existance, as such there was no need for formal employment system.

When Industrial revolution started in 1880 - 1920 there was massive production forcing work stations to move from homes to factories here the idea for formal employment system was concived.

hiring people or (B)

Many organizations have many ways to ensure that they're employees will be productive and committed to their work. Most companies will offer incentives like pay increases.

Performance Appraisal is a tool to find out the working and achievement of the orker in an organization. One type of appraisal is a 90 degree appraisal.

In appraisal the feedback of the employee is taken from various other variants like the peers, managers, self appraisal, immediate superiors. In the present form of appraisal only one of the above virtual circle of the employee gives a feedback about the worker.

As the number of variants increase the persons from whom the feedback of the employee is taken increases making it a 90 degree angle of a circle.

SEVEN ACADEMY provides short-time courses where you can get deep knowledge with practical and interactive learning with 36 modules

Recruitment & Placement

Training and Development

Generized HR Activity

Negotiation Skill

HR communication

Labour Law

Employee Engagement

and many more such topics to be learned in this course, which will help to get promoted in the job or will help to find Job as they also provide Career Counseling.

Workforce diversity creates satisfaction for the minorities. It is frustrating for the majority because it appears that they are favored. The minority is thrilled they have an opportunity for equality in the workplace.

That is very difficult and you have my sympathy. Remain polite at all times is the best policy. If you ever do feel you have to speak to her about it, make sure you see her privately, NEVER be tempted to be sarcastic in front of other workers. If you do get to see her privately you could start by asking her if she has confidence in your work... but it is a really risky strategy to start questioning any boss... Is there a higher manager you could go to? But again, that can be risky if they don't know you personally. Good luck with this problem.

As a HR Manger they should have the ability to counsel the employees when they are facingdifficultyin improvingperformance. while doing the counseling HRMangerswould reduce the mental pressure and the employee will getrelieffrom mental stress.And they canidentifythe scale of interest of employess in the different fields

Activities performed by the human resources management information systems include, work-force analysis and planning, hiring, training, and job assignments.

Regularly provide open and transparent feedbacks to the employees
Establish clear connection between performance and compensation
Provide learning and development opportunities
Evaluate performance and distribute incentives and rewards on fair and equated basis
Provide maximum opportunities for career growth

one is a human resource manager and the other one is a personal relation officer

...

the difference is quite clear

http://www.bizcenter.com/skillpay.htm http://books.google.co.in/books?id=U4944JHEGaIC&pg=RA1-PA238&lpg=RA1-PA238&dq=advantages+job+based+pay&source=bl&ots=AVREdTejwl&sig=f-jl3C51yQhCcUagLmpuYr_ufJ4&hl=en&ei=p2IXSp-LAtKfkQW4nej1DA&sa=X&oi=book_result&ct=result&resnum=3#PRA1-PA239,M1

pad and tati khao te pat paro

1. Greed is one of the major factor of brain drain.
2. Lack of job opportunities.
3. People want to increase their standard of living.
4. Unstable political situation.
5. Volatile economy.
6. Lack of research facilities.
7. Getting higher education.
8. Discrimination in every field of life.
9. Disrespect of the local degrees.
10. Lack of satisfactory working conditions.

human resource management means managing and directing the people who work in organisation and human resource development means to develop the people with giving the training.

Any set of benchmarks that are set for standards must be acceptable to the company. Individuals must meet these minimum benchmarks as a condition of employment. If an employee will not or cannot meet the standards, then the options are restricted to "can he be retrained" or "at what point do I fire him"

Most companies set standards for their employees based on the company needs. A retail establishment would want higher standards for sales persons as opposed to factory workers, although this can vary. If a factory worker is required to wear a uniform, then this is the benchmark for that company.

Personal hygene is benchmarked usually based on the proximity to other people. Odors are distracting to others.

In short, the company's needs determine the standards for their own performance needs. The worker accepts those benchmarks when he accepts the position.

It is exactly what it sounds like. It is a plan for how a company will recruit new or replacement personnel. Some methods to consider are printed want ads, on-line ads, trade shows, job fairs, etc.

education

career

settlement

family

children

health

care

insurance

safety

support

A golden parachute is given to an executive of a company if they are laid off due to a change in management or downsizing. The golden parachute is usually a large severance pay.

I was just called for an interview and that call came from 661-259-3406, but I was given 661-255-4801 in case I had to call for anything.

The soft-hard dichotomy in HRM exists primarily within normative, or prescriptive, models of human resource management, rather than in what Legge (1995 b) terms the descriptive-functional or critical-evaluative traditions. The earliest examples where this terminology is used are in the work of Guest (1987) and Storey (1987; 1992). Guest (1987), in seeking to define HRM, identifies two dimensions, soft-hard and loose-tight. Similarly, Storey (1992) plots existing interpretations of HRM along the two dimensions of soft-hard and weak-strong. Although these two commentators draw heavily on the work of American HRM academics in drawing a distinction between the two forms-the Harvard model for the soft version (Beer et al, 1985) and the Michigan model for the hard version (Fombrun et al. 1984)--the terms 'soft' and 'hard' have not been used in the American literature, and the debates surrounding them have taken place exclusively in a British context (Hendry and Pettigrew 1990).

Guest (1987) and Storey (1992) in their definitions of soft and hard models of HRM view the key distinction as being whether the emphasis is placed on the human or the resource. Soft HRM is associated with the human relations movement, the utilization of individual talents, and McGregor's (1960) Theory Y perspective on individuals (developmental humanism). This has been equated with the concept of a 'high commitment work system' (Walton 1985b), 'which is aimed at eliciting a commitment so that behaviour is primarily self-regulated rather than controlled by sanctions and pressures external to the individual and relations within the organization are based on high levels of trust' (Wood 1996: 41). Soft HRM is also associated with the goals of flexibility and adaptability (which themselves are problematic concepts, as we shall see in more detail later), and implies that communication plays a central role in management (Storey and Sisson 1993).

Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-strategic aspects of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist approach (Storey 1992: 29; see also Legge 1995 b). Hard HRM focuses on the importance of 'strategic fit', where human resource policies and practices are closely linked to the strategic objectives of the organization (external fit), and are coherent among themselves (internal fit) (Baird and Meshoulam 1988; Hendry and Pettigrew 1986), with the ultimate aim being increased competitive advantage (Alpander and Botter 1981; Devanna et al. 1984; Lengnick-Hall and Lengnick-Hall 1990; Miles and Snow 1984; Storey and Sisson 1993; Tichy et al. 1982; Tyson and Fell 1986).

Education, skill training, pleasant personality, determination and discipline, focus and energy.

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