Mba ii hrm u-2.5 orientation

The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.

The document discusses the key concepts of human resource management (HRM). It begins with an introduction to HRM and its focus on employee recruitment, training, performance management and rewards. It then covers the meaning, evolution and significance of HRM from an organizational, professional and social perspective. The functions of HRM include managerial roles like planning, organizing and controlling personnel, as well as operative roles in employment, development and compensation. Recent HRM trends involve issues like globalization, diversity, skills changes and work-life balance.

The document discusses the 3-P Compensation Concept which includes Pay for Position, Pay for Person, and Pay for Performance. Pay for Position bases pay on the job requirements rather than individual skills. Pay for Person links pay to individual skills, competencies, and market demand. Pay for Performance provides financial rewards based on performance assessments against individual, team, or organizational goals.

The document discusses executive or management development. It defines executive development as a planned, systematic process for managers to develop conceptual and analytical abilities. The purpose is to improve managerial performance through knowledge, attitudes, and skills. Features include improving ability to handle diverse jobs and meet future needs. Methods discussed include case studies, business games, role playing, sensitivity training, job rotation, and special projects. The importance is developing skills and preparing executives for superior positions.

E-HRM, E-Human Resource Management, E-Recruitment, E-Business, advantages of e-hrm, disadvantages of e-hrm, Advantages Of E-Recruitment, Disadvantages Of E-Recruitment, E-Performance management, e-hr records, e-selection, e-training & development

The document summarizes key aspects of planning for and recruiting human resources from Chapter 5 of the textbook "Fundamentals of Human Resource Management 4th edition". It discusses forecasting labor supply and demand, determining surpluses or shortages, addressing those issues, internal and external recruitment sources, and the recruiter's role in attracting qualified job applicants.

The document discusses employee transfers and promotions within organizations. It provides details on: - Assessing internal candidates for transfers based on fit for other jobs, strategic capabilities, and downsizing decisions. Assessment methods include skills inventories, mentoring, performance reviews, and more. - Transfers are used to build effective work teams by increasing versatility, correcting issues, relieving monotony, and adjusting workforce needs. Promotions recognize performance and motivate employees, while developing skills for higher roles. Reasons, types, importance, and drawbacks of transfers and promotions are outlined.

This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Training and Development

University of Messina Department of Economics document discusses the relationship between total quality management (TQM) and human resource management (HRM). It explains that TQM and HRM pursue the same goals of profitability, productivity, customer orientation, and workforce motivation. Successful TQM implementation requires refashioning HRM practices like empowering employees, encouraging teamwork, extensive training, non-traditional performance evaluations focusing on development, and compensation systems fostering cooperation over individual incentives. The document also discusses how the Indian company Infosys applies quality principles to its HRM processes like recruitment, promotions, managing resignations, and ensuring constant skills development. It concludes that quality management can change how HRM functions operate and redefine their performance