Human Resources Management.
Methods, Models and Theories
12manage reaches 100.000 members
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Human Resources Management.Methods, Models and Theories |
12manage reaches 100.000 members |
Human Resources Management. Methods, Models and Theories (A-Z) |
Human Resources Management Community of Interest
Human Resources Management Forum
Human Resources Management Education & Events
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| ● (NL) | Recruitment Process Phases | "One I know of is the framework of the organizational recruitment process by Breaugh and Starke, describing the following 5 Phases of the Recruitment Process: 1. Identification of the Recruitment Objectives (e.g. number and quality of applicants, time taken to fill positions, diversity of new recruits, cost of recruiting, etc) 2. Development of a Recruitment Strategy (Whom to recruit? Where to recruit? Which recruitment sources should be used?) 3. Implementation of Recruitment Activities (to include sources of recruitment, credibility and trustwothiness of recruiters, and the appropriateness of the recruitment message in relation to realism, completeness and timeliness) 4. Intervening / Process Variables (the factors that have been hypothesized to explain the relationships between recruitment activities and outcomes. Examples of intervening variables are: applicant’s attention, message credibility, and accuracy of applicant’s expectations). 5. Evaluation of the Recruitment outcomes by comparing them with the recruitment objectives. (Source: Journal of Management, 2000, 26, 405-434) " |
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| ● (NL) | Recruitment Sources | "We can distinguish between two different sources of recruitment: - Internal Recruitment Sources: promotions, internal job transfers, talent databases or HR systems, job postings, etc. - External Recruitment Sources: advertisements in print media, television, or internet websites, employment consultants or agencies, walk-ins, career fairs, recruitment consultants, executive search firms, trade unions, professional associations, educational institutions, etc." |
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| ● Cameron (Australia) | Recruitment Process Phases | "Prior to Identification of the Recruitment Objectives the organisation has to determine why or if there is a need to fill a gap (0. Personnel GAP Analysis). Sometimes this is not defined as a requirement to fill a gap, but to match the personnel capability to the strategy." | |
| ● Pramod Kumar (India) | Recruitment Policies | "I'd like to know more about recruitment policies." |
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| ● Dr.Hemjith (India) | HRM Definition | "HRM can be very well defined as the development of human capital which is the most valued asset for Business Development and creating value and satisfaction for your human capital which inturn should lead to customer satisfaction." | |
| ● Karuranga Jane (Rwanda) | HRM definition | "MOST VALUED ASSETS is the most important part in the definition. If only it would be understood by the employers and other stakeholders." | |
| ● (Sudan) | Definition of HRM - include IT? | "Yes, it is quite general and specific in the same time. it illustrates strategy of the firm, individualism(esteem) and collectivism (social) and connected to the preset goals of the organization. After the tremendous IT (MIS) bang in management, adding new concepts to managing organization's resources, I suggest it is of great significance to include technology to the definition." |
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| ● Esimu (Nicholas) | Human Resource Management(HRM) | "Some people believe that human resource management is in general terms the management of the the conditions of work of employees in the organisation. It deals with ensuring that the employees display the highest level of efficiency and effectiveness in the performance of the organizational functions through providing the basic conditions of work to the employees to ensure achievements of the highest levels. Human resource management does not only involve the management of the daily workers, but also the part time employees." | |
| ● (Laos) | HRM practices | "What and How is HRM practices functioning in the local community people effectively especially of their pratices in the specific training where that local community people is just your coordination line? but the general outcome would benefit to organization strategic goal." |
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| ● (Mexico) | Strategic Business Partner. | "Since a "competitive advantage" today is very much related to the intangible benefits that an asset can bring to your company, I would analyse each potential partner against the 4 major Balanced Scorecard perspectives: Financial, Customer, Business Process and Learning and Growth. I would create a "Strategic Partner Selection Matrix": The rows would be the potential partners; the columns would be the sets of criteria for selection in each of the 4 perspectives mentioned above. When you create the sets of criteria for each perspective, remember that the objective is to know how a potential business partner can impact your organisation. If you grade your potential partners in all the criteria you will be able to determine which is the best. A tip: You may build the criteria sets from the performance measures already defined within your company. Any doubts? Do not hesitate to ask." |
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| ● prakash m (india) | reaction | "nice, but please give more explanation." | |
| ● (UK) | HR as Strategic Business Partner | "Thanks Luis, that's a brilliant idea. I am planning to measure my organisation HR based on the Ulrich model, since the whole process is looking at HR being a business partner. Can anyone help with a survey sample I can follow as a guide?" | |
| ● Ullhas Pagey (India - Mumbai) | HR as a strategic Partner | "To the extent you can co-relate the impact of your HR interventions with the top line and bottom line of the organisation, you are playing the role of a strategic HR partner - because that is the only language which the top management understands." | |
| ● (Mexico) | HR Strategic Business Partner | "Probably I did not understand your issue. But Dave Ulrich's philosophy about HR as Strategic Business Partner says that 'HR must ensure that its practices, processes, and policies complement the overall organizational strategy. It needs to develop a capacity to execute that strategy.' So, I would still correlate the activities of HR with the corporate strategy. To do this, I would identify the drivers or measures that link HR practices, processes, and policies to corporate strategy..." | |
| ● Ludwig G (Germany) | SHRM | "First consider (and discuss) if the organization is adopting a shareholder value view or a stakeholder value view. In case a stakeholder view is taken, it will be a little easier to show a direct strategic contribution of the HRM function and SHRM to achieve competitive advantage, because the employees are considered a stakeholder group." | |
| ● (NL) | Strategic Human Resource Management | "Good points... Yet another angle to Strategic Human Resource Management is presented by the RBV of Barney. SHRM can offer ways to protect strategic resources (somewhat) from being imitated. For example by gradually developing a strategic social employee / alumni network or by creating causal ambiguity via the hrm function about what actually are the strategic resources of a firm." | |
| ● Bongani (South Africa) | Strategic Human Resource Management Questions | "Hi all, what's also really fundamental to Strategic HR is a comprehensive look into the entire employee value chain parallel with the organization's value chain. Out of this one can ask the following questions: What kind of business are we in? What kind of leadership and or sponsorship do we need to visibly model the correct behaviors? what kind or type of skill and talent do we require to have an edge? what is the climate of the organization currently from a people management perspective? what is the status with internal policies? do our people understand the policies and how they impact them? what are the existing hygiene factors that need serious intervention? What is our core differentiator from a people point of view? seeing that this world is constantly faced with change, how well capacitated is our human capital to deal with and manage change? and lastly as HR, how concerned are we about ensuring that we create a direct link to the bottom line...." |
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| ● (Mauritius) | Emotion Management | "Emotion management is often neglected due to the problem related in its amplification. HR must dig into the grounds of satisfaction and emotion sustainability at work to become fully successful" |
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| ● (Malaysia) | Core Functions of HR | "In my humble opinion, the basis of HR existance is to source, develop & retain talent. The width & depth of coverage varies between one organisation and another, depending on the size & needs." | |
| ● (Tanzania) | Core HR Functions | "The core HRM function includes the acquisition of the right people for the organization, develop, maintain and retain them. It is also involved with smooth exits from the organization." | |
| ● (Pakistan) | HRM | "HRM is in fact a paradigm shift from capital emphasis to human capital investment. This is the journey of human thought which passes through a change after 10 decades." |
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| ● Ntirenganya (Rwanda) | No Role for HR in the financial crisis | "Human Resources are not considered much in this time because of the financial crisis." | |
| ● Mfanelo Khoza (SA) | Major Role of HR Manager in the Financial Crisis | "The financial crisis brings with it serious challenges in the workplace, among others, job uncertainty, lower stuff morale which result to poor performances, higher tensions between employers and employees and a general hostile working environment. With all of the above, it is a duty of HR Managers to turn around all the above with applicable change management theories, crisis management theories and also motivational theories. We should always remember that the role of human resources management functions in a workplace has drastically changed from a traditional HR, we are now looking at HR as core business partner, and as the people responsible of our core resources (PEOPLE), there is no way we can regard them less in the financial crisis." |
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| ● (Indonesia) | Role of the HR Manager in the financial crisis | "I do not agree with Ntirengaya from Rwanda, and I agree with Khoza from SA. Yes, currently and in the future as HR Manager we should do as a business partner to BOD. There are very much ideas to support them to take business decision making, such as lead and drive the productivity improvement initiative, change management reorganization Design etc." | |
| ● (India) | Role of HR in Financial Crunch | "In this competitive era and globalization, HR is strategic partner in the business and playing a major role in nurturing the human capital. HR, through its strategic vision controls the expenses and does not allow to over run the capex or revenue expenditure. The cost of human capital differs from industry to industry in accordance with its nature. In some of the services sectors, the cost of human resources is very high, hence controlling the cost and providing the best quality and controlling it helps in maintaining the liquidity. It is your people who are managing all the affairs, and managing people is one of key role and has a part and parcel of HR function. In light of the above, we can not deny the contribution of the HR function in the financial crisis." |
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| ● Samanaz (India) | Human Resource Management | "Yes, according to me it is necessary to have a network in the industry as it is very critical to keep abreast of what is happening within the industry. Also building a network will attract various viewpoints and opinions which can be studied, understood and applied within ones own organization." | |
| ● k gayathri (India) | HRM Network | "Yes of course! Without any network in the industry and having self knowledge or self thinking one cannot become a perfect manager. A manager should move with employees as well as people within the organization with cardial relationship. Human Resorce Managment deals with the external actions like we can say maintaing good relations with each individual, communicating with effective skills and all. Then only any organisation or a firm can reach its goals easily." | |
| ● Sobia (Pakistan) | HRM network | "Of course, an HR manager is not a person sitting in isolation. He/she must be well equipped with social networking to have a broad vision in order to handle various types of psychological idiosyncrasies of general human nature. " |
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| ● Anders Nystrom (Sweden) | LOTS | "There is a method called LOTS in Sweden, it is used when defining a business plan, but can also be used as method to define a task: - Purpose - Critical Success factors - Goal - Actitivity - what to do - Roles and responsible - Follow up and reporting" |
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| ● Izabela Waglay (Canada) | Task Description | "In addition to the items listed by Andres referred to as LOTS the task should also include the influencing factors such as policies or regulatory requirements, inputs (information or physical objects such as money or equipment, task triggers (e.g. customer walking in to the store), tools available (e.g. customer profile data display), measurements; required skills and behaviors. In summary, the task is a discrete step in the process, so all the elements that are required to define the process step apply to the task description." |
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| ● Aye (Switzerland) | Accountability Process Design (c) | "We, at Aye & Partners Consulting, specialise in organisation effectiveness; we have developed a methodology - the Accountability Process Design (c) - that describes accountabilities of each function (whether hold by an individual or an entire entity) involved in a process (whether strategic or operational). It is made in a way that allows identifying processes and accountabilities but also attributes such as added value, required competencies, authority levels, policy framework, performance criteria, etc. It moreover provides analyses of the organisation in multiple angles to optimise the organisation. A great way to describe and analyse tasks." | |
| ● Zafar Dar (Pakistan) | Task | "I would like to make some adjustments in LOTS - Scope (beginning & end of the task, what's included or excluded) - 'How to do?' i.e procedure (brsides what to do?)" | |
| ● (Netherlands) | Adjustments in LOTS | "Zafar, why don't you enter your improvement suggestion in a reaction..." |
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| ● (RSA) | How to Become an HR Executive | "The best approach is to continue studying HR to postgraduate level and ensure that you develop a strong business acumen: all aspect then work your way up the corporate ladder. Or gain experience in the field and start a business with others who are more affluent in other fields, with you as an HR fundi." | |
| ● (India) | Building a Strong Business Acumen | "What are the strong business acumen attributes? And which can I develop in my last year of MBA program?" |
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| ● Alicia (Perù) | Increasing Human Capital is needed | "Human capital is the most important asset of any enterprise. Therefore, it is necesary that enterprises improve their knowledge managment to increase the value of the people inside the organization. If the value of people is increased, the value of the organization increases too." |
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| ● (India) | No Bonuses for Bankers ! | "Banks do not produce anything and cannot produce more to earn bonus. A bonus is given to people who produce or sell more or earn more for the employers and hence part of their compensation is in form of bonus. Banks are facilitating institutions. The output of a bank employee depends on the position and overall image of the bank. An individual contribution cannot be taken as an extraordinary contribution but just normal contribution. Hence for Banks there should be no bonuses. However a salary hike should reflect contributions and way of working of employees." | |
| ● (sudan) | Bonuses are good ... Even for bankers | "Yes. but must be related to output of physical products and services." | |
| ● François (DRC) | Bonuses why not? | "Why not if the banks are making profit because the first motivation in the work is remuneration. When someone helps the company to make more profits he has the right to a bonus relative to the effort he made." | |
| ● Buddhi sagar (Nepal) | Bonus Good, but Conditional | "It is good to provide bonus to bankers based on their income generating performance, dedication to maximise shareholders and company value and expertise." | |
| ● (England) | Banking good, Bonuses Bad | "The objection and anger with the bonuses has two dimensions. The first is the anger at the organisations who are using public money to reward people for failing so spectacularly that we will have to invent a new word for it. The second and less obvious but equally damaging is the objection to the whole strategy of providing rewards for performance. In the banking industry the provision of rewards so focussed the individuals in the industry on achieving personal reward driven goals that it turned them from an intelligent talented workforce into a set of individuals whose sole concern was achievement of their bonus. The obvious consequence of this behavior was a total denial of the longterm consequences of this kind of behaviour which created the conditions in which this recession became inevitable. If we don't learn the destructive power of a bonus driven culture then recovery from this recession is simply cocking the gun that will shoot us in the foot again." | |
| ● Tman (Zambia) | Bonuses are Good | "I think bonuses are good, they should be given to boost morale, to give the deserving in order to encourage hard work amang others." | |
| ● YUSUF (Nigeria) | Bonuses should be ecouraged | "A bonus is very good to be given to workers in order to serve as a drive towards the realisation of GOALS and OBJECTIVES of the organisation within the timeframe of operation. For bankers, it can also serve as an instrument for realising the objectives and goals of the organisation within the time schedule, but its implemention should be conditional. It should be tagged "MORE EFFORTS,MORE BONUSES" in order to avoid leakage of time or waste of time within the operation period." | |
| ● Siham Busaidi (Oman) | Bonuses are Form of Recognition | "Recognition is extremely important for most people. Bonuses are a form of recognition, but they should be directly related to the targets achieved in the organisation." | |
| ● kundan Jyoti (India) | Bonuses are good | "Yes it is to be encouraged. When a bank is earning profits due to their performance, aren't bankers eligible for good bonuses?" |
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| ● (Palestine Territory) | HRM | "Your investigation is very interesting, and this is one of my interests." |
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