Improving business performance is a journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of employees in their jobs today and prepare them for tomorrow. Over the years, training programmes have grown into corporate with these goals in mind. Training programmes should enhance performance and enrich the contributions of the workforce. The ultimate goal of training is to develop appropriate talent in the workforce internally. Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs have multiplied but not its benefits. Dissatisfaction persists and is growing at the working level where the benefits of training should show up most clearly. This disillusionment shows in many ways — reluctance Continue reading
Human Resource Management
Human Resource Management (HRM) is branch of management that deals with people at work, it is concerned with the human dimensions of management of the organization. As organization consists of people, therefore acquiring them, developing their skills, providing them motivation in order to attain higher goal and ensuring that the level of commitment is maintained are the important activities.
Enriched Work Systems
The Socio-Technical Model of Enriched Work Systems The classical design of jobs was to construct them according to the technological imperative, that so, to design them according to the needs of technology and efficiency and give little attention to other criteria. Job enrichment went a large step toward emphasizing the human (social) side by exploring how jobs could be redesigned to make them more motivating and satisfying. An even more comprehensive approach is to provide a careful balance of the human imperative and the technological imperative. Work environments, and the jobs within them, are required to fit people as well as technology. The socio-technical systems approach considers not only how inputs are transformed into outputs, but also how employees and the organization can develop interpersonal and social relationships for mutual gain. Both technical and social systems receive high priority, and they are simultaneously managed for the best possible integration. This Continue reading
Selection Process in Human Resource Management
Selection Process Selection activities usually follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. It is very important for human resources management because this process help human resources personnel to identify the candidate with the necessary qualification to perform successfully in the job. Selection process has several steps which are as follows: Initial Screening: To further proceed with recruiting efforts, human resources management has to initiate a preliminary review of the potentially acceptable candidates. There are two steps for this screening procedure. (1)The screening of inquiries and (2)The provision of screening interviews. Once the screening process is successful, an organization will have a pool of potential candidate. On the basis of job description and job specification, many of the candidates have been removed from the potential list. These occur due to irrelevant experience or inadequate qualification and education. The provision of screening Continue reading
The Strategic Role of HR
As people become the key competitive advantage in any industry, the human resource (HR) development function will and should play a more strategic role. It should go beyond its mere administrative support function to operations and front line departments. Whether or not company views HR strategically may decide whether market share, sales, or profits would increase or not. An effective HR strategy becomes equally decisive as the company‘s marketing strategy. Technology too is changing HR roles. As industries, specifically the services sector, and the way they compete become knowledge-based, HR performance indicators will shift from manpower and man-hours supplied to brainpower and brain hours delivered. The key result areas in people management will also shift from production and quantity to productivity and quality. Capability, measured in employee ideas generated and implemented, and productivity gained, will be more important than capacity, measured in man-hours available, man-hours lost, absenteeism, etc. The current Continue reading
Effects of Job Satisfaction and Dissatisfaction on Employee Behavior
Job satisfaction is related to the positive feeling an employee perceives about one’s job resulting from an evaluation of its characteristics. Jobs require interaction with coworkers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions. It has been identified that a positive relationship exists between a person’s job satisfaction level and holding of positive feelings about the same concerned job whereas a person dissatisfied with his job carries negative feelings about the job and organization. Every organization works towards having satisfied employees. When employees are dissatisfied with their jobs, lack job involvement and are low in their commitment to the organization, a wide variety of consequences follows in. Dissatisfied employees may engage in psychological withdrawal, physical withdrawal or even acts of aggression and retaliation for presumed wrongs. Satisfied employees may provide acts of consumer service beyond the call of duty, have sparkling work records, and Continue reading
Job Training Techniques – Different Methods of Training Employees
The aim of training and development programs is to improve organizational capabilities and employee ability. When the organization invests in improving the skills and knowledge for its employees, the investment will lead to more productive and effective employees. Successful Training and development programme focuses on employee performance or team performance. Training and development programmes should be based on training needs identified by their analysis, that money and time invested in training and development should be related or linked to the mission or core business strategy of the organization. Training and development can be classified as external and internal. Externally training and development can be provided by private training organizations and co-workers, while Internal training can be on-the-job or off-the-job. On-the-job training is a training being instructed by another trainer, fellow worker or supervisor while off-the-job training provided by the organization in the form of demonstrations and lectures, but far away Continue reading