The BRIF INTRODUCTION of Human Resource Management in Modern Organizations
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Course
Level 3 Business Management Unit 1 - P5
Institution
University Of East London (UEL)
Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations in today's dynamic business environment. This abstract provides a comprehensive overview of the key components and functions of HRM and their significance in achieving organizational objectives....
standards for social etiquette, customs for how members should relate to peers, employees, bosses
and outsiders; what is appropriate and smart behavior with in organization and what is not.
e. CEO: Prior to mid 1980s, new employee orientation operated, if at all, with out any output from
the company‘s executive management. But that began to change, due in part to management
consultants advocating that senior management become more accessible to employees. The CEO‘s
first responsibility is to welcome new employees aboard and talk to them about what a good job
choice they made. The CEO is in position to inspire these new employees by talking about what it
is like to work for the organization. When CEO is present in the socialization process, the company
is sending a message that it truly cares for its employees.
IV. Employee Orientation program:
Orientation or socialization process.
a. Introduction: Regarding the organization, supervisor, trainers, and coworkers and to system
b. Job Duties: It provides job related information like, Job location Job tasks Job safety
requirements Overview of job, Job objectives Relationship to other jobs
c. Organizational Issues: This provides the information about the overall organization it may
include; History of employer, organization of employer, name & titles of key executive,
employee‘s titles and departments, layout of physical facilities, probationary period, overview of
production process, company policies and rules, disciplinary regulations, employee handbook,
safety procedures etc
d. Employee Benefits: This part provides the information about the benefits that are offered by the
organization like; Pay scales & paydays, vacations rest break, training & education benefits,
counseling, housing facilities, insurance benefits, retirement program, employee-provided services
for employees, rehabilitation program
The Hiring Process
Hiring process is completed here because orientation or the socialization process is the last step of
hiring.
B. Training
Training is a process whereby people acquire capabilities to aid in the achievement of
organizational goals. It involves planned learning activities designed to improve an employee‘s
performance at her/his current job. Training refers to the methods used to give new or present
employees the skills they need to perform their jobs.
C. Development
All efforts to provide employees with the abilities the organizations will need in the future
D. Training and Development Trends:
Skill requirements will continue to increase
Workforce will become significantly better educated & more diverse
Corporate restructuring reshapes businesses
Technology will revolutionize certain training delivery methods
The role of training departments will change
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HUMAN RESOURCE MANAGEMENT
More flexible courses aimed specifically at performance improvement
More firms will strive to become learning organizations
Emphasis on human performance management will accelerate.
Methods of socialisation
• Stories
• Rituals
• Material symbols
• Language
Socialisation benefits
• Helps in understanding organisation culture
• Contributes to employee‘s long term success
• Helps in adjustment
• Helps in employee engagement
• Provides job satisfaction.
CHAPTER III
TRAINING AND EXECUTIVE DEVELOPMENT
3.1 Training is a process of learning a sequence of programmed behavior. It is the application of
knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing
about positive change in the knowledge, skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the
employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher
responsibilities. It bridges the gap between what the employee has & what the job demands.
Training refers to a planned effort by a company to facilitate employees‘learning of job related competencies.
These competencies include knowledge, skills, or behaviors that are critical for successful job performance.
The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training
programs and to apply them to their day to day activities. Training is seen as one of several possible
solutions to improve performance. Other solutions can include such actions as changing the job or increasing
employee motivation through pay and incentives. Today there is a greater emphasis on-
Providing educational opportunities for all employees. These educational opportunities may include
training programs, but they also include support for taking courses offered outside the company,
self-study, and learning through job rotation.
An ongoing process of performance improvement that is directly measurable rather than
organizing one time training events.
The need to demonstrate to executives, managers, and trainees the benefits of training.
Learning as a lifelong event in which senior management, trainer manager, and employees
have ownership.
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HUMAN RESOURCE MANAGEMENT
Training being used to help attain strategic business objectives, which help companies, gains a
competitive advantage.
The term training refers to the acquisition of knowledge, skills, and competencies as a result of the
teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It
forms the core of apprenticeships and provides the backbone of content at institutes of technology (also
known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation
or profession, observers of the labor-market recognize as of 2008[update] the need to continue
training beyond initial qualifications: to maintain, upgrade and update skills throughout working life.
People within many professions and occupations may refer to this sort of training as professional
development.
Training usually refers to some kind of organized (and finite it time) event — a seminar, workshop that has
a specific beginning data and end date. It‘s often a group activity, but the word training is also used to refer
to specific instruction done one on one.
Employee development, however, is a much bigger, inclusive ―thing‖. For example, if a manager pairs up
a relatively new employee with a more experienced employee to help the new employee learns about the
job, that‘s really employee development. If a manager coaches and employee in an ongoing way, that‘s
employee development. Or, employees may rotate job responsibilities to learn about the jobs of their
colleagues and gain experience so they might eventually have more promotion opportunities. That‘s employee
development.
3.1.1 TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and
willing workforce to an organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Societal. Training and development is a subsystem of an organization. It
ensures that randomness is reduced and learning or behavioural change takes place in structured format.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the
individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual
effectiveness.
Functional Objectives – maintain the department‘s contribution at a level suitable to the organization‘s
needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and
challenges of the society.
The quality of employees and their development through training and education are major factors in
determining long-term profitability of a small business. If you hire and keep good employees, it is good
policy to invest in the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training for current
employees helps them adjust to rapidly changing job requirements. Reasons for emphasizing the growth
and development of personnel include
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