Human Resource Management Notes PDF

Human Resource Management how an organisation manages it's human Resources recruitment retention setting compensation and benefits and it's in it ien.igioane.mYnran i iy...

Human Resource Management how an organisation manages it's human Resources recruitment retention setting compensation and benefits and it's in it ien.igioane.mYnran i iytaastaorsagesuenasbirtnrates Labour Mobility ability of workers to move occupationally or geograph ically how easily workers change place or typ of work immigration international movement of people into countries where they nijmataiHe hisningorIim heo9 it ie lowii8ncwa y rsgivtingafYeYitbiiitny'to meet other demands 4918S hY.ee88YEnaehferewoMEYs.foorsitisnfrtte9 tecmoiimrg.fm.at organi immigration changes Lng skillset t.hn e't9asfirsafetgiYhobjectives technological change more working from home to business finding giver'imtistructure intisations iii an demographic impact nahEtential it Pigpeisenhausailable changes in business Pg dncesin ciflkmt.es role of women market 799 Hr plan changes syyrekjj.ie balance change economy conomic boom strain on in9 9 89 higher wages huh 99 9 9 Igbour iq ipngnwom labour force planning impact S'osustainabin of labour ia.fi islitYan ffoo labour force union ize buisness ha to condend It a pool of potential employees factors changing work affect organisations current HR plan fffffat.itItdphujfcovinse9cto changes in work practises increased migration of Full time work employees work Max Ia'se'a 71.9.9p'ation of females hired for changing educational ftp.ffffn fmeffhffhuf ae affef eta's urbanization Part time work work less than the full and consequent rise in  time weekly maximum hours Temporary work fixed term contract si iii grannica mo.int Homeworking employee works from home changes in work preferences fof mm woh ing'tatheet numbers career breaks employe an employees own choosing decides to stop casual fridays allowed to wear less formal working for some dress on a friday time before working three day weekend instead of working five the same career 8 hour days Job share two or mo gig economy orgtilisations workers hi independent employees share one Innovation opposite inertial buisness must Yownshifting empt have greater strategic focus on HR must recruit and retain the right people Ethical considerations HR processes are based iflfnfni.tt n fff on relationships reflected by in the way are treated manaima em loyees fb4 power cultural differences poygg.gg g gggePta9s fightMYfacyappraisa ncertainity anaintles s lay offs redundance restructuring be successful longterm orientation T.ITetsas'w8sriatorc EE 8 941 ii fi training avoid fiifff potential misunde standings and trict take advantage ation Reasons why employees might resist change 14 9 1 9 Discomfort happy with current environment want to maintain 1 Itis.in y aseredwfgitqomYIfn.Yean i chawng'e me S gives more work withou Lack of skillsemployees may not have the skills necessary to perform in the changed work environment Loss of controlmanagers insisting on change Mistrust employees don't trust managers change has to be neeasdonittitimp Eh ftp ff.IEha social support working with group of people resisting change being on the side maintaining social relationships Reduce impact of change  17 9 ah's ocate resources 3 involve employees 4 regular communication to all stakeholders managers report succes and problems 5 enough training allowing to see benefits at SMELL these.peEtsithow support 2 2 Organizational structure ere's starttarager ninemanager If pson.is itfieat9fhnYahbuYsnMs9h9 59 p S ndiafaetesaui.nl riymaah895esai aithaeti.io E.im hain of command chain of command the formal route by pan of control which a decision travels through the organization official hierarchy who Imanageris iin number mneanau no ori.inaate of people reporting to 8 4 2atio's chart The a specific manager manager remains accountable Bureaucracy any organizationwith organizational structures multiple layers of authority com lex approval processes decision Director manager making slower centralization personnel at the production supetrvisor Finance HR Yn L.fr tyra'forottaiEisinoan when senior workker making Occurs by function ftp 98hmemntanirnetgainw tnaf'u4ey by hierarchy Director Is fit uaiYritg isaiineiatea Fiction translation Educational frule toifff.ee Yumanthageer Headoffice have authority for tactical by product and operational decision America Europe Afrika making Delayering the process of by region removing layers of hierarchy to improve Iff fiff Management ongoing process of planning Kif fftfEffifEe decision making organizing leading motiva ing and controlling the financial human physical and information resources  of a business or organization with the aim 94 4 1 1fr't L of efficiently reaching the goals of the business eadership a process of motivating a group or team of people to work towards he goal of a buisness organisation art to inspire 5 major functions of a manager Planning set strategic tactical and operational objectives organizing make sure a business has sufficient resources toomany too much capital duties 487 9 9T emmaplfyesye.ie feiaYnsfrucYownsYhich coordinating bring together various resources to achieve objectives coordinate activities output IE YcrquaYiYy Ina9nivg exfiathaatio9reta s Management Leadership styles of leadership influenced by initihaft's p it i gsnip subordinates skill age moti motivate and nhafepssypg.fi Latiflision urgent consequentia problems the fn instincts I i YiiiaYieeri aiYate nYcaaY'etfp'ehriise evenintnetac.at evidence proving p.am authoritycomes sion reason wiwthani.PTuitniYion.Yihsiohh5Yin95ttchaffects nochallenges confidence to bring change and innovation Leadershipstyle Definition Advantages Disadvantages autocratic authority EYehtrhhesnnhaf.fr the a'hiest 9 decision making in their quick decision ftp.gfffffgffha own hands don't seek making when employees fifth tfhmohtnherf.ec In isiis aera oh 8 Paternalistic EEast tt m.iig.iiiEeYn aIn i nii  loyalty and obedience leaders may be ftp.ppehagwahnd accused of fa ourites inYeiae Ya Laissez faire leader of organisation individual intre gives employees consider thisYnfl9 ty may diverge too Eiii ie iig Einiorinstais Democratic needs skilled eesseeks piomien'oYffist.seteaucatedemisio ypfytq.gg'm ftp.t cooperation sense ees decision making intatiansing decision.TT ci jo'YYieeseiteisiy tastinian.at r hisiie maychange situational asitisoatnasiteY itation th t.it to frequently aicimaagunmo tgnge Of employees Ethical considerations and cultural differences Elias aigaosi.EE oiinignt ining torpeople demonstrate care for people adopt ethical objectives even if stakeholders object managers do the right thing for buisiness i iunaa aot employee can in a i initiate.ie oiaance n i imi orientation II ie ii i iiii initiation more work more positive outcomes control over results freedom eit IEFitemnnItoiiii t maeagiveng.tiaviaeexte.no factors  s ggtgieYati iw b ways of working Abraham Maslow Frederick Herzberg pt.lvia Gissatistactionit.ngtecu9ffeynded1o gh a'amministratite personal life relationships with company supervisor sub esteem Ifatus love belonging 881 aitions salary safety needs Motivators Basic needs EE e nEnttist Eio h iii machine ment Training improve quality of work greater productivity Petit.at abtohietmuiidieer Induction introduction of new employees increase likelyhood toh SYnfe.ssj.to Training trailing employees at their place of employme itf Y 9 nethii5otiaihnas eiih.gsatdtnipnap ttsite company pays for motivation in practise gingivitimion sitiitisotactors Éraiiitsii.in to Eguya income progigntispectedquality er month wages time security of regular work slowly Eurydrate diefine pay 9884inquot extend time to x̅ increased output tedious repetitive work Wq a measurable benefit I'm'Yphasis n'salsa i.ity'notquaiii n E ommission rewarded senior each item 55 1 8 tt 9 s Ektaffotn srofit related pay sense of it shh hyter lose belonging performance productivity output repetitive involve physical  Starting.io a a'in ileitis Mean fargets skills bumishtesses fair division ftp.ffas necessary i job enrichment can't always be applied Iii.ie iinyanengin Potatint9tEmisioy Buttsiness asiaitiona ebay.htgivitynads.ie's new skills Gift eh position training job enlargement variation only giving more work more tasks dissatisfaction empowerment cheangiinnsgtht.mnnngt9 Miah'aiehortespfnsi.si ME acces to resources eYgieYf and information allow decision making loose focus 8 o tunities make a difference bokisppffftmmiagh.tn Teamwork on achieving higahms.Peeinteo.genace logo focus formal communication official formal communication methods in an 91982 9 om'mitication sina.is inainictn information is casually spre preventing communi Background noise afiinisto.com sender iigjariousimpeaiments media reciever Yielded fedirefeteaitiacif.int ima splesijiggderstoodeasily iiiii.it formal informal formal informal conversations presentations bodylanguage intestini Ehrecorded videos gestures noticeboaras signs presentations recorded calls sign language symmapg's written effective can be kept 8hñuntiocatifhmmsy.sk tiochiatty quiet direct impersonal satirists annghage waffle're'antes no immediate slow high con feedback written word fortnal informal bait tt i liai n Yosatnatneiius rtports m'emos Eiii forms press release