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Профессиональный Документы
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Conversion Process
Outputs
Exporting to Environment
By human resources
By human resources
Meaning
It is a process of bringing people and organizations together so that the goals of each are met. According to Invancevich and Glueck : HRM is concerned with the most effective use of people to achieve organizational and individual goals. According to Milkovich and Boudreau : Human Resource Management is a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objectives.
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Scope of HRM
The scope of HRM is very wide. The Indian Institute of Personnel Management has specified the scope of HRM as follows:
Armstrong suggests common features of Personnel management and Human Resource Management:
1. Strategies of both stem from the business strategy. Both these recognize that line managers are responsible for managing people. And the line managers are enabled by the advice and support of the personnel department to carry out their responsibilities.
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The value of personnel management and those of soft version of human resource management are identical vis--vis respect for individual, integration of individual needs and organizational goals, and development of people to accomplish competence to facilitate individual and organizational interests.
Both attach importance to the function of matching people to ever-changing business requirements.
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Both use the same range of selection, competence analysis, performance management, training, management development and reward management techniques. The soft version of human resource management and personnel management stresses the process of communication and participates within the employee relations analysis.
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4. Personnel Management has a narrow focus it mainly works on improving the efficiency of personnel in isolation without emphasizing the relevance of efficiency in the organizational context, while HRM undertakes a systems view which attempts to create a proper organizational culture. 5. Personnel management emphasizes on economic rewards and traditional job design for better performances, while HRM emphasizes on the satisfaction of higher needs for motivating people, such as autonomous work groups, challenging jobs, creativity. 6. Personnel Management considers job satisfaction and higher moral as a cause of improved performance, while HRM works on the premise that better performance itself is a source of satisfaction and high morale.
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Evolution of HRM
The evolution to the current state of HRM has passed through several stages:
Industrial Revolution
Scientific Management Trade Unionism Human Relations Movement Human Resources Approach
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Organizational Culture
High Performing Culture Low Performing Culture
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III) International Perspective Globalization of industries has led to the considerations of following international factors. Cultural Diversity Individualism and Collectivism
Power Orientation Uncertainty Avoidance Masculinity Time Orientation
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MARKETING
GOVERNMENT & LEGAL TECHNOLOGICAL
ORGN. POLITICS
POLITICAL UNION FINANCE ECONOMICS SOCIAL& RELIGIOUS ORGN. STRUCTURE
CUTOMERS
HRM
PPRODUCTION TRADE
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Role of HR Practitioner
The HR department generally acts in an advisory capacity; it provides information, offer suggestions, counsels and assists all the line managers in the organization.
Advisory Role The Conscience Role Counsellors Role Mediators Role Representative Role Clerical Role Fire-Fighting / Legal Role Welfare Role Problem solver Change agent Decision Maker Executive
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HR Policies
After the establishment of objectives of Human Resource Management, HR policies are to be formulated. Definition:A policy is a plan of action. Brewster and Rich bell defined HR policies as a set of proposals and actions that act as a reference point for managers in their dealings with employees. -They constitute guides to action. -They furnish the general standards or bases on which decisions are based. -Their genesis lies in an organizations values, philosophy, concepts and principles
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Advantages of HR Policies
Policies are useful instructional devices, that offer various advantages to HR working at various levels. Delegation Uniformity Better Control Standards of efficiency Confidence Speedy Decisions Coordinating Devices
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Obstacles in Administrating HR Policies:1. Managers are reluctant to follow guidelines as it curtails their freedom. 2. Conflict between implied and expressed policy. 3. Not easy to Communicate. 4. Makes managers rigid.
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Functions of HRM
As HRM is the management of human resources in an organization and is concerned with the creation of harmonious working relationship among its participants and bringing about their utmost individual development.
Managerial Functions
Management is a multi-purpose organ which has three jobs, two of which are directly related to personnel managing a business managing employees and the work a) b) c) d) Planning Organizing Directing Coordinating and Controlling
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MANAGERIAL FUNCTIONS
Planning Determination of short to long Range plans to Accomplish Organization Objective Directing: stimulation and Motivation of Organization Personnel According to predetermined plans
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Operative Functions
The operative functions of HRM are concerned with the activities specifically dealing with: The Procurement Function The Development Function The Compensating Function The Integration Function The Maintenance Function
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Choice of strategy
Strategic Alternatives
Strategy Implementation
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Objectives of HRIS
To make the desired information available in the right form to the right person at the right time; To supply the required at the reasonable cost; To use the most efficient methods of processing data; To provide necessary security and secrecy for important and/or confidential information; To keep the information up to date.
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Applications of HRIS
Job Descriptions; HR Planning; Staffing; Succession Planning; Training and Development; Performance Appraisal; Job Evaluation; Compensation; Climate Analysis.
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Prepare People for Future Expand or Contract Cut Costs Succession Planning
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Identification of human resource gap Surplus human resources Actions plan for bridging gap
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Steps in HRP
1 Organizational objectives, plans and policies 2. Human Resource Planning: Forecasting the demand and supply of human Resources 3. Identification of Human Resource Gap 4. Action Plans
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Improper Linkage between HRP and Corporate Strategy Inadequate Appreciation of HRP Rigidity in Attitudes Environmental Uncertainty Conflict between Long-term and shortterm HRP Inappropriate HR Information System
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Job Analysis
Developing an Organizations structure results in creating jobs which have to be staffed. Job:- A job may be defined as a Collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of the analysis are job descriptions and job specifications
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Information Collection
Job Description
A job description is an organized, factual statement of duties and responsibilities of a specific job. It is basically descriptive in nature. It provides both organizational information and functional information. 1. Job Identification 2. Job Summary 3. Job duties and responsibilities 4. Relation to other jobs 5. Supervision 6. Machine 7. Working Conditions 8. Hazards
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Job Specification
Job Specification is a statement of the minimum acceptable human qualities necessary to perform a job properly. It tells what kind of person to recruit and for what qualities that person should be tested.
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Recruitment
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Recruitment
Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. ----- Werther and Davis
Human Resource Planning
Recruitment Job Analysis Selection Placement
Recruitment represents the first contact that a company makes with the personnel having potential to be employed. It determines the present and future human resource requirements in conjunction with human resource planning. It helps to increase the pool of potential personnel. It helps in increasing the success rate of the selection process. It reduces the rate of initial turnover rate. It helps in evaluating the effectiveness of various recruitment techniques It helps to meet the organizations legal and social obligations regarding composition of its workforce.
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v v v v v v
External factors: Socio economic factors; Supply and demand factors; Employment rate; Labour market conditions; Political, legal and governmental factors; Information systems.
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Sources of Recruitment
Sources are those where prospective employees are available like employment exchange while techniques are those, which stimulate the prospective employees to apply for jobs like nomination by employees, advertising, promotion etc. Internal sources Present Permanent employees Present temporary and casual employees Retrenched or retired employees Dependents of deceased, disabled, retired and present employees Promotions Transfers
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External Sources
External sources are those, which are outside the organizational pursuits. These include: Campus recruitment Private Employment agencies Public Employment exchanges Professional Associations Data Banks Casual Applications Trade Unions Advertisements Employee Referrals
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Selection
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Selection
Once the recruitment is through with, the management has to perform the function of selecting the right candidate at right time. This is done through selection procedure and it a customized one.
It basically depends upon several factors Companys Requirement Financial resources allocated for the same Companys past records Companys image in the market
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Recruitment
Preliminary Interview
Business Games Tests Final Interview
Medical Examination
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Selection Procedure
Job Analysis:- It is the basis for selecting the right candidate Job description Job specification Employee specification 2. Recruitment:- It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization.
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Application Blank:- It is a form through which the data is collected about the candidates and the initial screening is done. - Personal Background Information - Educational Attainments - Work experience - Salary - Personal Details Prepared by Ms. Ritu Arora 56 - References
4. Written Examination:- The candidate qualified through the application blank is required to pass through the written test. - Quantitative knowledge - Aptitude reasoning - General knowledge - English language knowledge
5. Preliminary Interview:- This interview is to solicit necessary information from the prospective candidates and to assess the applicants suitability for the job. This is known as stand-up interview. At this level business games are also used as a tool for judging candidates suitability for the job, which mainly includes the techniques used to judge the situation handling and problem solving.
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6. Group Discussions:- This technique is used in order to secure further information regarding the candidates suitability for the job.
7. Tests:- It is a most significant stage in the process of selection. These employment tests are an instrument designed to measure the nature and degree of ones psychological potentialities, based on psychological factors, essential to perform a job. Types of tests Aptitude tests Achievement tests Situational tests Interest tests Personality tests
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8. Final Interview:- In this the interviewer matches the information obtained about the candidates through various means, to the job requirements and to the information obtained through his own observation.
Types of interview
Preliminary Interview
Core Interview
Decision-Making Interview
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9. Medical examination:- Certain jobs require certain physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions.
10. Reference Checks:- After the completion of the final interview and medical examination, the personal departments checks the references with the candidates.
11. Final decision by line managers:- The final decision has to be made by the line manager, under whom the candidate has to actually perform. 12. Employment:- The successful and the unsuccessful candidates have to be informed and the appointment letter must be sent.
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Placement
When once the candidate reports for duty, the organization has to place him initially in that job for which he is selected. - Employees are trained for the job and also in relation to related jobs. - Employee is placed on the actual position, only when the probation period is over. - if the performance is satisfactory then only the candidates are regularized.
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INDUCTION
Induction is the process of receiving and welcoming an employee when he first joins a company and giving him the basic information he needs to settle down quickly and happily and start work. This process is having lot of significance, as the rate of turnover among new employees is very high in comparison to senior executives. (Lectures, handbooks, films, group seminars are used to impart the information to new employees about the environment of the job)
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The employees are made aware :(i) About the company History, growth, management, products, markets, customers etc Basic conditions of employment-hours of work, shifts, holidays, retirement benefits etc. Pay, allowances, deductions Grievances procedures Canteen and restaurant facilities Unions, negotiating machineries
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(ii) About the department The department head introduces the new employee to the important employees of the department. Functioning style of the department Work distribution, assignment, working hours etc.
(iii) About the superiors, subordinates etc To person whom he has to report To the persons with whom his work is related To the persons who are to report him To his colleagues
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Objectives of Induction
Putting new employees at ease Creating the interest in his job and the company Providing basic information about working arrangements Indicating the standards of performance and behaviour Informing them about training facilities Creating the feeling of social security Minimizing the reality shock which would be caused due to incompatibility.
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Internal Mobility
The lateral or vertical movement (promotion, transfer, demotion or separation) of an employee within an organization is called internal mobility. It may take place between jobs in various departments or divisions. Some employees may leave the organization for reasons such as better prospects, retirement, terminations etc. Such movements are known as external mobility.
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Transfers
A transfer is a change in job assignment. It may involve a promotion or demotion or no change at all in status and responsibility.
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Purpose of Transfer
To meet the organizational requirements To satisfy the employee needs To utilize employees better To make the employee more versatile To adjust the workforce To provide relief To reduce conflicts To punish employee
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Promotion
Promotion refer to upward movement of an employee from current from current job to another that is higher in pay, responsibility and/or organizational level. promotion brings enhanced status, better pay, increased responsibility, better working condition to the promote.
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Purpose of promotion
To utilize the employee skill, knowledge To develop competitive spirit To develop competent internal source of employees To promote employee self-development To promote interest in training To build loyalty To reward committed
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Demotion
Demotion is the downward movement of an employee in the organizational hierarchy with lower status and pay. It is a downgrading process where the employee suffers considerable emotional and financial loss in the form of lower rank, power and status, lower pay and poor working conditions.
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Causes of Demotion
A promote is unable to meet the challenges posed by the new job Due to adverse business conditions,organization may decide to lay off some and downgrade other jobs. Demotion may be used as disciplinary tools against errant employees
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Separations
A separations is a decision that the individual and the organization should part. separations can take several forms, such as temporary leaves of absence, attrition, layoffs.
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Training
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Separations
Temporary leaves or absence Resignation Retirement Death Lay off and retrenchment Outplacement Suspension Discharge and dismissal
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Training
Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. In order to meet these, organizations formulate human resource training programmes. According to dale S. BeachTraining is the organizational procedure by which people gain knowledge and skill for a definite purpose.
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Training objectives
To prepare the employee both new and old to meet the present as well as the changing requirement of the job. To prevent obsolescence. To impart the new entrants the basic knowledge and skill needed for the job. To prepare the employee for higher level tasks To assist employees to function more effectively in their present positions To build up a second line of competent officer and prepare them to occupy more responsible position. To ensure smooth and efficient working of a department. To ensure economical output of required quality
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PRINCIPLES OF TRAINING
Motivation Progress information Reinforcement Practice Full v/s part Individual differences
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AREAS OF TRAINING
Company policies and procedures Specific skill Human relations Problem solving Managerial and supervisory skills Apprentice training
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Types of Training
A variety of training programmes are used in different organizations, depending on requirements and size of their manpower. Some of the commonly used programmes may be listed thus:
Orientation Training Job Instruction Training Refresher Training Apprenticeship Training Vestibule Training
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Training methods
On the job training
Job-rotation Coaching Job Instruction Training Through Step-by-step Committee Assignments
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Advantage of training
Increased productivity Heightened morale Reduced supervision Reduced accidents Increased organizational stability
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Hamblin suggessted five levels at which evaluation of training can take place: Reactions Learning Job Behaviour Organization Ultimate Value
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Methods of Evaluation
Questionnaires Tests
Interviews
Studies Human Resource factors
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OBJECTIVES
Determine the ability of the trainees to perform jobs for which they were trained. Determine the specific nature of training deficiencies. Determine whether the trainees require any additional on the job training. Determine the cost effectiveness of the programme.
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PRINCIPLES
Evaluator must be clear about the goals & purpose of evaluation. Continuous Specific Provides the means & focus for the trainers to appraise themselves, their practices & their products. Based on objective method and standards.
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ADVANTAGES
Helps in controlling & correcting the training programme. Helpful to see what future changes in training phase should be made to make it more effective. Its utility to achieve the goal of an organization. Helpful to get new ideas, reactions & identify weak segments in the total training programme.
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REACTION
LEARNING
ORGANISATION
JOB BEHAVIOUR
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EXTERNAL
PARTICIPANTS REACTION
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TECHNIQUES OF EVALUATION
Experimental & control groups Longitudinal or time series analysis Questionnaires and structured interviews Cost benefit analysis
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WHAT TO MEASURE
Participants attitudes or skills before and after training or development sessions. Participants on-thejob performance, behavior, And style Fixed and variable costs of conducting training or development
Cost of trainers; Participants time; Travel expenses; Consultants fees; training aids; rent utilities
Budget records
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CAREER PLANNING
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CAREER STAGES:
1. Exploration 2. Establishment
3. Mid-Career stage
4. Late Career
5. Decline
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P E R
Exploration
Establish ment
Late Career
F
O R M A N C E
Transition from college to work
Midcareer
Decline
Retirement
AGE
PROCESS
Individual needs and aspirations Review of career plans
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SUCCESSION PLANNING
Definition: A succession plan is a plan for identifying who is currently in post and who is available and qualified to take over in the event of retirement, voluntary retirement, dismissal Three Main Elements. - The purpose of succession planning is to identify and develop people to replace current job holders in key positions. - It enables to maintain the steady flow of internal talent to fill important vacancies
- It emphasizes on hiring from within and creates a healthy environment, where employees have careers and merely job.
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Executive Development
It is a systematic process of growth and development by which managers develop their abilities to manage Role of the organization: The role of the company in management development is to establish the programme & the development opportunities for its present and potential managers.
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These skills need constant up gradation as the process of evolution of executive development programme has gained momentum.
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Techniques
On the Job Coaching Job Rotation Understudy Multiple Management Off the Job The case method Incident method Role playing In basket method Business games Sensitivity training Simulation Grid training Conferences
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vMultiple management
vCoaching
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Off the Job Techniques: Incidents method Role playing In-basket method The case study Business games Simulation Managerial grid Conferences lectures
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ORGANISATIONAL RENEWALS
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ORGANISATION:
Can be defined as a group of people combined together for accomplishment of a common goal. RENEWALS : Can be defined as a rejuvenating activity. Can be defined as an activity of making change in the internal environment commensurating with the external environment.
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Compensation System
An organization exists to accomplish the specific goals and objectives. The employees hired by the organization helps in the fulfillment of these goals. These employees have their own needs. Needs can be satisfied by providing money, goods and / or services in return of their services. The organizations have to use reward system which helps in building a competitive / strategic advantage.
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Compensation System
Compensation includes direct cash payments, indirect payments in the form of employee benefits and incentives to motivate employees to strive for higher levels of productivity. Its components: Wage and Salary Incentives Fringe benefits Perquisites
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Compensation Systems Should Include: 1) 2) 3) 4) 5) Signal to employees the major objectives of the organizations, such as quality, customer focus etc; Attract and retain the talent, an organization needs; Encourage employees to develop the skills and abilities they need; Motivate employees to perform effectively; Create the type of culture the company seeks to engender.
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Progression of compensation:
Wage: is the remuneration paid, for the service of labor in production, periodically to an employee/worker? It usually refers to the hourly rate or daily rate paid to such groups as production and maintenance employees. Salary: refers to the weekly or monthly rates paid to clerical, administrative or professional employees. Wage levels: represents the money an average worker makes in a geographical area or in his organization. Wage structure/grade: is used to describe wage/salary relationships within a particular grouping. This grouping can be according to occupation or organization. It mainly comprised of jobs evaluation. e.g. Rs. 2500-100-3000-E.B-200-5000 (E.B. efficiency bar means performance standards)
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Protection program
Medical Insurance Life ins.
Deferred pay
Disability
Income
Pension
Social
Bonus comm. Saving plan Piece rate Recreational Stock purchase Facilities Profit sharing Annuity Stock option Car Financial Shift differential
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In case of executives, various reimbursements are also made as part of their salaries. These are: Company leased accommodation; Servant salary reimbursement; Company maintained car; Driver salary reimbursement; Children education; Scholarship to the children; Electricity, water, gas charges reimbursement; Insurance premium; Hospitalization; Office maintenance at residence; Household furniture and appliances; Holiday homes; Prepared by Ms. Ritu Arora 128 Interest free loans for house building & many more.
Equity Theory
Employees want to be treated fairly. Equity is the balance between the inputs an individual brings to a job and the outcomes he / she receives from it. Employee inputs include:Experience, education, special skills, effort and time worked. Outcomes include:Pay, benefits, achievement, recognition and any other rewards.
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Designing Equitable Compensation Systems:THERE ARE THREE ELEMENTS OF EQUITY:Internal Equity:- Refers to the relation ship among jobs within a single organization. External Equity:- Refers to comparisons among individuals in the same job within the same organization. Establishing Internal Equity:- Job evaluation methods.
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Job Evaluation
Job evaluation deals with money and work. It determines the relative worth or money value of jobs.
Wendell l. French defined job evaluation as, a process of determining the relative worth of the various jobs within the organisation, so that differential wages may be paid to jobs of different worth .
Thus, job evaluation may be defined as a process of determining the relative worth of jobs, ranking and grading them by comparing the duties and responsibilities like skill, knowledge of a job with other jobs with a view to fix compensation.
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ADVANTAGES
1] 2] 3] It is a simplest and most cost effective method. This method is appropriate in small organization. It is useful as a first and basic step of job evaluation.
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DISADVANTAGES
1] This provides no yardstick for measuring the relative worth of one job to another.
Job requirements, job specifications and employee specifications are not considered in evaluation It does not indicate the extent or degree to which one job is worthy than the other.
2]
3]
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QUANTITATIVE TECHNIQUES
POINTS RATING METHOD:This is a first method developed on the quantitative basis. This method is analytical in the sense that the jobs are broken into components for the purpose of comparison. The factors like skill, knowledge, responsibility, working conditions etc are given numerical values. These totals are calculated and the values for each job is calculated and accordingly compared.
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ADVANTAGES : 1) 2) 3) 4) Same pay (rates) scale can be arrived at for the same jobs. Definitions are written in applicable terms to the jobs. Points score cannot be manipulated. Wage differentials would be systematic and according to the content of job.
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DISADVANTAGES : 1) 2) 3) It is difficult to determine factor levels and assign point values. It is somewhat difficult to explain this method to employees. Operation of this method needs heavy expenditure.
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ADVANTAGES
1) 2) 3) 4) It is analytical $ quantitative It is a combination of 2 good methods. Modus operandi is really understandable. The technique is reliable and valid compared to other techniques as it consists of 2 aspects factor rank order factor comparison
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DISADVANTAGES
1) 2) It is costly and somewhat difficult to operate compared to the conventional non quantitative methods. This technique does not consider all the sub factors as the operation of the system would be difficult if it considers all the factors.
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The need for equity is the most important factor in determining pay rates.
This is achieved through following steps:Find out the worth of each job through job evaluation. 2. Conduct a salary survey to find what other employers are paying for comparable jobs. 3. Group similar jobs into pay grades 4. Price each pay grade by using wage curves 5. Fine tune pay rates. 1.
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Advantages:Employees maintains the quality of the production. All the workers doing same work gets same wages, so no jealousy. Provides stable earnings to the employees. Disadvantages:No difference between effective and non-effective employees
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1. 2.
2. Piece Rate System:Under this system, workers are paid according to the amount of work done or the number of units completed, the rate of each unit being settled in advance, irrespective of time taken to do the task. WE=NR Workers earning = Number * Rate per piece. Merits:The workers are paid according to their efficiency as reflected in the amount turned by him. The total unit cost of production remains lower as the unit production increases.
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If the earnings through piece rate = time basis = question of excess payment do not arises.
If the earnings of a worker at piece rate<Amount through time basis = he is paid on the basis of time rate.
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Rewards Systems
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According to BURACK and SMITH An incentive scheme is a plan or programme to motivate individuals or group performance. An incentive programme is most frequently built on monetary rewards but may also include a variety of non-monetary rewards.
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Direct Compensation :- It includes the basic salary or wage that the individual is entitled to for his job, over-time work and holiday premium, bonuses based on performance. Indirect Compensation :- It includes protection programmes (insurance plans, pensions), pay for time not worked, services and perquisites. ---These are maintenance factors.
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Determinants of incentives
The individuals Work situation -Technology - Satisfying job assignment - Feedback - equity Incentive plan
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Incentive Payments
Incentives are monetary benefits paid to workmen in recognition of their outstanding performance.
ILO refers to incentives as PAYMENT BY RESULTS - The primary advantage of incentives is the inducement and motivation for higher efficiency and greater output. - Increased earnings would enable the employees to improve their standard of living and help the organization to improve their production capacity.
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For top level management bonuses are generally tied to overall corporate results.
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Non-monetary incentives
While monetary incentives often appear as important motivators, many factors unrelated to money can also serve as attention-getters and encouragers of action. Examples:-A person with strong need for affiliation may respond
readily to job assignments. -The opportunity to communicate with and relate to others is a factor many workers emphasize. -An employee with high-level desires for power may respond easily to opportunity, where he can gain leadership. -Persons interested in enhancing their reputations and receiving recognition in the eyes of others, respond to Prepared by Ms. Ritu Arora 161 verbal praise.
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Definition
Fringe benefits are supplements to wages received by workers at a cost to the employers. The term encompasses a number of benefits-paid vacation, pension, health and insurance plans, etc.which usually add up to something more than a fringe and is sometimes applied to a practice that may constitute dubious benefits for workers.
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Types of Benefits
There are numerous types of benefits which may be provided to employees, and there are different ways to classify them. One such classification may be STATUTORY and VOLUNTARY benefits. Various benefits provided by an organization may be classified under two groups:----- Employee welfare Social Security
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Productivity
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Performance Appraisal
After an employee has been selected for a job, has been trained to do it and has worked on it for a period of time, his performance should be evaluated. Performance evaluation or appraisal is the process of deciding how employees do their jobs and performance here refers to the degree of accomplishment of the tasks.
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Definitions:Performance appraisal is the method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. So, performance appraisal is a systematic and objective way of evaluating both work related behaviour and potential of employees.
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Features:1} The appraisal is a systematic process. 2} It provides an objective description of an employees relevant strengths and weaknesses. 3} It tries to find out how well the employee is performing the job. 4} The appraisal is carried out periodically, according to definite plan. 5} It is not job-evaluation, but refers to how well one is doing the job. 6} It may be formal or informal in nature.
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WHAT IS TO BE APPRAISED ?
Every organization has to decide upon the content to be appraised before the programme is approved. Generally, the content to be appraised is determined on the basis of job analysis.
The content to be appraised may be in the form of contribution to organizational objectives like production, savings in terms of cost, return on capital etc.
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WHEN TO APPRAISE ?
Informal appraisals are conducted whenever the supervisor or personnel managers feel it is necessary. However, systematic appraisals are conducted on a regular basis, say, for ext; every six months or annually.
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Other methods
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BARS IS CONTRUCTED BY -Collecting critical incidents -Identifying performance dimensions -Reclassification of incidents -Assigning score values to incidents -Producing the final instrument
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2)
3)
Potential Appraisal
Evaluating what a person can perform or do is called potential appraisal or evaluation. Potential refers to the abilities present but not currently utilized. It is a latent capacity in a person to discharge a responsibility. people are like icebergs. What you see above the surface is only a small part. A large part of the attributes needed to perform excellently in future job, which I call potential is not immediately visible. It is hidden below surface.
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Potential Appraisal
It is characterized by following attributes: 1) Ability to foresee future opportunities 2) Consistency in approach and performance 3) Responsive to condition whatever comes in the way. 4) Person with hight level of integrity. 5) Broader vision and micro perception.
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2)
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INDUSTRIAL RELATIONS
According to ArmstrongIndustrial relation is concerned with the system and procedures used by unions and employers to determine the reward for effort and other conditions of employment, to protect the interest of the employed and their employers, and to regulate the ways in which employers treat their employees. According to Industrial Labour Organization (ILO)Industrial relation deal with either the relationship between the state and employers and workers organization or the relation between the occupational organizational themselves.
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PARTICIPANTS IN IR
Workers & their organizations Managers and their organizations Role of government
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ASPECTS OF IR
DEVELOPMENT OF HEALTHY LABOUR MANAGEMENT RELATIONS Existence of responsible trade unions Collective bargaining,plant discipline & satisfactory trade union Government
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ASPECTS OF IR
MAINTENANCE OF INDUSTRIAL PEACE Legislative enactments & administrative action, labour courts. Implementation & evaluation Committees INDUSTRIAL DEMOCRACY Joint management councils Recognition of human rights Labour is no longer an article or a commodity of commerce Suitable environment to adapt.
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STRATEGIES OF IR
INDUSTRIAL RELATIONS STRATEGIES
INTERNAL STRATEGIES
EXTERNAL STRATEGIES
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INTERNAL STRATEGIES
The attitudes of management to employees & unions The attitudes of employees to management The attitudes of employees to unions The prosperity of company, degree to which it expands ,stagnates or run down Extent to which technological changes are likely to affect employment conditions & opportunities
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EXTERNAL STRATEGIES
The effectiveness of unions & its officials and extent to which officials can control the activities of supervisors within the company. The extent to which bargaining is carried out at national or local plant level. .the legal framework within which industrial relations exists.
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SCOPE OF IR WORK
Administration,including overall organization,supervision and co-ordination. Liaison with outside groups and personnel departments as well as with various cadres of the management staff. The drafting of regulations,rules,laws or orders,and their construction and interpretation. Employee counseling on all types of personnel problems-educational , vocational, health, or behavior problems. Suggestions plans and their uses in labour , management and production committees.
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OUTPLACEMENT
Professional coaching, practical guidance and essential facilities to help people move to the next stage in their careers, either within their current organizations or elsewhere.
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Outplacement assistance
Efforts made by the employer to help a recently separated worker to find a job. Assistance-paid leave, -travel charges, -search firm charges to the retrenched employees
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ADVANTAGES
It shows the human face of the company. Eases the pain of retrenchment. Preserves the morale of remaining employees. Smoothens the way for further downsizing moves Helps to retain former employees respect.
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DISADVANTAGES
Time consuming Expensive Complex task Less acceptability Limited coverage Difficulty in implementation
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OUTSOURCING
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OUTSOURCING
Outsourcing is subcontracting a process, such as product design or manufacturing, to a thirdparty company .
The client organization and the supplier enter into a contractual agreement that defines the transferred services.
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Process of Outsourcing
1.Deciding to outsource 2.Supplier proposals 3.Supplier competition 4.Negotiations 5.Contract finalization 6.Transition 7.Transformation 8.On going service delivery 9.Termination or renewal
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Criticisms of outsourcing
Public opinion Against shareholder views Language skills Social responsibility Quality of service Staff turnover Company knowledge Qualifications of outsourcer Productivity
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INTERNATIONAL HRM
An international business must procure,retain and effectively utilize services of people both at the corporate office and at the foreign office. The process of procuring,allocation,and effectively utilizing human resources in an international business is called international human resources mgmt.
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Procure
Allocate
Utilize
Other
Home
Host
Countries
Types of Employee
Model of IHRM
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ETHNOCENTRIC APPROACH
In this approach, all key mgmt. Positions are held by parent country nationals This strategy may be appropriate during the early phases of international business, because firms at that stage are concerned with transplanting a part of the business that has worked well in their home country.
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POLYCENTIRC APPROACH
The polycentric staffing requires host country nationals to be hired to manage subsidiaries ,while parentcountry national occupy key positions in corporate headquarters
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GEOCENTRIC APPROACH
The staffing philosophy seeks the best people for key jobs throughout the organization, regardless of nationality
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Advantages *Familiarity with home office,goals objectives *Promising managers are given international exposure *Easy organizational control and coordination
Disadvantages *Difficulty in adapting to the foreign lang.culture etc *Excessive cost of selection, training etc
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HCNs
Advantages Familiarity Lower cost incurred in hiring,training etc Language and other barriers are removed Disadvantages HCNs have limited career opportunity outside the subsidiary Communication problem with home office personnel
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TCNs
Advantages TCNs are truly international managers Salary and benefit requirement may be lower than for PCNs Disadvantages Host country govt. may resent hiring TCNs Host countrys sensitivity with respect to nationals of specific countries
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The expatriate problem A person living in a country that is not their own
Technical ability
CrossCultural suitability
Family requirements
Selection decision
language
MNC requirements
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Crisis and
Reassignment Abroad
Adjustment
Post-arrival Departure The Selection Process Pre-assignment Training Crisis and Failure
Orientation and
Training
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Employee Leasing
An employee leasing company is a business, which by agreement and for a fee, places employees of a client company on the leasing company's payroll. In turn, the leasing company "leases" these employees back to their original employer, usually for an unlimited period of time. Through a co-employment relationship with the business and employees, Employee Leasing Organizations will help to reduce your administrative burdens like payroll, payroll taxes and personnel record-keeping. Employee Leasing Organizations can also provide expert guidance in the areas of human resources, compliance, and safety as well as minimize employee turnover with enhanced employee benefits. In many cases employer liability can be significantly reduced
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No More Workers Comp Audits Zero Workers Comp Claims HR Headaches Eliminated Retention Increase 90% Affordable Employee Benefits
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Benefits of EL
Employee leasing companies provide a number of valuable services to their clients. Typically, an employee leasing company will provide payroll services and assist companies in managing their human resources by providing employee manuals and other services, which are sometimes difficult for smaller companies to provide on their own . Better management of workplace safety can help control the cost of worker compensation. Improved hiring practices and experienced representation in unemployment insurance benefit and tax matters can help keep the cost of unemployment compensation down In some cases, client employers, which could not afford to provide certain benefits such as health insurance, find it affordable to do so when taking advantage of the buying power of an employee leasing company.
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Employee Leasing Organizations are growing at a rate of over 30% per year. Outsourcing nonproductive employee administration responsibilities have become more and more popular. Employee Leasing has taken many forms, PEO's Professional Employer Organizations, ASO's Administrative Service Organizations, Administrative Employers and more.
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ESSENTIALS OF RECORD
SIMPLICITY. ACCUARCY.
ECONOMY.
USEFULNESS.
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TYPES
INDIVIDUAL SERVICE RECORDS. PERFOMANCE RECORDS.
LEAVE RECORDS.
TRAINING RECORD. HEALTH AND SAFTY RECORDS.
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PRINCIPLES OF RECORD
PURPOSE FOR WHICH THE RECORD IS KEPT MUST BE JUSTIFIABLE. RECORDS MUST BE CAPABLE OF VERIFICATION. RECORDS MUST BE CLASSIFIED. THE REQUISITE INFORMATION MUST BE AVILABLE WHEN NEEDED. RECORDS MUST BE PRODUCED AND MAINTAINED AT A REASONABLE COST. RECORDS MUST BE PRECISE. THE SYSTEM OF RECORD KEEPING MUST BE ELASTIC.
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HR IN KNOWLEDGE ERA
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TYPES OF KNOWLEDGE
TACIT KNOWLEDGE PERSONAL KNOWLEDGE GAINED THROUGH EXPERIENCE AND IS SHARED THROUGH DIRECT AND FACE TO FACE CONTACT
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EXPLICIT KNOWLEDGE
IS A FORMAL KNOWLEDGE THAT CAN BE PACKAGED AS INFORMATION FOUND IN THE DOCUMENTS OF ORGANISATION REPORTS , ARTICLES AND MANUALS.
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KNOWLEDGE MANAGEMENT
IS A SYSTEMATIC , EXPLICIT AND DELIBERATE BUILDING , RENEWAL,AND APPLICATION TO MAXIMISE ORGANISATIONS KNOWLEDGE RELATED EFFECTIVENESS AND RETURN FROM KNOWLEDGE ASSETS A PROCESS WHEREBY DATABASE IS MAINTAINED TO ENSURE THAT RIGHT INFORMATION REACHES TO THE RIGHT PERSON AT RIGHT TIME.
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WHY WE NEED IT
INDUSTRIAL ECONOMY TO DECENTRALIZED GLOBALIZED ECONOMY. INFORMATION DRIVEN ECONOMY KNOWLEDGE OF LOCAL AREA CROSS CULTURAL DIMENSIONS SHIFTING FOCUS FROM CONSUMPTION OF MATERIAL THINGS TO THE CONSUMPTION OF INFORMATION.
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FOUR COMPONENTS OF KM
DEVELOPING NEW KNOWLEDGE SECURING NEW AND EXISTING INFORMATION DISTRIBUTING KNOWLEDGE COMBINING AVAILABLE INFORMATION
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IDENTIFY
COLLECT
SELECT
STORE
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CHALLENGES OF KM
PAST EXPER.
KM
RULES& NORMS
TUNNEL VISION
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ADVANTAGES
INCREASE IN PRODUCTIVITY IMPROVES QUALITY LEADS TO BETTER COORDINATION IMPROVES WORK ENVT CREATIVE THINKING
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CONCLUSION
NECESSARY TO MAKE ORGANIZATIONS INNOVATIVE AND COMPETITIVE
ROLE OF HR MANAGER TO TAKE UP THIS CHALLENGE AND TO CREATE AND MANAGE KNOWLEDGE
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VIRTUAL ORGANISATIONS
IT IS A SOCIAL NETWORK IN WHICH ALL HORIZONTAL AND VERTICAL BOUNDARIES ARE REMOVED. INDIVIDUALS WORKING AT DIFFERENT WORKSPACES CREATION OF NETWORK RELATIONSHIP THAT ALLOWS FOR CONTRACTING , MANUFACTURING , DISTRTIBUTION, MARKETING, OR ANY OTHER BUSINESS FUNCTION
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CHARACTERSTICS
POWER FLEXIBILITY INFORMAL COMMUNICATION FLAT ORGANISATION GOAL ORIENTATIONS DYNAMICS HOME WORK NO ORG. BOUNDARIES CUSTOMER ORIENTATION
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ADVANTAGES
SAVES TIME, MONEY ELIMINATES LACK OF ACCESS TO EXPERTS PROXIMITY NOT REQUIRED FOR ORGANISATION EXPANSION BALANCE PERSONAL AND PROFESSIONAL LIFE
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PERFORMANCE MANAGEMENT
DEFINE PERFORMANCE FACILITATE PERFORMANCE ENCOURAGE PERFORMANCE COMMUNICATION SELECTION PROCESS
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Stages in M & A
POST UNION
PRE UNION
IN PROCESS UNION
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KEY TO SUCCESS
WELL THOUGHT GOALS KEY TALENT RETAINED PLANNING AND TIMELY ACCOMPLISH DUE DILLIGENCE ON ISSUES WELL MANAGED TEAM EFFECTIVE LEADERSHIP
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CONCLUSION
HR DEPARTMENT SHOULD PLAY PROACTIVE ROLE TO ANCHOR THE WHOLE PROCESS AND TO MINIMISE THE REASONS OF FAILURE
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