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Human Resource Planning

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  As defined by Bulla an d Scott (1994), human resource planning is “the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying tho se requirements.” Human resource planning can influence the business strategy by drawing attention to ways in which people could be developed and deployed more effectively to further the achievement of business goals as well as focusing on any problems that might have to be resolved to ensure that the people required will be available and will be capable of making the necessary contribution. Aims of Human Resource Planning Human resource planning aims to ensure that the organization has the number of people with the right skills needed to meet forecast requirements. It allows for better control over staffing costs and numbers employed, and it enables employers to make more informed judgments about the skills and attitude mix in organizations. When setting up human resource structur...
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Performance Management

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  Performance management is process of evaluating of an individual in an organization with respect to his/her performance on the job and to see the potential for development. As Weiss and Hartle (1997) commented, performance management is: ‘A process for establishing a shared understanding about what is to be achieved and how it is to be achieved, and an approach to managing people that increases the probability of achieving success.’ The key concerns of the performance management are follows.   · Aligning individual objectives to organizational objectives and encouraging individuals to uphold corporate core values. · Enabling expectations to be defined and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviours (expected to be) · Providing opportunities for individuals to identify their own goals and develop their skills and competencies.   In simple terms Performance Management is aligning org...
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Ultimate Human Goals

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  Maslow’s Hierarchy of Needs Abraham Maslow was a clinical scientist who was not interested in particular psychiatric disorders, but in a broader variety of human psychological needs. He is known best for his philosophy of hierarchy-of-needs. The principle, described in a pyramid, organizes in order of relevance the five distinct stages of human psychological and physical needs. Physiological needs (food and clothing), protective conditions (job security), social needs (friendship), self-esteem, and self-actualization are the needs in Maslow's hierarchy. Managers should use this hierarchy that identifies five needs to help understand the morale of workers and approach them in ways that contribute to high efficiency and employee satisfaction (Management Study Guide, 2018) . Physiological Needs - The fundamental physiological criteria are possibly reasonably obvious, even the aspects that are important to our existence. Security and Safety Needs - When we step up to the second ...
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Virtual Team and its Cohesiveness

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 A s teams and an organization grows beyond one single office location into various multiple locations or most often across multiple countries, different time zones or downsizing, reorganizing to reduce labor costs, eliminate redundancy, and better target scarce resources. To avoid these circumstance concept of virtual teams comes to play. A virtual team, is a group of people those who interact through various electronic medias. It also known as a geographically dispersed team or remote team. Team members of a virtual team are usually located in different geographical locations . Strong and trusted method of communication should be much need to success of every virtual team since it is not a human being. This is also known as “Global Team" . The Different Types of Virtual Teams There are several types of virtual teams depending on the lifespan, objective, goals, and roles of members.  v      Networked Teams - Team composed of cross functional members to sh...
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The advantages and challenges of e-Recruiting

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  Technology is playing vital role in modern highly competitive organizational context. It has immigrated to every aspect of the organization. Technology has created huge revolution in Human Resources management of an organization too. From the new innovation e-Recruiting becoming very popular method of recruiting. e-Recruitment also known as  online recruitment uses web-based tools weather its own internet too recruit staff or  firm’s public internet site. The processes consist of selecting, and offering jobs, attracting, screening and tracking applicants, or rejecting candidates. It has been estimated by Cappelli (2001) “ that it costs only about one-twentieth as much to hire someone online, if that is the only method used, as it does to hire the same person through traditional methods ”. Further e-Recruitment has done a great role in this type of global crisis the entire world is suffering specially , The world searching solutions for social distancing and get away fr...
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Application of Five Discipline of Learning Organizations

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In the current competitive business environment most of business entities facilitate to leaning of its members and continuously transform itself. Peter Senge  (1947) is an American scientist, teacher and director of the Center for Organizational Learning has invented the five discipline of leaning organization in 1990. According to Senge, continuity  of an organization depends on how it manage it continuous growth than to perform better than it Competitors. Senge’s Five Disciplines of Learning Organizations are as follows;   1.       Building a Shared vision   Vision of any organization should be created within the organization by compromising organization’s and individual’s visions. 2.       Systems Thinking The observational process of an entire system instead of focusing on individual issues. Every actions and consequences should be correlated . 3.       Mental Models Value of...
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Culture in the organization context

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  In today’s context   there are dozens of definitions for organizational culture. All of them are different, but not contradictory. According to (Watkins, 2013)   culture can be seen regularly in the behavioral patterns of organization. Aristotle said ‘‘we are what we repeatedly do’’ This view elevates repeated behavior or habits as the core of culture and deemphasizes what people feel, think or believe. ‘We also focus our attention on shaping forces in organizations and so highlight an important question: are all those forces (including structure, processes, and incentives) “culture” or is culture simply the behavioral outputs?’. Cultures are dynamic. In response to external and internal changes, they are long-term and constantly changing. Trying to assess an organized culture is complicated. ‘But it also opens the possibility that culture change can be managed as a continuous process rather than through big shifts’. The culture of the organization must always be educ...
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