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Human Resource Management

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Human Resource Management (MGT501)
Lesson 42
The process of teaching new employees the basic skills they need to perform
their jobs.
Task Analysis
A detailed study of a job to identify the skills required so that an appropriate
training program may be instituted.
Performance Analysis
Careful study of performance to identify a deficiency and then correct it with
new Equipment, a new employee, a training program, or some other
On-the-job Training (OJT)Training a person to learn a job while working at it.
Vestibule or Simulated
Training employees on special off-the-job equipment, as in training airplane
pilot training, whereby training costs and hazards can be reduced.
A method of on-the-job training where an experienced worker or Method the
trainee's supervisor trains the employee.
Action Learning
A training technique by which management trainees are allowed to work full-
time analyzing and solving problems in other departments.
Case Study Method
A development method in which the manager is presented with a written
description of an organizational problem to diagnose and solve.
Business Games
A development technique in which teams of managers compete with one
another by making computerized decisions regarding realistic but simulated
Behavior Modeling
A training technique in which trainees are first shown good management
techniques in a film, are then asked to play roles in a simulated situation, and
are then given feedback and praise by their supervisor.
Learning Organization
An organization skilled at creating, acquiring, and transferring knowledge and
at modifying its behavior to reflect new knowledge and insights.
The heart of a continuous effort designed to improve employee competency
and organizational performance.
Human Resource Development:
A major HRM function that consists not only of T&D but also individual
career planning and development activities and performance appraisal.
Learning Organizations  Firms that recognize the critical importance of continuous performance-
related training and development and take appropriate action.
Job Rotation
It involves moving employees from one job to another for the purpose of
providing them with broader experience.
Assistant to Position:
Employees with demonstrated potential are sometimes given the opportunity
to work under a successful manger.
Job Rotation:
It involves moving employees to various positions in organization in an effort
to expand their skills, knowledge and abilities.
Career can be defined as a general course of action a person chooses to pursue
throughout his or her working life
Career planning:
Career planning is an ongoing process through which an individual sets career
goals and identifies the means to achieve them.
Career Paths:
Career paths have historically focused on upward mobility within a particular
Career Development:
A formal approach taken by an organization to help people acquire the skills
and experiences needed to perform current and future jobs is termed as career
Mentoring & Coaching:  When senior employee takes an active role in guiding another individual, we
refer to this activity as mentoring and coaching
Dual-Career Path:
A career-path method, that recognizes that technical specialists can and should
be allowed to continue to contribute their expertise to a company without
Human Resource Management (MGT501)
having to become managers.
Performance can be defined as efforts along with the ability to put efforts
supported with the organizational policies in order to achieve certain
Activities in HRM concerned with helping employees exert high energy levels
and to get performance in desirable direction.
Performance Management: A process that significantly affects organizational success by having managers
and employees work together to set expectations, review results, and reward
Performance appraisal is a system of review and evaluation of an individual or
team's job performance.
Halo Error
Occurs when the evaluator perceives one factor as being of paramount
importance and gives a good or bad overall rating to an employee based on
this factor.
It is a goal-oriented performance appraisal method, requires that supervisors
and employees determine objectives for employees to meet during the rating
period, and the employees appraise how well they have achieved their
360-Degree Feedback:
Involves input from multiple levels within the firm and external sources as
Central Tendency
Occurs when employees are incorrectly rated near the average or middle of
the scale.
Table of Contents:
  1. INTRODUCTION TO HRM:Growing Importance of HRM, Road Map of the Course
  2. ESSENTIALS OF MANAGEMENT:Concepts and Essential of Management, Managerís Roles
  3. ORGANIZATION AND COMPONENTS OF ORGANIZATION:Open versus Closed Systems, The Hawthorne Studies
  4. PEOPLE AND THEIR BEHAVIOR:Why to work in organizations?, The Goals of Organizational Behavior
  5. INDIVIDUAL VS. GROUP BEHAVIOR:What Are Roles?, Problem solving Team
  6. PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT:Records and Administration, Competitive Advantage
  7. HRM IN A CHANGING ENVIRONMENT:Productivity, New Trends at Work Place
  8. How organization Cultivate a Diverse Workforce, STEPS TOWARD MANAGEMENT OF DIVERSITY
  9. FUNCTIONS AND ENVIRONMENT OF HRM:Compensation and Benefits, Safety And Health, Interrelationships of HRM Functions
  10. LINE AND STAFF ASPECTS OF HRM:Authority, Line versus Staff Authority, Staff Manager
  11. LEGAL CONTEXT OF HR DECISIONS:Doing the Right Thing, Affirmative Action, Unintended Consequences
  12. HUMAN RESOURCE PLANNING (HRP):Benefits of HR Planning, Forecasting Human Resource Availability
  13. STRATEGIC PLANNING AND HRIS:HRís Strategic Role, Human Resource Information System, Common HRIS Functions
  14. JOB ANALYSIS:Purposes of the job Analysis, Questions Job Analysis Should Answer
  15. JOB ANALYSIS:Methods of Collecting Job Analysis Information, Observation, Source of Data
  16. JOB ANALYSIS (CONTD.):SURPLUS OF EMPLOYEES FORECASTED, Diversity through Recruiting Efforts
  17. SOURCES OF RECRUITMENT:ALTERNATIVES TO RECRUITMENT, Quantity of the Applicants, Quality of the Applicants
  18. SELECTION:Initial Screening, Advantages of Successful Screening
  19. SELECTION TESTS:Characteristics of Properly Designed Selection Tests, Guidelines for Conducting an Interview
  20. SELECTION PROCESSÖ CONTD:Background Investigations, Physical Exam, Selecting Managers
  21. SOCIALIZATION:Compensation and Benefits, Team Membership, Stages in socialization Process, Training and Development Trends
  22. TRAINING AND DEVELOPMENT:Learning, Phases of Training, Why Transfer of Training Fails
  23. MAXIMIZING LEARNING:Following up on Training, Repetition, Feedback, Purposes of T & D
  24. CAREER MANAGEMENT:Individual career planning, Career Planning and Development Methods
  25. PERFORMANCE:Determinants of Job Performance, Why is performance measured?, Performance Management
  28. COMPENSATION SYSTEM:Pay, Job Pricing, Compensation: An Overview, Compensation Surveys
  29. BENEFITS:Total Compensation, Discretionary Benefits (Voluntary), Workplace Flexibility
  30. ROLE OF MONEY IN PERFORMANCE OF EMPLOYEES:Types of Pay-for-Performance Plans, Empower Employees
  31. MOTIVATION:The Motivation Process, Motivational Theories, Challenges of motivating employees
  32. OCCUPATION, HEALTH & SAFETY:Physical Conditions, Accident Investigation, Smoking in The work place
  33. STRESS MANAGEMENT:Symptoms of Stress, Managing Stress,
  34. COMMUNICATION IN ORGANIZATION:Burnout, Social Support at Work & Home, Communication in organization, Meetings
  35. TRADE UNIONS:Collective Bargaining, The HRM Department in a Nonunion Setting, Phases of Labor Relations
  36. CONFLICT AND NEGOTIATION:Transitions in Conflict Thought, Individual Conflict Management Styles
  37. POWER AND POLITICS:Sources of Power, Advantages and Disadvantages of PowerPower and Politics in Context
  38. EMPLOYEE RIGHTS AND DISCIPLINE:Contractual Rights, Management Rights, Disciplining Employees,
  39. DISCIPLINE (CONT...):Factors to Consider when Disciplining, Disciplinary Guidelines, Employee Separations
  40. LEADERSHIP:The Leaderís Behavior, Situational Theories of Leadership, Becoming a Leader
  41. REVISION (LESSON 12-21):Plans, Job Specification, Human resource planning, Selection Process, Corporate Culture
  42. REVISION (LESSON 22-26):Training, Case Study Method, Training, Performance
  43. REVISION (LESSON 27-35):Classification Method, Compensation, Empowerment, Mediation
  44. INTERNATIONAL DIMENSIONS OF HRM:Global Corporation, Type of staff members, Approaches to Global Staffing
  45. CONCLUSION & REVIEW:Strategies for Gaining Competitive Advantage, High-performance Work System