Human Capital Management - II

Human Capital is the contribution people make to creating value in an organization. It's more than just equipment and resources; human effort transforms inputs into products/services through processes.

The process of turning inputs (resources) into outputs (products/services) by leveraging human effort and refined processes.

Assessing the value created by employees in an organization. This is an evolving field, aiming to accurately quantify value creation.

Linking compensation to skill deployment and value delivery. Pay should reflect the contribution employees make to the organizational outcome.

Assets like human capital that are difficult to measure directly, as opposed to tangible assets like equipment.

The transition and growth from individual contributions to collaborative team performance. It needs monitoring and support.

The assistance and resources an organization provides to support employee growth, development and performance.

Continuous investment in nurturing and improving employees' skills and abilities to enhance their value in the organization.

The use of data analysis to drive strategic HR initiatives within an organization.

HR activities that aim to improve organizational performance.

A development process focusing on specific skills and tasks via feedback and guidance.

A supportive relationship facilitating career development by providing advice and counsel.

The interactions and relationships between employers and employees, including unions and government.

Mapping relationships and interactions within an organization to discover insights and patterns.

Extracting valuable information and hidden patterns from large datasets.

Organizing data into predefined categories (e.g., customer segments).

Grouping similar data points together without prior knowledge of categories.

Presenting complex data in a visual format for easier understanding.

The relationship between employers and employees, focusing on mutual understanding and cooperation to achieve organizational goals.

The study of the relationship between employers, employees, and trade unions within an industrial context.

The process where employees and employers negotiate terms of employment, often involving trade unions.

Systems for settling disagreements and conflicts between employers and employees in the workplace.

The range of issues covered by employee relations, including working conditions, pay, and job security.

The different parties involved in employee relations, like employees, employers, and trade unions.

The collective efforts of workers to improve their working conditions and rights through unions.

Government regulations and guidelines impacting the relationship between employers and employees in India.

Methods and techniques for dealing with disagreements and tensions effectively.

The process of discussion and agreement between two or more sides in a dispute.

Conflicts or disagreements between employers and employees or labor unions, potentially involving multiple parties.

The assurance of continued employment, a crucial need for employees.

The environment where employees perform their work, including safety, comfort, and resources.

Formal acknowledgment of a labor union's right to represent workers.

Negotiation between employers and employees (or their representatives) on wages, benefits, and working conditions.

Negotiation focused specifically on increasing output and efficiency.

Mediation process to help parties reach a mutually acceptable solution.

Binding dispute resolution using a neutral third party's decision.

Discussions between employers and employees to determine wage amounts.

Processes for resolving complaints and disputes between employers and employees.

The study of how people act within organizations and the impact of factors like motivation, leadership, and communication on organizational effectiveness.

The factors that influence an individual's effort and persistence in work.

The ability to guide and inspire others towards achieving organizational goals.

Interaction and behavior patterns within groups.

Shared values, beliefs, and norms that shape employee behavior and attitudes.

How individuals interpret and make sense of information from the environment.

The process of acquiring new knowledge or skills.

Evaluative statements or judgments concerning objects, people, or events.

Basic beliefs about what is right or wrong, important or unimportant.

Planned interventions to enhance organizational effectiveness and improve employee behavior.

Assumes that employees are inherently lazy and dislike work.

Assumes that employees are hardworking and motivated.

A psychological method that focuses on how people interact and communicate.

How employees feel about their jobs and workplace.

Principles of right conduct in the workplace.

Maintaining a healthy balance between work and personal life.

Flexible working hours.

Increasing the scope of a job by adding tasks.

Increasing the depth of a job by adding responsibility and autonomy.

Basic requirements for survival and well-being, influencing motivation.

The steps involved in motivating someone, from needs to actions.

Actions driven by specific motivational factors.

Actions arising when motivational goals are blocked.

A model of human needs, ranked from basic to self-actualization.

A model distinguishing motivators (job satisfaction) from hygiene factors (dissatisfaction).

A model of human needs categorized into existence, relatedness, and growth.

A model emphasizing the relationship between effort, performance, and rewards.

A model of motivation centered on fairness perceptions in the workplace.

A model explaining how people judge the causes of behavior, including own and others’ behavior.

Specific targets an organization aims to achieve.

The financial well-being of an organization, including profitability and stability.

The well-being of employees, encompassing their morale, engagement, and retention.