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7- Management Control

Summary : The term monitor means to maintain regular surveillance over something or someone, while control refers to checking and identifying performance. The term control may be defined generally as the process by which the organisation ensures that the plans which have been made for its operations are being effectively carried out. If performance is not in accord with plans, either factors such as the behaviour of employees must be changed or, if plans are unrealistic, they must be modified.

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8- Talent Management

Summary : Talent continues to top the list of executive concerns.1 And it’s no wonder, given that talent has such a far-reaching impact on every aspect of corporate strategy and operations.

But it’s more than that: Changing business and workforce dynamics are challenging company leaders on many fronts. Technology and the digitization of the workplace are dramatically altering the way organizations attract, engage, and develop talent. At the same time, companies must address the distinct generations of their workforce, understanding that Millennial and Baby Boomer employees are motivated and engaged by very different things.

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9- Human Resource Planning

Summary : Like corporate and strategic management, human resource management has a role to play in the continuity and longevity of the organisation. It does this by ensuring that the company’s corporate functions (such as marketing, production, etc.) are staffed – and that these staff are able to contribute to corporate success. HRM facilitates this by systematic human resource planning.

Human resource planning (HRP) has been defined as a technique to facilitate the acquisition, utilisation, development and retention of a company’s human resources. These resources are considered by some to be the organisation’s most valuable asset and, therefore, need to be deployed with the maximum efficiency and effectiveness.

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10- Management Accountability and Responsibility

Summary : The responsibilities of managers relate to their accountability to various individuals and groups both within and outside the organisation. In addition, managers are responsible for maintaining a high standard of business ethics. In this context “ethics” means the treatment of moral questions and behaving in an honourable way.

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11- Organising and Motivating

Summary : When an organisation structures its work into jobs which are undertaken by employees it formally assigns responsibility and delegates authority. The job holder is accountable for his or her actions and his or her results.

Sisk defines the delegation of authority as “an organisational process that permits the transfer of authority from superior to subordinate”. Thus whilst managers can delegate authority (so subordinates can work with derived authority) they must assign responsibility.

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12- Managing and Enhancing Performance

Summary : The competent manager will constantly monitor staff performance and make realistic and considered comments on a day-to-day basis to assist and develop their effectiveness. A staff appraisal scheme seeks to formally encapsulate the essence of that relationship and record comments from both sides at an annual (or twice yearly) meeting. It is a snapshot of progress and achievement as seen at a particular time, with ideas about improvement and development for the coming period.

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