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Human Resource Management Functions Recruitement , Selection, Training And Development and other

All Human resource Management Function detail Definations, their purpose..Human Resource Management is the function within an organization that focuses on recruitment, management, and the direction of the people..Human Resource Management section, including hundreds of human resource articles..
Monday, November 21, 2011

Compensation Management - Meaning

If you pick the right people and give them the opportunity to spread their wings - and put compensation and rewards as a carrier behind it - you almost dont have to manage them. Jack Welch Most of us would have heard the term compensation in the context of getting paid for the work that we do. The work can be as part of full time engagement or part time in nature. What is common to them is that the reward that we get for expending our energy not to mention the time is that we are compensated for it. From the perspective of the employers, the money that they pay to the employees in return for the work that they do is something that they need to plan for in an elaborate and systematic manner. Unless the employer and the employee are in broad agreement (We use the term broad agreement as in many cases, significant differences in perception about the employees worth exist between the two sides), the net result is dissatisfaction from the employees perspective and friction in the relationship. It can be said that compensation is the glue that binds the employee and the employer together and in the organized sector, this is further codified in the form of a contract or a mutually binding legal document that spells out exactly how much should be paid to the employee and the components of the compensation package. Since, this article is intended to be an introduction to compensation management, the art and science of arriving at the right compensation makes all the difference between a satisfied employee and a disgruntled employee. Though Maslows Need Hierarchy Theory talks about compensation being at the middle to lower rung of the pyramid and the other factors like job satisfaction and fulfilment being at the top, for a majority of employees, getting the right compensation is by itself a motivating factor. Hence, employers need to quantify the employees contribution in a proper manner if they are to get the best out of the employee. The provision of monetary value in exchange for work performed forms the basis of compensation and how this is managed using processes, procedures and systems form the basis of compensation management. As the module progresses, readers would be introduced to other aspects of compensation management like the components of compensation management, types of compensation, inclusion of variable pay, the use of Employee Stock Options etc. The aspect of how skewed compensation management leads to higher attrition is discussed as well. This aspect is important as studies have shown that a majority of the employees who quit companies give inadequate or skewed compensation as the reason for their exit. Hence,compensation management is something that companies must take seriously if they are to achieve a competitive advantage in the market for talent. Considering that the current trend in many sectors (particularly the knowledge intensive sectors like IT and Services) is to treat the employees as creators and drivers of value rather than one more factor of production, companies around the world are paying close attention to how much they pay, the kind of components that this pay includes and whether they are offering competitive compensation to attract the best talent. In concluding this article, it is pertinent to take a look at what Jack Welch had to say in this regard: As the quote (mentioned at the beginning of this article) says, if the right compensation along with the right kind of opportunities are made available to people by the firms in which they work, then work becomes a pleasure and the managers task made simpler leading to all round benefits for the employee as well as the employer. source website is *********************************************************

more concepts about Compensation Management is

Compensation Management The typical global enterprise still relies on spreadsheets or outdated legacy software systems to manage compensation, which leads to inconsistency in how compensation policies and plans are created, implemented, and measured. The fragmentation of compensation management within many organizations can result in poor decisions based on inaccurate or out-of-date information, inefficient and costly systems for rollups and approvals, and an inability to align compensation decisions to the performance of individuals and groups. SumTotal Compensation Management simplifies and standardizes the planning, modeling, budgeting, analysis, and execution of

global compensation and reward policies. Built on the industrys most complete talent platform, SumTotal Compensation Management enables you to:

y Achieve global compensation visibility by replacing spreadsheets and legacy systems with a flexible, centralized, and modern compensation system y Build a culture of high performers by aligning performance, goals, and rewards across an entire organization y Reduce the cost and complexity of compensation administrationby optimizing rollups, exception handling, and approvals source website is *****************
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Monday, November 14, 2011

Selection Process is One of the Most Important Function in Human Resource Management
The Recruitment and Selection Process is one of the basic HR Processes. Recruitment and Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. ****************************

Selection Process have some Important Characteristics

Based on objective criteria, the management team selects top performers in a given position. The top performing employees are assessed on their mental ability, behavioral traits and occupational interest, which include the following 20 core characteristics: - Learning index - Verbal skill - Verbal reasoning - Numerical ability - Numeric reasoning - Energy level - Assertiveness - Sociability - Manageability - Attitude - Decisiveness - Accommodating - Independence - Objective judgment - Enterprising - Financial - People service - Creative - Technical - Mechanical This data is used to create a unique job fit profile that lays the foundation for the skills and characteristics required by your company for screening and hiring talented people. ********************** Another is

Selection Process In Hrm

The selection process consists of various steps. At each stage facts may come to light which may lead to rejection of the applicant. Steps involved in the selection are: -application * Preliminary interview: - Initial screening is done to weed out totally undesirable/unqualified candidates at the outset. It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization. * Application blank: - Application form is a traditional and widely used device for collecting information from candidates. The application form should provide all the information relevant to selection. * Selection test: - Psychological are being increasingly used in employee selection. A test is sample of some aspects of an individuals attitude, behavior and performance. It also provides systematic basis fro comparing the behavior, performance and attitudes of two persons. * Employment interview: - An interview is a conversation between two persons. In selection it involves a personal, observational and face to face appraisal of candidates for employment. * Medical examination: - Applicants who have crossed the above stages are sent for a physical examination either to the companys physician or to a medical officer approved for the purpose. * Reference checks: - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well. * Final approval: - The shortlisted candidates by the department are finally approved by the executives of the concerned department. Employment is offered in the form of appointment letter mentioning the post, the rank, the grade, the date by which the candidate should join and other terms and conditions in brief. source file is Posted by musawarmcs at 6:16 AM 0 comments Labels: for more information and free books download visit

Thursday, November 3, 2011

Definition for recruitment, selection and training.

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. ****************

Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application

forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. **************** What is Recruitment?

recruitment is the process of attracting qualified applicants for a specific job. the process begins when applications are brought in and ends when the same is finished. the result is a pool of applicants, from where the appropriate candidate can be selected.
***************** Manage Recruitment and Staffing in Your Organization Recruitment and staffing provide the overall framework for the process of planning, recruiting, selecting, and hiring employees. The goal of recruitment and staffing is to identify the smartest, most versatile employees you can find. Retention of your best employees starts with your effective recruitment and staffing process, strategies, policies and procedures. Recruitment and staffing are the focus of these resources. ******************

Recruitment process outsourcing

Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider. The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the onboarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve

governmental compliance.

Source websites are htm

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Monday, September 26, 2011

Human Resource Management Definition

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. **************************************************************** Read more Posted by musawarmcs at 8:45 AM 1 comments Labels: for more information and free books download visit

Monday, June 27, 2011

Human Resource Development Different point of View

As technology is permeating our personal and professional lives, it is also having an enormous impact on the field of human resource development (HRD). Virtual HRD (VHRD) has recently emerged as a new area of inquiry in the field and is driving a paradigm shift necessitating new skills, policies and theories as we move forward. This webcast will highlight a recent issue of Advances in Developing Human Resources, (December, 2010) on Virtual Human Resource Development (VHRD).

Human resources is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR". Human resources is a relatively modern management term, coined as late as the 1960s. The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers. Posted by musawarmcs at 10:43 AM 0 comments Labels: for more information and free books download visit

Thursday, June 23, 2011

Key Functions of Human Resources

Human Resource Management functions described as: 1. Manpower Planning: The HR considers the actual requirement of the staff for the organization. Because the overstaffing is wasteful and expensive, and understaffing leads to loses of the organization economics and profits. 2. Employee selection: Selection of employees for the suitable job. 3

Employees motivating: Motivating employees and encourage them to give their best in work productivity. Providing financial rewards to the staff. 4. Employees relation: Keeping a healthy relationship with the employees and their problems are redressed. 5. Payroll module: Payment of salaries and wages to the workers at the proper time. friends links are source is Posted by musawarmcs at 2:46 PM 0 comments Labels: for more information and free books download visit

HR Functions
HR Other Functions Performance Appraisals Once a talented individual is brought into an organization, another function of HRM comes into playcreating an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee's performance can include subordinates, peers, group, and self, or a combination of one or more (Mondy and Noe, 1996). Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popular appraisal methods include (1) ranking of all employees in a group; (2) using rating scales to define above-average, average, and below-average performance; (3) recording favorable and unfavorable performance, known as critical incidents; and (4) managing by objectives, or MBO (Mondy and Noe, 1996). Cherrington (1995) illustrates how performance appraisals serve several purposes, including:(1) guiding human resource actions such as hiring, firing, and promoting; (2) rewarding employees through bonuses, promotions, and so on;(3) providing feedback and noting areas of improvement; (4) identifying training and development needs in order to improve the individual's performance on the job; and (5) providing job related data useful in human resource planning. Compensation and Benefits Compensation (payment in the form of hourly wages or annual salaries) and benefits (insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) can be a catch-22 because an employee's performance can be influenced by compensation and benefits, and vice versa. In the ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient benefits, and receive some intrinsic satisfaction (good work environment, interesting work, etc.). Compensation should be legal and ethical, adequate, motivating, fair and equitable, cost-effective, and able to provide employment security (Cherrington, 1995). Training and Development Performance appraisals not only assist in determining compensation and benefits, but they are also instrumental in identifying ways to help individuals improve their current positions and prepare for future opportunities. As the structure of organizations continues to changethrough downsizing or expansionthe need for training and development programs continues to grow. Improving or obtaining new skills is part of another area of HRM, known as training and development. "Training focuses on learning the skills, knowledge, and attitudes required to initially perform a job or task or to improve upon the performance of a current job or task, while development activities are not job related, but concentrate on broadening the employee's horizons" (Nadler and Wiggs, 1986, p. 5). Education, which focuses on learning new skills, knowledge, and attitudes to be used in future work, also deserves mention (Nadler and Wiggs, 1986). Because the focus is on the current job, only training and development will be discussed. Training can be used in a variety of ways, including (1) orienting and informing employees, (2) developing desired skills, (3) preventing accidents through safety training, (4) supplying professional and technical education, and (5) providing supervisory training and executive education (Cherrington, 1995). Each of the training methods mentioned has benefits to the individual as well as to the organization. Some of the benefits are reducing the learning time for new hires, teaching employees how to use new or updated technology, decreasing the number and cost of accidents because employees know how to operate a machine properly, providing better customer service, improving quality and quantity of productivity, and obtaining management involvement in the training process (Cherrington, 1995). When managers go through the training, they are showing others that they are taking the goals of training seriously and are committed to the importance of human resource development.

The type of training depends on the material to be learned, the length of time learners have, and the financial resources available. One type is instructor-led training, which generally allows participants to see a demonstration and to work with the product first-hand. On-the-job training and apprenticeships let participants acquire new skills as they continue to perform various aspects of the job. Computer-based training (CBT) provides learners at various geographic locations access to material to be learned at convenient times and locations. Simulation exercises give participants a chance to learn outcomes of choices in a nonthreatening environment before applying the concept to real situations. Training focuses on the current job, while development concentrates on providing activities to help employees expand their current knowledge and to allow for growth. Types of development opportunities include mentoring, career counseling, management and supervisory development, and job training (Cherrington, 1995). Employee & Labor Relations Just as human resource developers make sure employees have proper training, there are groups of employees organized as unions to address and resolve employment-related issues. Unions have been around since the time of the American Revolution (Mondy and Noe, 1996). Those who join unions usually do so for one or both of two reasons to increase wages and/or to eliminate unfair conditions. Some of the outcomes of union involvement include better medical plans, extended vacation time, and increased wages (Cherrington, 1995). Today, unions remain a controversial topic. Under the provisions of the Taft-Hartley Act, the closed-shop arrangement states employees (outside the construction industry) are not required to join a union when they are hired. Union-shop arrangements permit employers to hire non-union workers contingent upon their joining the union once they are hired. The Taft-Hartley Act gives employers the right to file unfair labor practice complaints against the union and to express their views concerning unions (Cherrington, 1995). Not only do HR managers deal with union organizations, but they are also responsible for resolving collective bargaining issues namely, the contract. The contract defines employment related issues such as compensation and benefits, working conditions, job security, discipline procedures, individuals' rights, management's rights, and contract length. Collective bargaining involves management and the union trying to resolve any issues peacefullybefore the union finds it necessary to strike or picket and/or management decides to institute a lockout (Cherrington, 1995). Safety and Health Not only must an organization see to it that employees' rights are not violated, but it must also provide a safe and healthy working environment. Mondy and Noe (1996) define safety as "protecting employees from injuries caused by work-related accidents" and health as keeping "employees free from physical or emotional illness" (p. 432). In order to prevent injury or illness, the Occupational Safety and Health Administration (OSHA) was created in 1970. Through workplace inspections, citations and penalties, and on-site consultations, OSHA seeks to enhance safety and health and to decrease accidents, which lead to decreased productivity and increased operating costs (Cherrington, 1995). Health problems recognized in the workplace can include the effects of smoking, alcohol and drug/substance abuse, AIDS, stress, and burnout. Through employee assistance programs (EAPs), employees with emotional difficulties are given "the same consideration and assistance" as those employees with physical illnesses (Mondy and Noe, 1996, p. 455). Human Resource Research In addition to recognizing workplace hazards, organizations are responsible for tracking safety- and health-related issues and reporting those statistics to the appropriate sources. The human resources department seems to be the storehouse for maintaining the history of the organization everything from studying a department's high turnover or knowing the number of people presently employed, to generating statistics on the percentages of women, minorities, and other demographic characteristics. Data for the research can be gathered from a number of sources, including surveys/questionnaires, observations, interviews, and case studies (Cherrington, 1995). This research better enables organizations to predict cyclical trends and to properly recruit and select employees. Conclusion

Research is part of all the other six functions of human resource management. With the number of organizations participating in some form of international business, the need for HRM research will only continue to grow. Therefore, it is important for human resource professionals to be up to date on the latest trends in staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, and safety and health issues both in the United States and in the global market. One professional organization that provides statistics to human resource managers is the Society for Human Resource Management (SHRM), the largest professional organization for human resource management professionals. Much of the research conducted within organizations is sent to SHRM to be used for compiling international statistics.

Bibliography Cherrington, David J. (1995). The Management of Human Resources. Englewood Cliffs, NJ: Prentice-Hall. Mondy, R. Wayne, and Noe, Robert M. (1996). Human Resource Management. Upper Saddle River, NJ: Prentice-Hall. Nadler, Leonard, and Wiggs, Garland D. (1986). Managing Human Resource Development. San Francisco: Jossey-Bass.