Career counselling is a process whereby an employee is guided by a manager in performance-related behavior. The employee is unable to perform the job satisfactorily. His work behavior is inconsistent with the work environment and organizational culture. It is manifested in fighting, stealing, unexcused lateness and absence.Ā Career counselling involves guiding of employee by a manager to overcome performance problems. The problem is desire-created based on unwillingness. Career counselling involves the following steps: Identification of the performance problem ā The reason for poor performance should be identified. Specific job behavior should be objectively documented in terms of date, time, and what happened. The manager should have good listening skills to uncover the reason for performance problem. The manager should focus on job performance problems only, not the employee as a person. He should treat the employee objectively, fairly and equitably.Ā Make sure the employee owns up the problem ā TheĀ 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.
Human Resource Strategy ā Meaning, Objectives and Charactristics
Concept and Meaning of Human Resource Strategy The word āstrategyā can be understood as a long range direction and scope of an organization. It provides a framework to achieve organizational goals and objectives. It develops a grand plan about how the company is going to achieve the desired result and how to compete with other rival firms. It also focuses on how the resources are employed effectively an efficiently. In the light of it, Human resource strategy can be defined as a process which helps management anticipate and manage the rapidly increasing changes. It is concerned with long range direction and scope of HR activities in the organization. It is broad action plan designed to accomplish the goals and objectives of human resource management function in the organization. Moreover, it is concerned with establishing relationship between long range HR direction and business strategy. It involves philosophy that people are managedĀ Continue reading
Best Fit and Best Practice Approaches in Strategic HRM
The concepts of ābest fitā and ābest practiceā are two well known approaches to human resource management. The ābest fitā perspective claims that HR strategy become more and more efficient when it is linked to its environment of the business. It explores the close link between strategic management and HRM by assessing the extend to which there is a vertical integration between an organizations business strategy and its HRM policies and practices. āBest practiceā approach claims that certain ābestā human resource practices would result in enhanced organizational performance, manifested in improved employee attitude, lower level of absenteeism and turnover, higher level of skills for higher productivity, enhanced quality and efficiency. That is why the ābest practiceā model is also referred as high commitment models.Ā Best Fit Approach The best-fit model is considered as a variant from precedent models of Harvard, Michigan and York and is called āmatching modelā for HRM.Ā Continue reading
What are the Different Types of Employee Contracts?
A contract of employment is essentially an agreement between the employer and the employee. It should have the purpose of outlining the specific terms and conditions of employment.Ā This can be either verbal or in writing and it can be regarded as forming the basis of the employment relationship between employer and employee. The implications of different types of employment contracts can mean that there are different outcomes or considerations for the employer, depending on the type of contract. A full-time contract involves a set amount of working hours and terms and conditions including the minimum hours set by the employer, which is normally 35 hours or more a week. A full-time contract is also usually covered by employment laws and implies a permanent employment type. A full-time contract can also be beneficial for staff retention and be more attractive to loyal and committed employees. It is also more difficultĀ Continue reading
Features of Management By Objectives (MBO)
Management by Objectives (MBO) was first popularized by Peter Drucker in 1954 book āThe Practice of Managementā. Drucker drafted MBOs as an approach to get the management and employees to jointly set goals to achieve known as objectives. The main purpose for setting objectives was to give both the managers and employees a clear understanding of what they were expected to do in the organization in order to achieve the objectives set. The objectives were set during certain time periods which at the end of the period to evaluative performances are carried out to determine the extent to which the set objectives had been achieved. An example of an objective includes attaining a sales or profit target by the end of a financial year. In the modern world of business where gaining competitive over competitors has became one of the main goals by organization, Management by Objective has become oneĀ Continue reading
Steps in Management by Objectives (MBO) Process
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. Management by Objectives (MBO) was first outlined by Peter Drucker in 1954 in his book āThe Practice of Managementā. In the 90s, Peter Drucker himself decreased the significance of this organization management method, when he said: āItās just another tool. It is not the great cure for management inefficiency.ā The main features of MBO are: Management by Objectives is a philosophy or a system, and not merely technique. It emphasizes participative goal setting. It clearly defines each individual responsibility in termsĀ Continue reading