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The Human Resources Certification Institute has established six categories essential for human resources professionals. These are: Strategic HR Management: The processes and activities used to formulate HR objectives, practices and policies to meet the short- and long-range organisational needs and opportunities, to guide and lead the change process and to evaluate HR s contributions to organisational effectiveness. Workforce Planning and Employment: The processes of planning, developing, implementing, administering and performing on-going evaluation of recruiting, hiring, orientation and organisational exit, to ensure that the workforce will meet the organisations goals and objectives. Human Resource Development: The processes of ensuring that the skills, knowledge, abilities and performance of the workforce meet current and future organisational and individual needs through developing, implementing and evaluating activities and programs addressing employee training and development, change and performance management and the unique needs of particular employee groups. Compensation and Benefits: The processes of analysing, developing, implementing, administering and performing on-going evaluation of a total compensation and benefits system for all employee groups consistent with human resource management goals. Employee and Labour Relations: The processes of analysing, developing, implementing, administering and performing on-going evaluation of the workplace relationship between employer and employee (including the collective bargaining process and union relations), in order to maintain effective relationships and working conditions that balance the employers needs with the employees rights in support of the organisations strategic objectives. Occupational Health, Safety and Security: The processes of analysing, developing, implementing, administering and performing on-going evaluation of programs, practices and services to promote the physical and mental well-being of individuals in the workplace and to protect individuals and the workplace from unsafe acts, unsafe working conditions and violence.
Adapted 25/03/12 from: 2012 National Telecommunications Cooperative Association http://www.ntca.org/human-resources-certification-institute-hrci/hr-body-of-knowledge.html
Gold Standard of Leadership and Management: A paragon of excellence in leadership and management; an ideal instance of leadership and management; a perfect embodiment of leadership and management.
Dessler, Human Resource Management, 11Edition (Prenhall 2008) Chap01 - Introduction to HRM Chap02 - Equal Opportunity & the Law Chap03 - Strategic HRM & the HR Scorecard Chap04 - Job Analysis Chap05 - Personnel Planning & Recruiting Chap06 - Employee Testing & Selection Chap07 - Interviewing Candidates Chap08 - Training & Developing Employees Chap09 - Performance Management & Appraisal Chap10 - Managing Careers Chap11 - Establishing Strategic Pay Plans Chap12 - Pay for Performance & Financial Incentives Chap13 - Benefits & Services Chap14 - Ethics, Justice & Fair Treatment in HRM Chap15 - Labour Relations & Collective Bargaining Chap16 - Employee Safety & Health Chap17 - Managing Global Human Resources Mathis & Jackson, Human Resource Management (South Western Educational Publishing 13th Ed 2011) Chap01 - Human Resource Management in Organisations Chap02 - Strategic HR Management & Planning Chap03 - Managing Diversity & Equal Opportunity Chap04 - Workers, Jobs & Job Analysis Chap05 - Human Resource Planning & Retention Chap06 - Recruiting & Labour Markets Chap07 - Selecting Human Resources Chap08 - Training Human Resources Chap09 - Talent Management Chap10 - Performance Management & Appraisal Chap11 - Total Rewards & Compensation Chap12 - Incentive Plans & Executive Compensation Chap13 - Managing Employee Benefits Chap14 - Risk Management & Worker Protection Chap15 - Employee Rights & Responsibilities Chap16 - Union-Management Relations CIPD Factsheets 1 Management Development Factsheet Talent Management Overview Factsheet Secondment Factsheet Succession Planning Factsheet Competence and Competency Frameworks Factsheet Performance Management Overview Factsheet Performance Appraisal Factsheet 360 Degree Feedback Factsheet The Role of Line Managers in HR Employee Relations Overview Factsheet Employee Turnover and Retention Factsheet Employee Communication Factsheet Employee Voice Factsheet Employee Engagement Factsheet Diversity in the Workplace Factsheet The Psychological Contract Factsheet Corporate Responsibility Factsheet Employer Brand Factsheet
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HR Outsourcing Factsheet CIPD Factsheets 2 Leadership Factsheet Sustainable Organisation Performance Factsheet Organisation Development Factsheet Change Management Factsheet Human Capital Factsheet Strategic Human Resource Management Factsheet HR Business Partnering Factsheet HR Policies Factsheet Job Design Factsheet HR Shared Service Centres Factsheet Induction Factsheet Identifying Learning and Talent Development Needs Factsheet Learning and Talent Development Strategy Factsheet Learning Methods Factsheet Coaching and Mentoring Factsheet E-Learning: Progress and Prospects Factsheet Costing and Benchmarking Learning and Development Factsheet Evaluating Learning and Talent Development Factsheet
productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and workers participation in management. These three phases may be termed as welfare, development and empowerment. Human Resource Management: Nature Human Resource Management is a process of bringing people and organisations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organisation. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organisation meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organisation. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect It deals with working conditions and amenities such as canteens, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Human Resource Management: Beliefs The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organisation and can be developed and increased to an unlimited extent. A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organisation. Employees feel committed to their work and the organisation, if the organisation perpetuates a feeling of belongingness. Employees feel highly motivated if the organisation provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use ones capabilities and potential in ones work. It is every managers responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives To help the organisation reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings.
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identify and satisfy the needs of individuals. ensure reconciliation of individual goals with those of the organisation. achieve and maintain high morale among employees. provide the organisation with well-trained and well-motivated employees. increase to the fullest the employees job satisfaction and self-actualization. develop and maintain a quality of work life. be ethically and socially responsive to the needs of society. develop overall personality of each employee in its multidimensional aspect. enhance employees capabilities to perform the present job. equip the employees with precision and clarity in transaction of business. inculcate the sense of team spirit, team work and inter-team collaboration.
Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: Human resource or manpower planning Recruitment, selection and placement of personnel Training and development of employees Appraisal of performance of employees Taking corrective steps such as transfer from one job to another Remuneration of employees Social security and welfare of employees Setting general and specific management policy for organisational relationship Collective bargaining, contract negotiation and grievance handling Staffing the organisation Aiding in the self-development of employees at all levels Developing and maintaining motivation for workers by providing incentives Reviewing and auditing manpower management in the organisation Potential Appraisal Feedback Counselling Role Analysis for job occupants Job Rotation Quality Circle, Organisation development and Quality of Working Life Human Resource Management: Major Influencing Factors In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: Size of the workforce Rising employees expectations Drastic changes in the technology as well as life-style Composition of workforce New skills required Environmental challenges Lean and mean organisations Impact of new economic policy Political ideology of the Government Downsizing and rightsizing of the organisations Culture prevailing in the organisation, etc. Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1. There should be a properly defined recruitment policy in the organisation that should give its focus on professional aspect and merit based selection.
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2. In every decision making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-work and inter-team collaboration. 3. Opportunity and comprehensive framework should be provided for full expression of employees talents and manifest potentialities. 4. Networking skills of the organisations should be developed internally and externally as well as horizontally and vertically. 5. For performance appraisal of the employees emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review. 6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold. 7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer s needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organisation. 8. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 9. For proper utilization of manpower in the organisation the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 10. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organisational aspects only but the environmental changes of political, economic and social considerations should also be taken into account. 11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning. To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organisational cultures that foster innovation and flexibility. Dessler, Human Resource Management, 12Edition (Prenhall 2011) ftp://ftp.amberton.edu/_KMcBrayer/Power%20Points/MJ12eCh01.ppt Dessler, Human Resource Management, 13Edition (Prenhall 2012)
Much of the responsibility for the management of human resources is devolved down the line. Trends in Strategic Human Resource Management Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalisation. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century: Internationalisation of market integration. Increased competition, which may not be local or even national through free market ideology. Rapid technological change. New concepts and perspectives of line and general management. Constantly changing ownership and the resultant corporate climates. Cross-cultural issues. The economic gravity shifting from developed to developing countries. SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.
Adapted 22/06/12 from: 2012 EzineArticles.com http://ezinearticles.com/?What-is-Strategic-Human-Resource-Management?&id=549585
8. Develops Staff Potentialities: HRM develops the potentialities of the staff by giving them training and development. This will make the staff more efficient, and it will give them more job satisfaction. 9. Key Elements for Solving Problems: Today, we have rapid technological, managerial, economic and social changes. These changes bring many problems. HRM continuously tries to solve these problems. 10. Long Term Benefits: HRM brings many long term benefits to the individuals (staff), the organisation and the society. It gives many financial and non-financial benefits to the staff. It improves the image and profits of the organisation. It also provides a regular supply of good quality goods and services at reasonable prices to the society. Scope of Human Resource Management The Scope of Human Resource Management HRM is discussed below: 1. Human Resource Planning (HRP): HRP estimates the manpower demand and manpower supply of the organisation. It compares the manpower demand and manpower supply. If there is manpower surplus then it gives voluntary retirement, layoff, etc. to some employees. If there is manpower shortage then it hires employees from outside, gives promotion to employees, etc. 2. Acquisition Function: Acquisition function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of employees. HRM uses the scientific selection procedure for selecting the right man for the right post. The right man is given proper placement and induction. 3. Placement Function: HRM also performs the placement function. Placement is done after selection of employees. It means to put the right man in the right place of work. Proper placement gives job satisfaction to the employees, and it increases their efficiency. 4. Performance Appraisal: HRM also conducts a performance appraisal. Performance appraisal is a systematic evaluation of the employees' performance at work. It informs the employees about their strengths and weakness. It also advises them about how to increase their strengths and remove their weaknesses. 5. Career Development: HRM also helps the employees in planning and developing their careers. It informs them about future promotions and how to get these promotions. It helps them to grow and develop in the organisation. 6. Training and Development: HRM also provides training and development to the employees. Training means to increase the knowledge and skills of the employee for doing a particular job. Training given to managers is called development. So, training is given to employees while development is given to managers. 7. Quality of Work Life (QWL): HRM also includes Quality of Work Life. QWL is a technique for improving productivity and quality of work. It involves labour management co-operation, collective bargaining and participative management. QWL provides good working conditions, job security, good pay and other facilities such as flexible working hours, freedom to suggest changes or improvements, etc. OWL creates a sense of belonging. This benefits the organisation as well as the individual employees. 8. Employees' Welfare: HRM provides employee's welfare. Welfare measures include paid holidays, medical insurance, canteen facilities, recreation facilities, rest room, transport
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facilities, etc. Proper and timely welfare facilities motivate the employees to work hard in the organisation. 9. Compensation Function: Employees must be rewarded and recognised for their performance. HRM makes proper compensation packages for the employees. These packages motivate the employees and increase their morale. Rewards are given to individuals, and teams. The rewards may be in the form of higher pay, bonus, other monetary incentives, and non-monetary incentives such as a certificate of appreciation, etc. 10. Labour Relations: HRM is also includes industrial relations. It includes union management relations, joint consultations, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc. 11. Maintenance Function: HRM also performs the maintenance function. That is, protecting and promoting the health and safety of the employees. HRM introduces health and safety measures. It also provides other benefits such as medical aid, provident fund, pension, gratuity, maternity benefits, accident compensation, etc., to the employees.
Adapted 24/06/12 2012 Kalyan City Life http://kalyan-city.blogspot.com/2011/04/human-resource-management-hrm-meaning.html
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