1. Human Resource Management
  2. Textbook of Human Resource Management | Employment | Human Resource Management
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This work is licensed under a Creative Commons-ShareAlike International License. Human Resource Management. Human Resource Management, Twelfth Edition Changing Nature of Human Resource Management 2 .. HR professionals, the book is extensively used to. This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those.

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What is Human Resource Management? Find the answers you need in these books. The titles in this category concentrate on the most important topics and. Textbook of Human Resource Management - Free ebook download as PDF File ( .pdf), Text File .txt) or read book online for free. El libro describe de manera. Human Resource Management is about the managerial and leadership processes . managers, is given by R Falk in his book “The Business of Management”.

They may be salespeople in a store, clerks in an office, operators in a factory, or technicians in a research laboratory. In a business, personnel management starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals. In addition to recruiting and hiring, some of the responsibilities of a personnel manager are: 1. To classify jobs and prepare wage and salary scales. To counsel employees. To deal with disciplinary problems. To negotiate with labor unions and service union contracts. To develop safety standards and practices. To manage benefit programs, such as group insurance, health, and retirement plans. To provide for periodic reviews of the performance of each individual employee, and for recognition of his or her strengths and needs for further development. To assist individuals in their efforts to develop and qualify for more advanced jobs. To plan and supervise training programs. To keep abreast of developments in personnel management. To understand the human resource manager's job think of how you would deal with the following examples of challenging employee situations: The firm's employees - especially the most qualified ones - can get comparable, if not better jobs with other employers.

A mistake in hiring or in slow and inefficient methods of training can be costly. Personnel managers must comply with the law by employing, training and promoting women and persons from minority groups.

The problem in doing so is that many of these employees have not had appropriate experience and education in the past. Most employees, whether or not represented by labor unions, continue to seek improvements in direct compensation, employee benefits, and working conditions. All commitments must be based upon what the firm can afford, comply with current practices of other employers, and be understood and accepted by the employee.

To do this, all employee policies and operating procedures should be developed and negotiated with great care. Some employees may not perform satisfactorily simply because their firm offers competitive compensation, benefits, and working conditions. In addition to these financial or physical compensations, they want responsibility, the opportunity to develop, and recognition of accomplishment in their jobs.

The law have established requirements for pension and other benefit plans, and also bar mandatory retirement at age Complying with such changes presents real challenges. Human resource management works to achieve practical solutions to such problems. In large firms, it generally provides support to line management.

Human Resource Management

In this staff capacity, the personnel department has the responsibility to develop and implement policies, procedures, and programs for recruitment, selection, training, placement, safety, employee benefits and services, compensation, labor relations, organization planning, and employee development.

Without human efforts, organisations cannot accomplish their objectives. Rensis Likert ri3htly observes, "All the activities of any enterprise are initiated and determined by the persons who make up that institution, plants, offices, computers, automated equipment, and all else that make a modern firm uses are unproductive except for human effort and direction of all the tasks of manage:nem, managing the human component is the central and most important task, because all else depends on how well it is done.

Managers are appointed at various levels to organise and co-ordinate the activities of the team members or fellow work associates. Those at the lower levels are responsible to persons at a higher organisational level. The greater the commitment of the members to organisational objectives, the greater is the degree of effectiveness with which the organisation works.

Failure to recognise this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, "No industry can be rendered efficient so lu:1g as the basic fact remains unrecognized that it is principally human. It is not a mass of machines and technical processes.

It is not a complex of matter, but a complex of humanity. It fulfils its function not by virtue of some impersonal force, but a human energy.

Its body is not an intricate maze of mechanical devices but a magnified nervous system. These individuals in the work place exhibit not only similar behaviour patterns and characteristics to a certain degree, but they also show many dissimilarities.

Each hunia;; rJeing is [';ot only a product of his bioiogical irJheritance but also a result of interaction:; v:ith his environment. Family relationships, religious influences, racial or caste educational accomplishment, the application of technologicai in:1ov::Jtioos. Among the environmental factors that influence wor! People come to work with certain specific motives to earn money, to get employment, to have better prospect in future, to be treated as a human being while at the place of work.

It is these people who provide the knowledge and much of the energy through which organisational objectives are accorTIp,lished. The management must, therefore, be aware not only of the organisational but also employee needs.

Textbook of Human Resource Management | Employment | Human Resource Management

None of these can be ignored. The achievements for the organisations of the 'people at work,' 'the people who manage them' i. In other words, he develops "human relations" the purpose of which is not to enable him to discover clever techniques for winning friends and influencing people through personality development; nor to enable him to manipulate people as though they are puppets, but to assist him in working more effectively with other people in organisation.

The management of men is a challenging task because of the dynamic nature of the people. No two persons are similar in mental abilities, traditions, sentiments, and behaviour; they differ widely also as groups, and are subject to many and varied influences. People are responsive; they feel, think, and act; therefore, they cannot be operated like a machine or' shifted and altered like a template in a room layout.

They, therefore, need a tactful handling by management personnel. If manpower is properly utilised, it may prove a dynamic motive force for running an enterprise at its optimum results and also work as an elixir for maximum individual and group satisfaction in relation to the work performed.

Manpower management is a most crucial jqb because "managing people is the heart and essence of bi2ing a manager. Material elements, however, are beyond its domain.

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This view has been rightly summed up by J. Dietz of Chicago.

He observes: "A business or an industry can be thought of as an inter-vJeaving of human elements and material elements, with the human elements as the warp; while inter- locking and inter-weaving with this element are the material elements - the '.

Voof of the fabric. The warp of the fabric is the human element appearing and reappeil:";ng, the strength giving element holding the entire fabric together, and giving it life and a character of continuity.

This it does by: i maintaining a balance between the jobs available and the jobseekers, according to the qualifications and needs; ij Providing suitable and most productive employment, which might bring them psychological satisfaction; iii making maximum utilization of the resource in an effective manner and paying the employee a reasonable compensation in proportion to the contribution made by him; iv eliminating waste or improper use of hum'an resource, through conservation of their normal energy and health; and v by helping people make their own decisions, that are in their interests.

This' it does by: i maintaining the dignity of the employee as a 'human-being'; ii providing maximum opportunities for personal development; iii providing healthy relationship between different work groups so that work is effectively performed; iv improving the employees' working skill and cpacity; v correcting the errors of wrong postings and proper reallocation work. Dynamic and growth-oriented organisation do require effective management of people in a fast-changing environment.

Organisations flourish only through the efforts and competencies of their human resources. Employee capabilities must continuously be acquired, sharpened, and used. Any organisation will have proper human resource management i to improve the capabilities of an individual; ii to develop team spirit of an individual and the department; and iii to obtain necessary co-operation from the employees to promote organisational effectiveness.

By controlling and effectively using manpower resources, management tries to produce goods and services for the society, 8 A Textbook of Human Resource Management Prof.

Jucius has defined prsonnel management as: "The field of management which has to do with planning. Edwin Flippo states: "Personnel Management is the planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and 'separation of human resources to the end that individual, organisational and social objectives are accomplished.

This definition is a comprehensive one and covers both the management functions and the operative functions. The purpose of all these functions is to assist in the accomplishment of basic objectives.

According to French, "Personnel Management is the recruitment, selection, development, utilization of and accommodation of human resources by organisations. The human resources of an organisation consist of all individuals regardless of their role, who are engaged in any of the organisation's activities.

The objective is to attain maximum individual development, desirable working relationship between employers and employees and employees and employees. Its aim is to bring together and develop into an effective organisation the men and women who make up an enterprise and having regard for the well-being of the individual and of working groups, to enable them to make their best contribution to its success.

The new definition places emphasis on the 'group aspect. All these aspects are concerned with human element in industry as distinct from the mechanical.

According to him, "It is a function of guiding human resources into a dynamic organisation that attains its objectives with a high degree of morale and to the sCltisfaction of those concerned. Selecting and hiring personnel. Orienting new employees to the business. Deciding compensation issues.

Another function addresses the training and development side of human resource management. A third function deals with how the personnel system and the training and development functions come together to build employee trust and productivity.

These three functions stress the importance of a good human resource management climate and provide specific guidelines for creating such a climate.

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Human Resource Management Audit Questionnaire Does the business have a plan for forecasting long-term personnel needs? Are there guidelines for hiring personnel, or are employees hired based on gut feelings?

Are there job descriptions for all positions? What do employees like about their jobs? What do employees dislike about their jobs? Why do employees leave the organization? Is there an active training program? Is it based on an assessment of where the firm is now or where it should be in the future?

Are a variety of training programs available?

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