Category: Human Resource Management

Human Resource Management Content, Performance, and Productivity! HRM or HR is the management of human resources. It designing to maximize employee performance in service of an employer’s strategic objectives. HR primarily concerning with the management of people within organizations, focusing on policies and on systems.

HRM departments are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefits systems). HR also concerns itself with organizational change and industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.

Also learn, Human resources focus on maximizing employee productivity. HRM professionals manage the human capital of an organization and focus on implementing policies and processes. They can specialize in recruiting, training, employee relations, or benefits. Recruiting specialists find and hire top talent. Also, Training and development professionals ensure that employees train and have continuous development.

This is done through training programs, performance evaluations, and reward programs. Employee relations deals with concerns of employees when policies are defective, such as in cases involving harassment or discrimination. Someone in benefits develops compensation structures, family-leave programs, discounts, and other benefits that employees can get.

  • What is the Source of Recruitment in the Organization?

    What is the Source of Recruitment in the Organization?

    Source of Recruitment in the Organization; The sources of employees can classify into two types, internal and external. The concept of the study Explains – the Source of Recruitment in the Organization: Internal Sources and their benefits and limitations, External Sources and their benefits and limitations. Also, Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer of promotion, increasing the general level of morale, and providing more information about job candidates through analysis of work histories within the organization.

    Understanding and Learn, What is the Source of Recruitment in the Organization?

    A job posting has several advantages. Also, From the viewpoint of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job.

    Meaning and Sources of Recruitment:

    Whenever there is a vacancy in the organization, generally it is to fill. To make the candidate avail­able for filling those vacancies, their selection procedure and placement on a proper job comes under the purview of recruitment. As soon as the available vacancies know, they advertise through different media, and accordingly the applications collect for the vacant posts. Also, A group of candidates interested in doing the job and are eligible to do, it creates through recruitment.

    It is an operative function of human resource management coming under the managerial function called organizing. In the words of Edwin Flippo, ‘recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation’.

    In most instances, the jobs post on notice boards, though some carry listings in the company newspapers. Also, The posting period is commonly one week, with the final decision for hiring being completed within four weeks.

    Internal applications often restrict certain employees.

    The guidelines for one company including (1) “good” or “better” on the most recent performance review; (2) dependable attendance record; (3) not under probationary sanction; and (4) having been in the present position for 1 year. Also, The present supervisor must at some time inform of his or her subordinate’s interest in another job. Some require immediate notification, while others inform only if the employee becomes a prime candidate for the listed opening. The personnel unit acts as a clearinghouse in unrealistic screening applications, preventing an excessive number of bids by a single employee, and counseling employees who are constantly unsuccessful in their attempt to change jobs.

    Inevitably, the firm must go to external sources for lower entry jobs, for expansion, and for positions whose specifications cannot be met by present personnel. Thus the firm has a number of outside sources available, among which are the following:

    Advertising:

    There is a trend toward more selective recruitment in advertising. Also, This can affect at least two ways. First, advertisements can place in media read-only by particular groups. Secondly, more information about the company, the job, and the job specification can include in the ad to permit some self-screening.

    Employment Agencies:

    Additional screening can affect the utilization of employment agencies, both public and private. Today, in contrast to their former unsavory reputation, the public employment agencies in several States well-regard, particularly in the fields of unskilled semi-skilled, and skilled operative jobs. In the technical and professional areas, however, the private agencies appear to be doing most of the work. Many private agencies tend to specialize in a particular type of worker and job, such as sales, office, executive, or engineer.

    Employee Referrals:

    Friends and relatives of present employees are also a good source from which employees may be drawn. When the labor market is very tight, large employers frequently offer their employees bonuses or prizes for any referrals that hire and stay with the company for a specific length of time. Some companies maintain a register of former employees whose record was good to contact them when there are new job openings for which they are qualified. Also, This method of recruitment, however, suffers from a serious defect that it encourages nepotism, i.e. persons of one’s community or caste employe, who may or may not be fit for the job.

    Schools, Colleges and Professional Institutions:

    Offer opportunities for recruiting their students. Also, They operate placement services where complete bio-data and other particulars of the students are available. The companies that need employees maintain contact with Guidance Counsellors of Employment Bureaus and teachers of business and vocational subjects. The prospective employers can review Credentials and interview candidates for management trainees or probationers. Whether the education sought involves a higher secondary certificate, specific vocational training, or a college background with a bachelor’s, master’s, or doctoral degree, educational institutions provide an excellent source of potential employees for entry-level positions in organizations. These general and technical/ professional institutions provide blue-collar applicants, white-collar and managerial personnel.

    Labor unions:

    Firms with closed or union shops must look to the union in their recruitment efforts. Disadvantages of a monopolistically control labor source are offset, at least particularly, by savings in recruitment costs. With one-fifth of the labor force organized into unions, organized labor constitutes an important source of personnel.

    Casual applicants:

    Unsolicited applications, both at the gate and through the mail, constitute a much-used source of personnel. These can develop through the provision of attractive employment office facilities and prompt and courteous replies to unsolicited letters.

    Professional organizations or recruiting firms or executive recruiters:

    Maintain complete information records about employed executives. These firms look upon as ‘head hunters’, ‘raiders’, and ‘pirates’ by organizations that lose personnel through their efforts. However, these same organizations may employ “executive search firms” to help them find talent. These consulting firms recommend persons of high caliber for managerial, marketing, and production engineers’ posts.

    Indoctrination seminars for colleges professors:

    Are arrange to discuss the problem of companies and employees. Professors invite to take part in these seminars. Visits to plants and banquets arrange so that the participant professors may favorably impress. Also, They may later speak well of a company and help it in getting the required personnel.

    Unconsolidated applications:

    For positions in which large numbers of candidates are not available from other sources, the companies may gain keeping files of applications received from candidates who make direct inquiries about possible vacancies on their own or may send unconsolidated applications. Also, The information may index and file for future use when there are openings in these jobs.

    Nepotism:

    The hiring of relatives will be an inevitable component of recruitment programs in family-owned firms, such a policy does not necessarily coincide with hiring based on merit, but interest and loyalty to the enterprise are offsetting advantages.

    Leasing:

    To adjust to short-term fluctuations in personnel needs, the possibility of leasing personnel by the hour or day should consider. This practice has been particularly well-developed in the office administration field. Also, The firm not only obtains well-trained and selected personnel but avoids any obligation in pensions, insurance, and other fringe benefits.

    Voluntary organizations:

    Such as private clubs, social organizations might also provide employees – handicaps, widowed or married women, old persons, retired hands, etc., in response to advertisements.

    Computer data banks:

    When a company desires a particular type of employee, job specifications and requirements are fed into a computer, where they match against the resume data stored therein. The output is a set of resumes for individuals who meet the requirements. Also, This method is very useful for identifying candidates for hard-to-fill positions which call for an unusual combination of skills.

    Sources of Recruitment:

    The eligible and suitable candidates required for a particular job are available through various sources.

    Internal Sources of Recruitment:

    1. Promotions:

    The promotion policy follows as a motivational technique for the employees who work hard and show good performance. Also, Promotion results in enhancements in pay, position, responsibility, and authority. The important requirement for the implementation of the promotion policy is that the terms, condi­tions, rules, and regulations should be well-defined.

    1. Retirements:

    The retired employees may give the extension in their service in case of the non­-availability of suitable candidates for the post.

    1. Former employees:

    Former employees who had performed well during their tenure may call back; and, higher wages and incentives can pay to them.

    1. Transfer:

    Employees may transfer from one department to another wherever the post becomes vacant.

    1. Internal advertisement:

    The existing employees may interest in taking up the vacant jobs. As they are working in the company for a long time, they know about the specification and description of the vacant job. For their benefit, the advertisement within the company circulates so that the employees will be intimated.

    Benefits of Internal Sources of Recruitment:
    • The existing employees get motivated.
    • Also, Cost saves as there is no need to give advertisements about the vacancy.
    • It builds loyalty among employees towards the organization.
    • The training cost is saved as the employees already know about the nature of the job to be performed.
    • It is a reliable and easy process.
    Limitations of Internal Sources of Recruitment:
    • Young people with the knowledge of modem technology and innovative ideas do not get the chance.
    • The performance of the existing employees may not be as efficient as before.
    • Also, The brings the morale down of employees who do not get the promotion or selected.
    • It may lead to encouragement to favoritism.
    • It may not be always in the good interest of the organization.

    External Sources of Recruitment:

    1. Press advertisement:

    A wide choice for selecting the appropriate candidate for the post is avail­able through this source. It gives publicity to the vacant posts and the details about the job in the form of the job description and job specification are made available to the public in general.

    1. Campus interviews:

    It is the best possible method for companies to select students from various educational institutions. Also, It is easy and economical. The company officials personally visit various institutes and select students eligible for a particular post through interviews. Also, Students get a good opportunity to prove themselves and get selected for a good job.

    1. Placement agencies:

    A databank of candidates is sent to organizations for their selection purpose and agencies get the commission in return.

    1. Employment exchange:

    People register themselves with government employment exchanges with their personal details. According to the needs and request of the organization, the candidates are sent for interviews.

    1. Walk in interviews:

    These interviews are declared by companies on the specific day and time and conducted for selection.

    1. E-recruitment:

    Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites on which candidates upload their resume and seek the jobs.

    1. Competitors:

    By offering better terms and conditions of service; Also, the human resource managers try to get the employees working in the competitor’s organization.

    Benefits of External Sources of Recruitment:
    • New talents get the opportunity.
    • Also, The best selection is possible as a large number of candidates apply for the job.
    • In case of unavailability of suitable candidates within the organization, it is better to select them from outside sources.
    Limitations of External Sources of Recruitment:
    • Skilled and ambitious employees may switch the job more frequently.
    • Also, It gives a sense of insecurity among the existing candidates.
    • It increases the cost as the advertisement is to be given through press and training facilities to be provided for new candidates.
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  • What is the Purpose and Importance of Recruitment?

    What is the Purpose and Importance of Recruitment?

    Importance of Recruitment; Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. The Concept of the study Explains – the Purpose and Importance of Recruitment: Need, Purpose, Importance, and Strategy. Recruitment is understanding as to the process of searching for and obtaining applicants for the jobs, from among whom the right people can select. Also learn, What is the Purpose and Importance of Recruitment?

    Understanding and Learn, What is the Purpose and Importance of Recruitment? with Need!

    Importance of a strong recruitment process: Successful recruitment is a direct reflection of the legitimacy and professionalism of your business. Employing the right people for your business is the most important part of your organization. It is necessary to have a good recruitment process to attract the right kind of staff for the needs of your business. Your recruitment process must be cost-effective as well as time-consuming. Recruitment and training can be expensive and time-consuming, so when you are recruiting, make sure that you are making the right choice.

    A good recruitment process can reduce the time involved in searching, interviewing, recruiting, and training. It can streamline these procedures and make your search more efficient for viable candidates. Also, Creating a positive image for your customers, peers, and competitors is very important. New employees must list the skills needed to fulfill their duties. To get better and successful results in your recruitment process, promote specific criteria relevant to the job.

    Always evaluate the skill of your candidate for the position of recruitment for knowledge, skill, and ability “KSA”, this is a great assessment tool for recruiting the right candidate for your business. There is no guarantee that your selection will be correct, but you can reduce your risks and maximize your ability to rent the right candidate. If you have a successful recruitment process then you can find a good, qualified, reliable staff for your company. Be sure to follow an organized recruitment path and you will find candidates who prove to be a great asset to your business.

    Need for Recruitment:

    Every Company in the world knows the importance of the recruitment step in increasing. Also, The performance of the company and increasing the productivity of the products. In this part of the project we will mention some important point about the importance of the recruitment step in any organization:

    • It helps the organization by finding the need for requirements by job analysis activities and personnel planning.
    • To collect many job candidates with less cost.
    • It helps to organize applications by dividing them by underqualified or overqualified, to increase the possibility of increasing and choosing the successful person to the right place.
    • Employing new and better-qualified staff often the only effective long-term strategy for improving operational performance.
    • Also, the Capabilities and commitment of employees ensure an organization’s success.
    • Raise organizational and individual value in the short term and long term.

    Purpose of Recruitment:

    • Determine current and future needs: To determine the present and future needs of the organization, with the combination of their plan and job analysis activities. Also, This is one of the most important objectives of recruitment.
    • Increase in the job pool: To increase the pool of job candidates at the minimum post cost.
    • Assistance in increasing success rate: To help increase the success rate of the selection process by reducing the visible number of under-qualified or exaggerated job applicants.
    • Help reduce the probability: To help reduce the likelihood of job applicants, once recruited and selected, only after a short period they can cure the organization.
    • Meet the organization’s social and legal obligation: it should fulfill the organization’s social and legal liability towards the combination of its employees
    • Start identifying job applicants: Identifying job applicants and preparing for potential job applicants will be suitable candidates.
    • Increase effectiveness: To increase organizational and personal effectiveness in the short-term and long-term.
    • Evaluate effectiveness: To evaluate the effectiveness of various recruitment techniques, all types of jobs are the source for the applicants. Also, This is the ultimate purpose of recruitment.

    The Purpose and Importance of Recruitment:

    Following a few points is explaining:

    • Determine the present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
    • Also, Increase the pool of job candidates at minimum cost.
    • Help increase the success rate of the selection process by reducing the number of visibly underqualified or overqualified job applicants.
    • Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period.
    • Meet the organization’s legal and social obligations regarding the composition of its workforce.
    • Begin identifying and preparing potential job applicants who will be appropriate candidates.
    • Also, Increase organizational and individual effectiveness in the short term and long term.
    • Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

    What is the purpose of the Recruitment Strategy?

    What is the issue of any strategy? A strategy defines big and important questions. Who, what, when, and why Who is doing when? And why are they doing this? Your recruitment strategy is hoped that the skilled use of company resources will be prepared to give your business the best talent to get a job. Also, Your strategy can generate productive benefits in your market!

    So, what’s the purpose? A recruitment strategy creates activation and clarity of purpose in the process of attracting and selecting talent for your business and aligns business goals with talent acquisition goals. Also, An employee strategy starts with understanding and understanding the value of your company to best understand and understand the behavior of those employees that you want to attract.

    A recruitment strategy clarifies the purpose or vision of the company for the future. A well-executed recruitment strategy will align employees with specific behaviors that are encouraged in the company.

    More to know…!

    A different purpose of deciding a recruitment strategy is how talent will be identified and business will be attracted, how the employer brand will be marketed for talent, and ultimately how it will be evaluated for employment for candidates. Attracting talent depends on your recruitment brand. How will you present your company and its brand authentically and describe it? Where do you propagate your company? Also, This is where good job descriptions, scorecards, job postings, recruitment techniques, and recruitment partners come into play.

    Today, no one can be the best in their entire strategy. Evaluating talent is also a big part of your recruitment strategy. Do you want your manager to talk with recruitment about how they get into the business and sell more about why your company is great? Or will you define the questions and role of your managers because you make the recruitment team? Always define team roles in evaluating talent. Also, Determine evaluation procedures and standards in continuous ways to attract and evaluate talent!

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  • Why are Training and Development required in HRM?

    Why are Training and Development required in HRM?

    The Concept of the study Explains – Training and Development required in HRM – Importance, advantages, disadvantages, and process. There is continuous pressure for efficiency and if the organization does not respond to this pressure, it may find itself rapidly losing its market.

    Understanding and Learn, Why are Training and Development required in HRM?

    Also, Training imparts skills and knowledge to employees so that they contribute to the organization’s efficiency and can cope with the pressures of a changing environment. Corporate Training at crazymonkeycafe.com.

    As well as, The viability of an organization depends to a considerable extent on the skills of different employees, especially that of the managerial cadre, to relate the organization to its environment. Therefore, in any organization, there is no question of whether to train its employees or not, the only choice is that of following a particular training and development method. Three factors that necessitate continuous training in an organization are technological advances, organizational complexity, and human relations. All these factors are related to each other.

    Training and development can play the following role in an organization.

    Increases Efficiency!

    Training and development increase skills for doing a job in a better way. This is more important in the context of changing technology because the old method of working may not be relevant. As such, training requires even to maintain a minimum level of output.

    Increases Morale!

    Training and development increase the morale of employees. High morale is evidenced by employee enthusiasm. Training increases employee morale by relating their skills with their job requirements. The Possession of skills necessary to perform a job well often tends to meet human needs such as security and ego satisfaction. Trained employees can see the jobs in a more meaningful way.

    Better Human Relations!

    Training increases the quality of human relations in an organization. The growing complexity of organizations has led to various human problems like inter-personal and inter-group problems. These problems can be overcome by suitable human relations training.

    Reduced Supervision!

    Trained employees require less supervision. Autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. With reduced supervision, a manager can increase his span of control in the organization which saves cost to the organization.

    Increased Organizational Viability and Flexibility!

    There is no greater organizational asset than trained personnel because these people can turn the other assets into a productive whole. Also, Viability relates to the survival of the organization during bad days and flexibility relates to sustaining its effectiveness despite the loss of its key personnel and making short-term adjustments with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel. The organization, which does not prepare a second line of personnel who can ultimately take charge of key personnel, may not be successful in the absence of such key personnel for whatever reason.

    Importance of Training and Development:

    For companies to keep improving, organizations need to have continuous training and development programs for their employees. Competition and the business environment keep changing, and hence it is critical to keep learning and picking up new skills. The importance of training and development is as follows:

    • Optimum utilization of Human resources
    • Development of skills
    • To increase the productivity
    • To provide the zeal of team spirit
    • For improvement of organizational culture
    • To improve quality, safety
    • To increase profitability
    • Improve the morale and corporate image
    Need for Training and Development:

    Training and development of employees is a costly activity as it requires a lot of quality input from trainers as well as employees. However, the company must revise its goals and efficiencies with the changing environment. Here are a few critical reasons why the company endorses training and development sessions.

    • When management thinks that there is a need to improve the performance of employees
    • To set up the benchmark of improvement so far in the performance improvement effort
    • To train about the specific job responsibility
    • To test the new methodology for increasing productivity
    Advantages of training and development:

    Training and development have a cost attached to it. However, since it is beneficial for companies, in the long run, they ensure employees stand trained regularly. Some advantages are:

    1. Helps employees develop new skills and increases their knowledge.
    2. Improves efficiency and productivity of the individuals as well as the teams.
    3. Proper training and development can remove bottlenecks in operations.
    4. New & improved job positions can be created to make the organization leaner.
    5. Keeps employees motivated and refreshes their goals, ambitions, and contribution levels.
    Disadvantages of training and development:

    Even though there are several advantages, some drawbacks of training and development are mentioned below:

    1. It is an expensive process that includes arranging the correct trainers and engaging employees for non-revenue activities.
    2. There is a risk that after the training and development session, the employee can quit the job.
    Training and Development Process:

    Training and development is a continuous process as the skills, knowledge, and quality of work need constant improvement. Since businesses are changing rapidly, companies must focus on training their employees after constantly monitoring them & developing their overall personality.

    The steps for training and development processes are:

    • Determine the need for training and development for individuals or teams
    • Establish specific objectives & goals that need to be achieved
    • Select the methods of training
    • Conduct and implement the programs for employees
    • Evaluate the output and performance post the training and development sessions.
    • Keep monitoring and evaluating the performances and again see if more training is required.

    Human resource management regards training and development as a function concerned with organizational activity aimed at bettering the job performance of individuals and groups in organizational settings. Training and development can be described as “an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees”. The field has gone by several names, including “Human Resource Development”, “Human Capital Development” and “Learning and Development”.

    Some explanations of training and development are some of the major HRM tasks:

    Most organizations see training and development as an integral part of human resource development activity. Centenary Turn has focused the same focus on organizations globally. Many organizations have made training hours mandatory for employees per year, keeping in mind the fact that technology is keeping employees at a very fast rate.

    So what is training and development? Is it really important for organizational existence or can they survive without prejudice? Training and development is one more thing or are they different? Training can be described as an effort to improve or improve additional qualifications or skills in an employee employed at present to increase performance or productivity.

    In technical training, there is a change in attitude, skill, or knowledge of a person with resultant improvement in practice. To be effective for the training, it should plan activities conducted entirely after analysis and goal after some qualifications, most importantly it is to organize in a learning environment.

    When designing a training program, it should keep in mind that both individual goals and organizational goals are kept in mind. Although it may not be possible to ensure sync, competencies are chosen in such a way that victory and win for the employee and organization are created.

    Generally, the organization prepares its training calendar at the beginning of financial training, where training needs stand identified for employees. This requirement of identification called ‘training requirement analysis’ is a part of the performance evaluation process. After the analysis, the number of training hours with training intervention was fixed, and it spread strategically in the following year.

    A better understanding of Development:

    Very time training with development is confusing, both components of the same system are different in some cases. The opportunities created to help growth workers grow. It is in the long run or the future in the future against the training, which focuses on the current job. It is not limited to the path of a job in the current organization but can also focus on other developmental aspects.

    In Gaudier, for example, employees are expected to participate in the training program on presentation skills essentially, though they are also free to choose a course on ‘Leadership approach through literature’. While the presentation skill program helps them on the job, literature-based programs can directly help them or not.

    Similarly, many organizations prefer some employees for the programs to develop them for future posts. This is done based on the current attitude, skills and abilities, knowledge, and performance of the employee. Most leadership programs are of this nature, with the view to making and nurturing leaders for tomorrow.

    Therefore, the major difference between training and development is that training stands often focused on current employee requirements or eligibility intervals, while development concerns itself with the preparation of people for assignments and responsibilities in the future.

    With technology, with more desk workers and industrial workers standing replaced by knowledge workers, training and development are at the forefront of HRD. In response to training and business needs, it is now in the Human Development Department to play an active leadership role.

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  • What are the key principles of Training and Development?

    What are the key principles of Training and Development?

    Principles of Training and Development: Competitive advantage is referred to that ability of an organization which is not possessed by the other organizations and it is a competitive advantage which leads the organization to the top positions. The content is the study of explains – the key Principles of Training and Development, Training Principles and Techniques, and Training Procedure. There are many organizations in the world who are leading the markets by gaining competitive advantage in different fields of their business activities. Also, learn the Main Principles of Training and Development.

    Understanding and Learn, What are the key principles of Training and Development?

    One of the ways in which a firm can attain a competitive advantage over the competitors is by building a force of superior human resource. Now the question arises that how this force of superior human resource can build. The answer lies in a very important function of human resource management i.e. training and development. It has been observing that the employees or labor working in a competitive environment of the market always welcome the training and development programs which can enhance their skills and knowledge.

    Nowadays every job holder understands that to sustain and grow in the career it is very important to polish their skills. It is not that time where one degree or diploma is sufficient for the whole life. Employees actively participate in several programs which are organizing by their organization and it has been observing that in some organization employee’s demand from their human resource department to arrange such training and development programs.

    Successful organization of today has built its human resource workforce over the passage of time. There is no doubt that this workforce is a highly valuable asset for any organization and the only possible way to build this workforce is training and development. There are several theories which emphasize the importance of training and development in the organization and provides different alternative methods for training and development. A discussion of four major theories of training and development gives below.

    What is the theory of Reinforcement?

    This theory emphasizes on the learning behavior of a person and suggests that the learner will repeat that behavior which is attached with a positive outcome or result. Skinner an economist of the behaviorist school of thought proposed the theory of reinforcement and suggested that the training and development programs should align with the organizational objectives and a positive outcome should expect with such training and development programs. Further elaborating this concept suggested in reinforcement theory, it can argue that there are several techniques available in human resource practices which can associate with the training and development programs and the required suggestion by this theory can fulfill.

    Different types of rewards in the form of bonuses, salary raises, promotion and awarding of certificate after the training program can associate with the training and development activities and these rewards will definitely generate a positive outcome. If this is done by an organization then according to the Skinner’s theory of reinforcement the trainer i.e. the employee will show more interest in the training and development programs held by the organization.

    Learning Types:

    The theory presented by Gagne emphasized on learning of intellectual skills. These are such skills which are found rare among the persons. He suggested by different learning types in his theory and each learning type contains some external and internal conditions. The five categories of learning which Gagne defined in his theory include intellectual skills, verbal information, attitudes, cognitive strategies, and motor skills.

    Experiential Learning:

    Experiential and cognitive types of learning are differentiated by the experiential theory of learning presented by C. Rogers. According to Rogers, the wants and needs of the learner are addressed by this type of learning. Experience gives the personal maturity and increases the learning power along with the knowledge. Due to personal involvement, the learner is able to conduct a self-evaluation test. Which allows him to understand the effect of learning on his/her attitude.

    Social Learning:

    The social theory presents a new view of learning i.e. social. According to the presenter of this theory, Albert Bandura, direct reinforcement cannot address all types of learning. Hereby direct enforcement means the training and development programs that are organizing to enhance the skills. According to this theory, such programs do not address all learning types. As there are some social elements which cannot teach. Those elements are learning by the learner from his/her surroundings.

    Such type of learning calls observational learning and this learning associate with the understanding of different human behaviors. The first type of learning defined in this theory is through observation. In an organization, the environment and the surroundings play a very important role. The environment should be very professional and the surroundings should be in such a way that the people (employees) learn from them.

    Extra knowledge:

    This theory also suggests that it is not necessary that the behavior change after learning something.

    It expects that a person’s behavior changes after learning something, but it is not in all cases. Furthermore, the theory also explains the mental states which play a vital role in the learning process. If the mental status of the person is negative regarding any learning activity then. He will not take part in that learning process and even. If he forces to do so, he will not gain any positivity from that process.

    In organizational training programs, the mental state can make positive regarding the training and development programs by associating the rewards and benefits with such programs. Which will motivate the employees and help to build a positive mental state? The case company also follow this theory. As it allows the employees to learn from the surrounding and provides an environment where they can learn from their supervisors/managers and coworkers.

    Training Principles and Techniques:

    According to Pigors and Myres, training principles and techniques include:

    • The trainee must want to learn. His motivation to improve his job performance or to learn a new skill must be high.
    • There should be some reward at the conclusion of training viz., promotion or a better job.
    • The trainer should ask the trainee as to whether he is learning the job correctly. This knows as feedback.
    • Training is best to accomplish through learning by doing rather than by listening.
    • The material to learn should develop in stages.
    • When the trainee gives the correct response, he learns the job.
    Training Procedure:
    • First of all the instructor must prepare. He should know both his job and how to teach it. On the basis of job analysis and job description, various operations should plan. In order to avoid delays, everything must be ready before training starts.
    • The next step is the preparation of the trainee. The fact that the employee is learning the job for the first time should keep in mind. The importance of the job, its relationship with the other jobs and the importance of rapid and effective learning should explain.
    • The operations should then present carefully and patiently. The sequence of the entire job explains by taking one point at a time.
    • The performance of the trainee should then try by asking him to explain each step and do the practical.
    • The employee is then put on the job. In the follow-up action, his performance should frequently check and questions should encourage.

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    What are the key principles of Training and Development? Image Credit to ilearnlot.com.

  • प्रशिक्षण और विकास के प्रमुख सिद्धांत (Training and Development principles Hindi)

    प्रशिक्षण और विकास के प्रमुख सिद्धांत (Training and Development principles Hindi)

    समझना और सीखना, प्रशिक्षण और विकास के प्रमुख सिद्धांत क्या हैं?

    प्रतिस्पर्धी लाभ को उस संगठन की क्षमता के लिए संदर्भित किया जाता है जो अन्य संगठनों के पास नहीं है और यह एक प्रतिस्पर्धी लाभ है जो संगठन को शीर्ष पदों पर ले जाता है। सामग्री व्याख्या का अध्ययन है – प्रशिक्षण और विकास के प्रमुख सिद्धांत, प्रशिक्षण सिद्धांत और तकनीक, और प्रशिक्षण प्रक्रिया। दुनिया में ऐसे कई संगठन हैं जो अपनी व्यावसायिक गतिविधियों के विभिन्न क्षेत्रों में प्रतिस्पर्धी लाभ प्राप्त करके बाजारों का नेतृत्व कर रहे हैं। यह भी सीखो, प्रशिक्षण और विकास के प्रमुख सिद्धांत क्या हैं?

    एक कंपनी जिस तरह से एक फर्म प्रतियोगियों पर प्रतिस्पर्धात्मक लाभ प्राप्त कर सकती है वह एक बेहतर मानव संसाधन की शक्ति का निर्माण कर रही है। अब सवाल उठता है कि बेहतर मानव संसाधन का यह बल कैसे बनाया जा सकता है।   इसका जवाब मानव संसाधन प्रबंधन अर्थात प्रशिक्षण और विकास के एक बहुत ही महत्वपूर्ण कार्य में है। यह देखा गया है कि बाजार के प्रतिस्पर्धी माहौल में काम कर रहे कर्मचारी या श्रम हमेशा प्रशिक्षण और विकास कार्यक्रमों का स्वागत करते हैं जो उनके कौशल और ज्ञान को बढ़ा सकते हैं।

    अब दिन हर नौकरी धारक समझता है कि करियर में बनाए रखने और बढ़ने के लिए अपने कौशल को पॉलिश करना बहुत महत्वपूर्ण है। यह वह समय नहीं है जहां पूरे जीवन के लिए एक डिग्री या डिप्लोमा पर्याप्त है।कर्मचारी अपने संगठन द्वारा आयोजित कई कार्यक्रमों में सक्रिय रूप से भाग लेते हैं और यह देखा गया है कि कुछ संगठनों में उनके मानव संसाधन विभाग से कर्मचारी की मांग ऐसे प्रशिक्षण और विकास कार्यक्रमों की व्यवस्था करने के लिए है।

    आज के सफल संगठन ने समय के पार अपने मानव संसाधन कार्य बल का निर्माण किया है। इसमें कोई संदेह नहीं है कि यह कार्य बल किसी भी संगठन के लिए एक बेहद मूल्यवान संपत्ति है और इस कार्यबल को बनाने का एकमात्र संभव तरीका प्रशिक्षण और विकास है। ऐसे कई सिद्धांत हैं जो संगठन में प्रशिक्षण और विकास के महत्व पर जोर देते हैं और प्रशिक्षण और विकास के लिए विभिन्न वैकल्पिक तरीकों को प्रदान करते हैं। प्रशिक्षण और विकास के चार प्रमुख सिद्धांतों की चर्चा नीचे दी गई है।

    मजबूती की सिद्धांत!

    यह सिद्धांत किसी व्यक्ति के सीखने के व्यवहार पर जोर देता है और सुझाव देता है कि शिक्षार्थी उस व्यवहार को दोहराएगा जो सकारात्मक परिणाम या परिणाम से जुड़ा हुआ है। स्किनर ने व्यवहारवादी स्कूल के विचारधारा के अर्थशास्त्री ने मजबूती के सिद्धांत का प्रस्ताव दिया और सुझाव दिया कि प्रशिक्षण और विकास कार्यक्रमों को संगठनात्मक उद्देश्यों के साथ गठबंधन किया जाना चाहिए और ऐसे प्रशिक्षण और विकास कार्यक्रमों के साथ सकारात्मक परिणाम की उम्मीद की जानी चाहिए। सुदृढ़ीकरण सिद्धांत में सुझाए गए इस अवधारणा को आगे बढ़ाते हुए, यह तर्क दिया जा सकता है कि मानव संसाधन प्रथाओं में कई तकनीकें उपलब्ध हैं जो प्रशिक्षण और विकास कार्यक्रमों से जुड़ी हो सकती हैं और इस सिद्धांत द्वारा आवश्यक सुझाव पूरा किया जा सकता है।

    प्रशिक्षण कार्यक्रम के बाद प्रशिक्षण कार्यक्रम के बाद बोनस, वेतन वृद्धि, पदोन्नति और प्रमाण पत्र देने के विभिन्न प्रकार के पुरस्कार प्रशिक्षण और विकास गतिविधियों से जुड़े हो सकते हैं और ये पुरस्कार निश्चित रूप से सकारात्मक परिणाम उत्पन्न करेंगे। यदि यह किसी संगठन द्वारा किया जाता है तो स्किनर के मजबूती के सिद्धांत के अनुसार प्रशिक्षक यानी कर्मचारी संगठन द्वारा आयोजित प्रशिक्षण और विकास कार्यक्रमों में अधिक रुचि दिखाएगा।

    सीखने के प्रकार की सिद्धांत!

    गैगने द्वारा प्रस्तुत सिद्धांत बौद्धिक कौशल सीखने पर जोर दिया। ये ऐसे कौशल हैं जो व्यक्तियों के बीच दुर्लभ पाए जाते हैं। उन्होंने अपने सिद्धांत में विभिन्न शिक्षण प्रकारों द्वारा सुझाव दिया और प्रत्येक सीखने के प्रकार में कुछ बाहरी और आंतरिक स्थितियां शामिल हैं। सीखने की पांच श्रेणियां जिनके सिद्धांत में गगने ने परिभाषित किया उनमें बौद्धिक कौशल, मौखिक जानकारी, दृष्टिकोण, संज्ञानात्मक रणनीतियों और मोटर कौशल शामिल हैं।

    अनुभवी शिक्षा की सिद्धांत!

    अनुभवी और संज्ञानात्मक प्रकार के सीखने को सी रोजर्स द्वारा प्रस्तुत सीखने के अनुभवी सिद्धांत से अलग किया जाता है। रोजर्स के मुताबिक, सीखने वालों की इच्छाओं और जरूरतों को इस तरह के सीखने से संबोधित किया जाता है। अनुभव व्यक्ति को परिपक्वता देता है और ज्ञान के साथ सीखने की शक्ति को बढ़ाता है। व्यक्तिगत भागीदारी के कारण, शिक्षार्थी आत्म-मूल्यांकन परीक्षण करने में सक्षम होता है, जो उसे अपने दृष्टिकोण पर सीखने के प्रभाव को समझने की अनुमति देता है।

    सामाजिक शिक्षा की सिद्धांत!

    सामाजिक सिद्धांत सीखने का एक नया विचार यानी सामाजिक प्रस्तुत करता है। इस सिद्धांत के प्रस्तुतकर्ता के अनुसार, अल्बर्ट बांद्रा, प्रत्यक्ष सुदृढीकरण सभी प्रकार के शिक्षण को संबोधित नहीं कर सकता है। यहां प्रत्यक्ष प्रवर्तन द्वारा कौशल को बढ़ाने के लिए आयोजित प्रशिक्षण और विकास कार्यक्रमों का अर्थ है। इस सिद्धांत के अनुसार इस तरह के कार्यक्रम सभी सीखने के प्रकारों को संबोधित नहीं कर रहे हैं क्योंकि कुछ सामाजिक तत्व हैं जिन्हें सिखाया नहीं जा सकता है। उन तत्वों को अपने आसपास के इलाके से दुबलापन से सीखा जाता है।

    इस तरह के सीखने को अवलोकन सीखने कहा जाता है और यह सीखने विभिन्न मानवीय व्यवहारों की समझ से जुड़ा हुआ है । इस सिद्धांत में परिभाषित पहली प्रकार की शिक्षा अवलोकन के माध्यम से है। एक संगठन में पर्यावरण और परिवेश एक बहुत ही महत्वपूर्ण भूमिका निभाता है। पर्यावरण बहुत पेशेवर होना चाहिए और परिवेश इस तरह से होना चाहिए कि लोग (कर्मचारी) उनसे सीखें।

    यह सिद्धांत यह भी सुझाव देता है कि कुछ सीखने के बाद व्यवहार बदलना आवश्यक नहीं है।

    यह उम्मीद की जाती है कि कुछ सीखने के बाद एक व्यक्ति का व्यवहार बदल जाता है, लेकिन यह सभी मामलों में नहीं है। इसके अलावा सिद्धांत मानसिक राज्यों के बारे में भी बताता है जो सीखने की प्रक्रिया में एक महत्वपूर्ण भूमिका निभाते हैं। यदि किसी भी सीखने की गतिविधि के बारे में व्यक्ति की मानसिक स्थिति ऋणात्मक है तो वह उस सीखने की प्रक्रिया में हिस्सा नहीं लेगा और यहां तक ​​कि अगर उसे ऐसा करने के लिए मजबूर किया जाता है, तो उसे उस प्रक्रिया से कोई सकारात्मकता नहीं मिलेगी।

    संगठनात्मक प्रशिक्षण कार्यक्रमों में मानसिक राज्य को ऐसे कार्यक्रमों के साथ पुरस्कार और लाभ को जोड़कर प्रशिक्षण और विकास कार्यक्रमों के बारे में सकारात्मक बनाया जा सकता है जो कर्मचारियों को प्रेरित करेगा और सकारात्मक मानसिक स्थिति बनाने में मदद करेगा। मामला कंपनी इस सिद्धांत का भी पालन करती है क्योंकि यह कर्मचारियों को आसपास के इलाकों से सीखने की अनुमति देती है और एक पर्यावरण प्रदान करती है जहां वे अपने पर्यवेक्षकों / प्रबंधकों और सहकर्मियों से सीख सकते हैं ।

    प्रशिक्षण सिद्धांत और तकनीकें:

    पिगर्स एंड मायर्स के अनुसार , प्रशिक्षण सिद्धांत और तकनीकें   शामिल:

    • प्रशिक्षु को सीखना चाहिए।अपने काम के प्रदर्शन में सुधार करने या एक नया कौशल सीखने के लिए उनकी प्रेरणा उच्च होनी चाहिए।
    • प्रशिक्षण, समापन या बेहतर नौकरी के समापन पर कुछ इनाम होना चाहिए।
    • प्रशिक्षक को प्रशिक्षु से पूछना चाहिए किवह सही तरीके से नौकरी सीख रहा है। इसे प्रतिक्रिया के रूप में जाना जाता है।
    • प्रशिक्षण सुनने के बजाए सीखकर सीखना सर्वोत्तम होता है।सीखने वाली सामग्री चरणों में विकसित की जानी चाहिए।
    • जब प्रशिक्षु सही प्रतिक्रिया देता है, तो उसने नौकरी सीखी है।
    प्रशिक्षण प्रक्रिया:
    • सबसे पहले प्रशिक्षक तैयार किया जाना चाहिए।उसे अपनी नौकरी और इसे सिखाए जाने के बारे में पता होना चाहिए। नौकरी विश्लेषण और नौकरी के विवरण के आधार पर, विभिन्न संचालन की योजना बनाई जानी चाहिए। देरी से बचने के लिए, प्रशिक्षण शुरू होने से पहले सबकुछ तैयार होना चाहिए।
    • अगला कदम प्रशिक्षु की तैयारी है।तथ्य यह है कि कर्मचारी पहली बार नौकरी सीख रहा है, उसे ध्यान में रखा जाना चाहिए। नौकरी का महत्व, अन्य नौकरियों के साथ इसके संबंध और तेजी से और प्रभावी सीखने के महत्व को समझाया जाना चाहिए।
    • ऑपरेशन को ध्यान से और धैर्यपूर्वक प्रस्तुत किया जाना चाहिए।पूरे काम का अनुक्रम एक समय में एक बिंदु ले कर समझाया जाता है।
    • प्रशिक्षु के प्रदर्शन को उसके बाद प्रत्येक चरण को समझाने और व्यावहारिक कार्य करने के लिए कहा जाना चाहिए।
    • कर्मचारी को नौकरी पर रखा जाता है।अनुवर्ती कार्रवाई में, उनके प्रदर्शन की अक्सर जांच की जानी चाहिए और प्रश्नों को प्रोत्साहित किया जाना चाहिए।

    प्रशिक्षण और विकास के प्रमुख सिद्धांत क्या हैं - ilearnlot
    Image Credit to ilearnlot.com.

  • What is the Recruitment Process?

    What is the Recruitment Process?

    Understanding and Learn, What is the Recruitment Process?

    It is very important for an employer to design a recruitment process for hiring the best professionals within a given time frame. The Recruitment Process is explained in the few steps involved as follows: Recruitment Planning, Strategy Development, Searching, Screening, and Evaluation & Control. Though the process of recruitment may differ from organization to organization, it has more or less similar steps. Also learn, What is the Recruitment Process?

    What is recruitment? In Human Resource Management, “recruitment” is the process of finding and renting the best and most qualified candidate for opening a job at a time and cost-effectively. It can also be defined as “the process of looking for potential employees and encouraging and encouraging them to apply for jobs in an organization”. This is a complete process, with a full life cycle, that starts with the identification of the company’s needs in relation to the job, and the organization ends with the introduction of the employee.

    Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants.

    The recruitment process comprises a few interrelated stages, viz,

    • Planning.
    • Strategy development.
    • Searching.
    • Screening.
    • Evaluation and control.

    The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization when offered. Also, Recruitment programmes can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/overselling the organization or by inadequate screening applicants before they enter the selection process.

    Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualifying from those who have a reasonable chance of success and how to evaluate their work.

    1. Recruitment Planning:

    The first step involved in the recruitment process is planning. Here, planning involves to draft a comprehensive job specification for the vacant position, outlining its major and minor responsibili­ties; the skills, experience, and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention of special conditions, if any, attached to the job to be filled ”

    The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set the of objectives or targets that specify the (1) Numbers, and (2) Types of applicants to be contacted.

    Numbers of contact: Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will uninterest, unqualified or both. Each time a recruitment Programme is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people.

    Types of contacts: It is basically concerned with the types of people to information about job openings. As well as, The type of people depends on the tasks and responsibilities involving and the qualifications and experience expected. These details are available through job the description and job specification.

    2. Strategy Development:

    When it is estimated that what types of recruitment and how many are required then one has concentrated on (1) Make or Buy employees, (2) Technological sophistication of recruitment and selection devices, (3) Geographical distribution of labour markets comprising job seekers, (4) Sources of recruitment, (5) Sequencing the activities in the recruitment process.

    Once it is known how many with what qualifications of candidates are required, the next step involved in this regard is to devise a suitable strategy for recruiting the candidates in the organization. The strategic considerations to be considered may include issues like whether to prepare the required candidates themselves or hire it from outside, what type of recruitment method to be used, what geographical area be considered for searching the candidates, which source of recruitment to be practiced, and what sequence of activities to be followed in recruiting candidates in the organisation.

    ‘Make’ or ‘Buy’: Organisation must decide whether to hire less skilled employees and invest in training and education programmes, or they can hire skilled labor and professional. Essentially, this is the ‘make’ or ‘buy’ decision. Organizations, which hire skilled and professionals shall have to pay more for these employees.

    Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and job seekers a wider scope of options in the initial screening stage.

    Where to look: In order to reduce the costs, organizations look into labor markets most likely to offer the required job seekers. Generally, companies look into the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees.

    When to look: An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.

    3. Searching:

    Source Activation: Typically, sources and search methods are activating by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. Also, If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must screen. Those who pass have to contact and invited for the interview. Unsuccessful applicants must be sent the letter of regret.

    Selling: A second issue to address in the searching process concerns communications. Here, the organization walks the tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organization, both the message and the media deserve attention. As well as, Message refers to the employment advertisement. With regards to media, it may state that the effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to do with a lot of care.

    4. Screening:

    Screening of applicants can regard as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition of recruitment, we quoted at the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinizing and short-listing.

    The hiring of professors in a university is a typical situation. Application receiving in response to advertisements is screened and only eligible applicants are called for an interview. Also, A selection committee comprising the Vice-chancellor, Registrar, and subject experts conducts the interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later.

    Though some view screening as the starting point of selection, we have considered it as an integral part of recruitment. The reason being the selection process starts only after the applications have been screened and shortlisted. Let it be exemplified with an example.

    In the Universities, applications are invited for filling the post of Professors. Applications re­ceived in response to the invitation, i.e., advertisement are screened and shortlisted on the basis of eligibility and suitability. Then, only the screened applicants are invited for a seminar presentation and personal interview. The selection process starts from here, i.e., seminar presentation or interview.

    Job specification is invaluable in screening. Applications are screened against the qualification, knowledge, skills, abilities, interest, and experience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process.

    The techniques used for screening candidates vary depending on the source of supply and method used for recruiting. Preliminary applications, de-selection tests, and screening interviews are common techniques used for screening the candidates.

    Purpose of screening:

    The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must exercise, however, to assure that potentially good employees are not rejecting without justification.

    Also, in screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicant’s qualification is judged on the basis of their knowledge, skills, abilities, and interest required to do the job.

    The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may use to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.

    5. Evaluation and Control:

    Evaluation and control are necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: –

    • Salaries for recruiters.
    • Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth.
    • The cost of advertisements or other recruitment methods, that is agency fees.
    • Recruitment overheads and administrative expenses.
    • Costs of overtime and outsourcing while the vacancies remain unfilled.
    • Cost of recruiting unsuitable candidates for the selection process.

    Evaluation of recruitment process:

    The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

    • The return rate of application sent out.
    • A number of suitable candidates for selection.
    • Retention and performance of the candidates selected.
    • Cost of the recruitment process.
    • Time lapsed data.
    • Comments on the image projected.

    In view of above, it is necessary for a prudent employer to try to answer certain questions like whether the recruitment methods are appropriate and valid? And whether the recruitment process followed in the organization is effective at all or not? In case the answers to these questions are in negative, the appropriate control measures need to be evolved and exercised to tide over the situa­tion.

    However, such an exercise seems to be only rarely carried out in practice by the organization’s employers. Having discussed the recruitment process, it will be now relevant to have an idea about recruitment practices in India. The following section delineates the same.

    What is the Recruitment Process - ilearnlot
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  • Explain IHRM, International Human Resource Management

    Explain IHRM, International Human Resource Management

    IHRM, International Human Resource Management; Many corporations are expanding their markets into regions or other countries they have never touched before. These corporations are experiencing an evolutionary stage: internationalization. It is clear that effective human resource management of an organization is the major competitive advantage and may even be the most important determinant of organizational performance. Thus, to survive in the crucial global economic market, a multinational corporation (MNC) mainly relies on the capability of its international human resource management (IHRM) during the internationalization process. In other words, it is the IHRM’s responsibility to enable the MNCs to be successful globally. Also learn, What are the Financial Intermediaries? Explain IHRM (International Human Resource Management).

    Learn, Explain IHRM, International Human Resource Management Definition, Importance, Strategic, Culture, and Dimensions.

    What is IHRM? Actually, it is not easy to provide a precise definition of international human resource management (IHRM) because the responsibility of an HR manager in a multinational corporation (MNC) varies from one firm to another. Generally speaking, IHRM is the effective utilization of human resources in a corporation in an international environment. IHRM defines as “the HRM issues and problems arising from the internationalization of business, and the HRM strategies, policies, and practices which firms pursue in response to the internationalization of business”.

    The term IHRM has traditionally focused on expatriation. However, IHRM covers a far wider spectrum than expatriation management. Four major activities essentially concerned with IHRM were recruitment and selection, training and development, compensation and repatriation of expatriates.

    Definition of IHRM (International Human Resource Management):

    Recent definitions concern IHRM with activities of how MNCs manage their geographically decentralized employees to develop their HR resources for competitive advantage, both locally and globally. The role and functions of IHRM, the relationship between subsidiaries and headquarters, and the policies and practices consider in this more strategic approach. IHRM also defines as a collection of policies and practices that a multinational enterprise uses to manage local and non-local employees it has in countries other than their home countries.

    Due to the development of globalization, new challenges occur and increase the complexity of managing MNCs. IHRM sees it as a key role to balance the need for coordinating and controlling overseas subsidiaries, and the need to adapt to local environments. Therefore, the definition of IHRM has extended to management localization, international coordination, and the development of global leadership, etc.

    To sum up, IHRM should not become a description of fragmented responses to distinctive national problems nor about the ‘copying’ of HRM practices, as many of these practices suit national cultures and institutions. Indeed, issues of concern in IHRM are those of consistency or standardization within diverse social and cultural environments.

    Reasons for growing Importance of IHRM (International Human Resource Management):

    To explore the field of IHRM, it is important to understand why there is a gradual increase in interest in International Human Resource Management. The Concept of IHRM International Human Resource Management): What is IHRM? Definition of IHRM International Human Resource Management), Reasons for the growing importance of IHRM International Human Resource Management), Strategic International Human Resource Management, IHRM and Culture, Understanding Culture as Layers, Hofstede’s Cultural Dimensions.

    IHRM is of great importance at present for a number of reasons:

    First importance:
    1. Recent years have witnessed the rapid growth of globalization and international competition. Multinational corporations (MNCs) have increased in number and significance, which contribute to the growing importance of the international role of human resource management.
    2. It has been increasingly recognized that the effectiveness of human resource management is one of the major factors to determine the success or failure of the international business. There is also recognition that the quality of management in international operations seems to be more critical than in domestic operations.
    3. A growing shortage of managers with international exposure and experience is becoming an increasing deficiency that affects a company’s corporate efforts to expand abroad. Meanwhile, the emerging markets require managers with distinctive competence and context-specific knowledge of how to do business successfully in countries that are both culturally and economically distant. Thus, a larger role for IHRM activities in multinational corporations assign.
    Second importance:
    1. The failure in the international business arena is often costly both in human and financial terms and proves to be more severe than that in domestic business. Companies need to take precautionary measures to train and compensate human resources. This makes a full-fledged IHRM necessary.
    2. HR strategy plays a significant role in the control and implementation of MNCs. It is not difficult to determine which strategy to pursue an MNC in an internationalizing environment. What challenges is how to implement these strategies to be successful. Developing unique organizational cultures is far more important than structural innovations in any global or transnational strategy. To this extent, IHRM strategy becomes the crucial determinant of the implementation and success of the MNC strategy.
    3. The complex nature of HRM problems involving in the global environment underestimates by some companies. Poor management of human resources often results in business failures in international business. Expatriate performance failure or underperformance continues to be problematic for IHRM in many international corporations.

    Strategic International Human Resource Management:

    Under the global context, understanding how multinational Corporations (MNCs) can operate more effectively becomes more important than ever. This links an MNC with the need of an internationalized strategy which can direct its subsidiaries’ operation not only in the home country but also in different parts of the world.

    There are several reasons to develop IHRM strategy:

    • at any level, HRM is important to strategy implementation;
    • major strategic components of multinational enterprises have a major influence on international management issues, functions, and policies and practices;
    • the attainment of the concerns and goals of MNCs can influence by many of these characteristics of IHRM;
    • the study of IHRM is challenging and important because there are a wide variety of factors making the relationship between MNCs and IHRM complex.
    Major strategic:

    Strategic IHRM defines as human resource management issues, functions and policies, and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises.

    Two major strategic components of MNCs that influence Strategic IHRM point out: inter-unit linkages and internal operations. Regarding inter-unit linkages, multinational enterprises are concerned with how to effectively operate their various worldwide operating units. In particular, the key objectives appear to be how these operating units differentiate and integrate, control, and coordinate.

    For strategic IHRM, the issues associated with integrating and coordinating an MNC’s units represent a major influence on strategic IHRM issues, policies, and practices. Concerning internal operations, they require the same attention as the linkage of the units, since they all influence MNC effectiveness. Each unit has to operate as effectively as possible relative to the competitive strategy of the MNC and the unit itself.

    It has been argued that the success of strategic IHRM in an MNC largely influence by the quality of its human resources and how effectively the corporation’s employees manage.

    Three types Strategic Approach:

    Three approaches describe how multinational companies manage the human resources and their overseas subsidiaries: ethnocentric, polycentric, and geocentric.

    • Ethnocentric Approach: This practice usually happens in the early stage of a firm’s internationalization involvement. With this approach, strategic decisions are all made by the headquarters, and the management practices transfer to the subsidiaries. The most important positions fill by parent-country nationals (PCNs). As a result, little autonomy gives to overseas operating units. During this stage, home country expatriates exercise tight control.
    • Polycentric Approach: When the strategy becomes polycentric, there is a marked decline in the number of PCNs sending abroad; and, their role changes into communication and coordination of strategic objectives. Host-country nationals (HCNs) recruits to manage the operating units in their own country; because local managers know more about the local circumstances and are more familiar with local business ethics. More autonomy gives to local managers to develop their own management practices appropriate for the subsidiary.
    • Geocentric Approach: This approach relates most closely to the global or transnational strategy. The selection of employees base on competency rather than nationality. The best headquarter and local practices combine by MNCs to come up with a global-implemented HR strategy.

    Most MNCs take the IHRM strategy as a guideline and implement it locally. It is, therefore, the HR managers’ responsibility to provide the proper international HR strategy to prepare; and, manage the employees in their home country or an international assignment.

    IHRM and Culture:

    Different cultures of various countries and MNCs are one of the most important and difficult challenges to the conduct of IHRM. National and organizational cultures differentiate from one country and firm from those of another. Often these differences clash when companies conduct business in the multinational environment. Cultural differences across countries can influence people in their work environment.

    Hofstede defines culture as “the collective programming of the mind which distinguishes the members of one human group from another”. It is important to understand peoples’ different cultural backgrounds to be able to identify the consequences for international management. Culture is a crucial variable in international assignments and should include in international management practices. Knowledge about and competency in working with country and company cultures is the most important issue impacting the success of the international business activity, understanding various values, beliefs, and behaviors of people are essential aspects of success for doing business internationally.

    Understanding Culture as Layers:

    The multiple layers of meaning of “culture” are one of the complexities that make it so difficult to manage. There are a large number of readily observable characteristics (such as food, art, clothing, greetings, and historical landmarks) that differ obviously from other countries or operations. Sometimes these refer to manifestations of underlying values and assumptions which are much less obvious.

    One way to understand this complexity explain by the layers of culture model. The model represents the culture as a series of layers. Moving from outside to inside, each layer represents less and less explicit values and assumptions; while the values and assumptions become more important in determining the attitudes and behaviors. The outermost layer, which calls the surface layer, corresponds to readily visible values and assumptions, like dress, body language, and food.

    The middle layer or the hidden culture layer corresponds to religions, values, and philosophies concerning for example what is right and wrong. The invisible layer at the core represents one culture’s universal truths, which is most difficult for foreigners to understand. There exist different cultural dimension among different cultures. These cultural dimensions have been identified and one frequently cited work from a well-known researcher within this cultural dimension field is Geert Hofstede.

    Hofstede’s Cultural Dimensions:

    Hofstede has identified five cultural dimensions for which each country could be classified in. These five dimensions are power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and long-term versus short-term orientation. Power distance indicates the level of inequality in institutions and organizations. A country with large power distance is characterized by formal hierarchies and by subordinates; who have little influence in their own work and where the boss has total authority.

    Uncertainty avoidance focuses on the level at which people in a certain country tolerate uncertainty and ambiguity within the society. High uncertainty indicates that the country has a low tolerance for uncertainty and ambiguity. This will inevitably create a rule-oriented society; which institutes laws, regulations, and controls to diminish the amount of uncertainty.

    Many things:

    Individualism versus collectivism refers to the degree where people prefer to take care of themselves; and, making their own decisions rather than being bound to groups or families. A highly individualistic society consists of usually impersonal and loose relationships between individuals; while a low individualistic society has more tight relationships between individuals, hence referred to as collectivism by Hofstede. The masculinity versus femininity dimension describes if a culture is bound towards values; that is seen as more similar to women’s or men’s values.

    Masculinity is characterized by stereotype adjectives such as assertiveness and competitive, while the femininity is characterized by modesty and sensitivity. A high masculinity ranking indicates the country experiences a high degree of gender differences, usually favoring men rather than women. The fifth and last cultural dimension is long-term versus short-term orientation. A long-term oriented society emphasizes on building a future-oriented perspective in contrast to the short-term oriented society which values the present and past.

    Explain IHRM (International Human Resource Management) - ilearnlot
    Explain IHRM (International Human Resource Management)
  • The Strategic Human Resource Management Model!

    The Strategic Human Resource Management Model!

    Learn and Study, the Strategic Human Resource Management Model!

    There are several components that makeup SHRM. Each of these blocks has underlying values and assumptions that, in principle, have already been described. What is the Strategic Human Resource Management Model? PDF, PDF Reader, and Free Download. However, there are also contentious debates on whether there is any well-grounded model on strategic human resource management based on a specific discipline. The major differences are areas of emphasis between business strategies as determinants of human resource strategies and hence aiming at ‘strategic fit’ on one side or a universal approach to making human resource functions responsive to strategic business requirements. Also learned, Guide to Theories in HRM! The Strategic Human Resource Management Model!

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    The ‘universal approach’ or people as the resource for gaining a competitive advantage are based on the ‘resource-based theory’. This lack of clarity has led to a model that tries to capture important attributes of strategic human resource management model as depicted in Figure 1. The figure displays ten main tenets of strategic human resource management which characterize the philosophical nature of strategic people management and what managers and employees ought to put in place and do in order to excel in a competitive business environment. The description for each tenet is provided below.

    Figure 1 Strategic human resource management model:

    The Strategic Human Resource Management Model - Organizational Ability - ilearnlot

    #Making strategic value choices:

    Although the model suggests ten strategic variables of human resource management that have to be embodied in systems, practices, and competencies in order to guide employees as individuals and teams to higher level performance, managers have to focus on the most valuable aspects, depending on the organizational strategy. For example, an organization that emphasizes creativity and innovation will choose and reward employee behavior that demonstrates risk-taking initiatives. That is to say, each of the nine constituents of the model will have different aspects to deal with but managers will have to make decisions and choose systems, processes, programmes or activities with the most strategic value for the individuals, teams, and the organization.

    #Strategic integration:

    Since HRM is related to other organizational strategies, integration is not only desirable but also necessary to ensure that human resource management decisions are not made for their own sake. HRM policies and procedures need to be linked with an organization‘s strategy, its objectives, and its activities so that performance can be judged in terms of the degree of strategic fit between business strategies and human resource strategies. Also Free Download PDF File: The Strategic Human Resource Management Model!

    #Employees as most valuable:

    No organization can excel without having the right human resources. Experience suggests that human resources are a key factor in attaining a competitive advantage. It needs to be developed through nurturing, coaching, training, respect and love, care, and encouragement, which are key components of motivation packages. The degree to which the emphasis on staff development of both current and future performance requirements is taken into account depends on the position of the organization in its life cycle.

    The premise that human resources are the most valuable of all resources also presupposes that human resource functions cannot be left to personnel departments alone. There is need to place this function to all functional departments with the human resource manager remaining a team leader. Optimal utilization of this asset requires that there should be a deployment of right numbers and skills at the right place at the right time. The old tradition where departmental managers struggled to build their own empires by recruiting and retaining staff no longer holds sway in strategic human resource management.

    #Emphasis on management of support staff:

    Along the same logic of valuing human resources, managers are challenged to support staff through various techniques so that the latter can have a sense of belonging, enjoyment from the job, gain confidence in the management, identify with the organization and feel that they own it. Informal interactions, open door policy, coaching and mentoring, attractive employee welfare schemes are some of the techniques used to support staff and make them feel proud of their work and the organization.

    #Strengthening management and employee’s commitment:

    Commitment at all levels of the organizational structure depends on the perceptions and attitudes of both the management and employees towards each other. Negative perceptions and attitudes are the sources of low morale and lack of interest in both the job and the organization. For example, if employees feel that management ignores them when the former attempts to exercise their rights, the level of commitment would be low. Similarly, if the management feels that the workers are lazy and too demanding, they are likely to lose commitment in supporting such staff. However, since in principle, strategic human resource management should be the responsibility of top management, any sign of low employee commitment is the result of poor handling of human resource management issues at the top management level.

    Employee commitment can be secured through various techniques. Some are ritualized including organizational songs, slogans, attire or informal gatherings such as cocktail parties etc. Employee involvement in the affairs of the organization through the contribution of ideas, motivation through encouragement, recognition of the individual as well as group efforts in accomplishing tasks by rewarding appropriately make a difference in inducing commitment from staff.

    #Effective communication:

    Effective communication occurs when a message is received and understood in the same way as the sender intended it. It involves the careful organization of ideas, assessment of the right mode of transmission and the nature of the receiver. Studies have shown that most problems experienced in people management are due to poor communication. Strategic human resource management appreciates the role of communication as a critical tool in day-to-day human resource management. Open channels of communication that build trust and mutual understanding, helping employees to internalize the organization’s vision, mission statement, core values, policies, objectives, and activities are essential.

    Frequent meetings with the top management, departmental and team meetings present the best opportunities for effective communication. Other channels include close interaction between staff and supervisors, billboards, brochures and instruction manuals. Informal communication is very useful in disseminating information if the danger of rumors and gossip is to be contained.

    #Decentralisation for empowerment:

    Strategic human resource management calls for a decentralization of decision making and problem-solving at the lowest levels possible in the organizational hierarchy. That is, allow decisions to be made at the very source of activity. Operational staff and teams are the public faces of the organization. Therefore they need power, authority, and motivation to take the right decisions at that level. Organisations with a human resource management culture cannot afford to embarrass themselves in front of a valued customer by failing to conclude business deals simply because a particular manager has to make a minor, unnecessary routine decision.

    #Flexibility and adaptation:

    The nature of today’s business’ success lies in the ability to promptly respond to the unpredictable and fast-changing environment. Flexible but robust rules and regulations, flatter organization structures, preference for a multi-skilled workforce, and use of convertible production technologies are some of the strategies used to improve an organization’s ability to cope with environmental pressure.

    #Creativity and innovation:

    SHRM calls for the management and employees to work together and come up with new ideas that can be put into practice so that new business opportunities can be created. With regards to employees’ management, creativity and innovation are required in areas such as pay schemes that are internally fair and externally competitive, job enrichment, enlargement, leadership, team building, retraining, and better employment arrangements.

    #Obsession with quality:

    In the language of total quality management, the customer is always right and quality is seen in the eyes of customers. In order to produce the best quality goods and provide the best quality services as perceived by the customer when compared to other producers or suppliers, the organization need staff orientated towards, and a motivation for excellence in quality products and services. Careful recruitment and selection of staff, appropriate training and development programmes, use of quality circles, and performance management systems that reward employees according to contribution are some of the strategies used to build and sustain a culture of quality.

    The oval-shaped pictorial view of the model and the interaction between variables emphasize the fluidity, complexity and dynamic nature of the SHRM model. For example, effective communication will have a symbiotic multiplier effect on decentralization, employee commitment, creativity, integration etc. To use the language of cybernetics, the ‘whole’ is greater than the ‘sum’ of the variables. At the center of the model, we have organizational ability to implement each of the requisite strategies. This puts emphasis on the ‘doing’ rather than the ‘talking’ and therefore, it might be better to have a strategy of limited quality which is well implemented as opposed to having an excellent one which is almost impossible to implement.

    The Strategic Human Resource Management Model - ilearnlot

  • How to Integrating Business Strategy with Human Resource Strategy?

    How to Integrating Business Strategy with Human Resource Strategy?

    Learn and Study, How to Integrating Business Strategy with Human Resource Strategy?

    Strategy – is a plan or pattern that integrates an organization‘s major goals, policies, and action into a cohesive whole. Integrating Business Strategy with HR Strategy! PDF, PDF Reader, and Free Download. By drawing from strategic management literature, Bhatia (2007) looks at strategy in terms of a statement of the direction in which an organization wants to go and what it wants to become. Also Learned, Why Change to HRM? How to Integrating Business Strategy with Human Resource Strategy?

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    However, human resources must shape this direction. Therefore, as organizations become strategic, the same strategic decisions on managing people become necessary. Strategic decisions are decisions that determine the overall direction of the organization. Fombrun et al. (1984) regard strategy as a process through which the basic mission and objectives of the organization are set, and the process through which the organization uses its resources to achieve its objectives. Other scholars relate the strategy to a competitive advantage.

    For example, Miller (1989) defines strategy as encompassing those decisions and actions that concern the management of employees at all levels in the business and that are directed towards creating and sustaining a competitive advantage. Human strategies like production, financial, marketing and others should be integrated with business strategy in order to establish operational linkages. Although strategic integration between business strategy and human resource strategy is desirable, it has not been an easy task.

    Indeed, American and British firms have experienced disjointed and at many times side-lined human resource strategies in the overall organizational management process. In assessing the utility of strategic fit to the performance of the organisation and the overall improvement of human resource management functions, Green et al. (2006) concludes that the organisations that vertically aligns and horizontally integrates human resource functions and practices, perform better and produce more committed and satisfied staff that is the case with the organisations which do the opposite. Vertical alignment refers to the alignment of human resource practices to the organizational context in order to support specific organizational objectives.

    Characteristics of vertical alignment include:
    • The top management incorporating human resource plans, requirements and activities during the establishment of the organization’s direction,
    • Top level managers being trained to integrate all levels of the organization’s management hierarchy and functional departments into the organizational decision-making process and
    • The human resource department is fully integrated into the strategic planning process.

    Horizontal integration is the degree to which specific human resource practices are orchestrated in a coherent and consistent manner to support one another in the best way possible and to integrate with other departments.

    The following are the characteristics of horizontal integration.
    • The human resource department works hard to maintain the corporate partnership with individual managers,
    • The human resource department regularly checks with other departments to identify organizational training needs and
    • The human resource department supports departmental managers in carrying out critical human resource management functions as part of their core functions and activities.

    Therefore, the corporate strategy should set the agenda for human resource strategy in the following key areas:  

    #Mission:

    This concerns setting the future of the organization. What will the organization be like, serving which purposes and to what extent? This will provide some indicators on the quantity and quality of staff that will be required to effectively transform the functioning of the organization to that level. This will form the basis of the human resource mission. 

    #Organisational culture:

    Organisational culture could mean different things to different people because it depends on individual interpretation. We do not see the world around us in the same way and hence our interpretations of reality are different. An organization’s culture develops itself over a long time. Handy (1993) describes an organization culture as deep-seated beliefs, values, norms, attitudes about the way work should be organized, the authority exercised, people be managed, the degree of informalisation, obedience by subordinates, punctuality, adherence to rules and regulations etc. This framework is useful guidance in the process of developing human resource policies, regulations, and procedures in order to avoid possible contradictions between the established organizational culture and people management at lower levels. 

    #Human resourcing:

    The process of human resource acquisition will depend on business strategy. For example, if new production lines are to be installed in three years’ time, there is no doubt that new skills will be required. Plans have to be made including training and recruitment so that there is the qualified staff of the right size to manage the new production line. The same will apply to service provision whether in the private or public sector organizations. 

    #Commitment:

    As we noted in the first chapter, commitment to the organization cannot start at the bottom of the ladder. Employees have to see, feel, and believe that the top management is committed to making the organization the best place for them to work. Business strategies have to indicate that top management commitment in order to create enabling environment for human resource management strategies. Also Free Download PDF File: How to Integrating Business Strategy with Human Resource Strategy?

    #Productivity:

    Productivity is an indicator of how best resources are utilized in the organization. Business strategy has to set out performance targets, standards, and measurements. This will form the basis for developing strategies for acquiring the right skills, numbers and performance management as well as reward systems. 

    #Employee relations:

    The relationship between the employee and the management as well as the relationships between employees themselves also depends on business strategy. For example, if a business’s future is not promising, it will certainly affect working relationships. Strategies have to be developed in order to avoid grievance and disputes that could become very costly to the organization. Such strategies could include work-sharing arrangements, introducing work shifts, voluntary retirement, part-time job arrangements and similar action.

    How to Integrating Business Strategy with Human Resource Strategy - ilearnlot

  • The Rationale of Strategic Human Resource Management (SHRM)!

    The Rationale of Strategic Human Resource Management (SHRM)!

    Learn and Study, the Rationale of Strategic Human Resource Management (SHRM)!

    The literature on the development of traditional human resource management for the past thirty years and more has been on the emphasis for a complete shift from traditional human resource management to strategic human resource management. The Rationale of Strategic SHRM! The arguments fit into a widely accepted reason for accepting strategic human resource management as a way forward for corporate excellence. The main contributions come from debates developed during the molding of British and American models of human resource management. Also learned, How to Sharing HRM Functions? The Rationale of Strategic Human Resource Management (SHRM)!

    Therefore, according to these debates, the rationale for SHRM is summarised as follows: 

    #It is an integral part of the business strategy:

    Business strategy is a plan that indicates the direction of the organization. It brings the organizational vision, mission, policies, goals, and objectives together. It can be at the level of the organization, department or business unit. It is developed based on the knowledge of the organizational environment including strengths, weaknesses, opportunities, and threats. Since the organization will have different strategies including, technological, capital, energy, marketing, finance etc, human resource strategy is one among many strategies but is more important than others because of its human nature.

    #The link between business strategy and HRM:

    Any business strategy will have human resource implications which include number, qualifications, working hours, training, pay, conditions of work etc. If, for example, one of the business strategies is to change the line of business after 5 years, then the necessary changes have to be planned as part of human resource strategies including training, layoffs in time, sub-contracting some jobs etc. as the need arises.

    #Formally declaration of intentions in managing HR:

    Securing the commitment of employees requires the building of trust on the part of the management. Employees have to be assured of their future in the organization through some kind of documentation. Human resource strategy is one such useful document; it gives a rough picture of how the management values employees and the reasons as to why employees should be committed to the future of the organization.

    #Generating a competitive edge:

    A competitive edge is generated from the quality and number of staff the organization has. Quality is measured in terms of the level of competence while the staff numbers depend on the required employee – job ratio and the number of working hours. Human resource strategy is a tool used for assisting the organisational process of gaining a competitive edge by recruiting the best people, using the best labour in the most effective way and putting the incentives in place that can retain the best people and develop them so that they, through their knowledge, stand at the forefront of management and labour utilisation.

    #The partnership between the management and workers:

    Under SHRM, the director of human resources represents employees as a partner in the business. Employees are partners in business in the sense that they have a stake in the organization that requires the full cooperation of all parties so that, organizational objectives, team objectives as well as individual objectives are realized. An SHRM document is useful in identifying the role of each partner in strategic business performance. Millmore et al. (2007) have dealt in detail with the roles of human resource strategy and which are well summarised by Bhatia (2007).

    These include shaping the mindset of the management and staff, facilitating the process of decision-making and action to be taken, working on human resource implications of specific strategic decisions and establishing strategies for cost reduction, defining opportunities for better capacity utilization, and creating future managers by nurturing talent.

    The Rationale of Strategic Human Resource Management (SHRM) - ilearnlot