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
HRM Functions
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
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
Theories of Collective Bargaining
Collective bargaining is process of joint decision making and basically represents a democratic way of life in industry. It is the process of negotiation between firm’s and workers’ representatives for the purpose of establishing mutually agreeable conditions of employment. Collective bargaining is a technique adopted by two parties to reach an understanding acceptable to both through the process of discussion and negotiation. Collective bargaining involves discussions and negotiations between two groups as to the terms and conditions of employment. It is called ‘collective’ because both the employer and the employee act as a group rather than as individuals. It is known as ‘bargaining’ because the method of reaching an agreement involves proposals and counter proposals, offers and counter offers and other negotiations There are three important theories of collective bargaining which have been discussed as follows: 1. The Marketing Concept and the Agreement as a Contract The marketing concept views Continue reading
Requirements of a Successful Industrial Relations Programme
Today’s professional industrial relations director, or by whatever title he is designated, no longer views his job as personalizing management, or that of a social worker in a factory, or a union buster, he looks upon his department as an adjunct to management supervision at all levels; he keeps other executives informed about new discoveries, programme trends and needs. At the same time, he provides efficient service in the operation of several centralized services. A successful industrial relations programme reflects the personnel viewpoint, which is influenced by three main considerations: Individual thinking Policy awareness and Expected group reaction Individualized thinking makes if imperative for the administrator to consider the entire situation in which the affected individual is placed. Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision which a management takes; while expected group reaction balances what we know of human nature Continue reading
Determinants of Job Stress
One major source of job stress is the job itself. The way the job is designed, the amount of time pressure an individual faces and the amount of expectations others have of a person at work can all lead to job stress. Interpersonal relationships are a second source of job stress. How much contact an individual has with coworkers and managers, how much time he or she deals with clients or consumers, and how pleasant those interactions are all influences of how much stress an individual experiences at work. Third source is problems in personal lives, which can spill over into the work environment, adding further tension to an already stressful work situation. Determinants of Job Stress Job Characteristics A major source of job stress is a person’s role in the organization. A role is simply the set of expectations that other people in the organization have for an individual, Continue reading