Cover pg 1 Symposium on “Best HR Practices in India” April 16th & 17th 2012‚ HPCL Management Development Institute‚ Nigdi‚ Pune Organized By Training & Balanced Scorecard Department‚ HPCL Symposium Director : Mr. Ashis Sen‚ DGM-Training & Balanced Scorecard‚ HPCL inside pg 1 Business growth is no longer unidirectional. It has become multi-polar and is growing simultaneously along many paradigms. This has caused intricate complexities in the field of business which rules out
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human resource environment is structured with the following catagories :Technology and Organizational Structure Workers Value and Attitudnal Trends Management Trends Demographic Trends Trends in the Utilization of Human Resource International Developments ZA D Q. Ans. 1. 2. 3. 4. 5. 6. SHRAM 1. Technology and Organizational Structure :- * a) Technology influence the Human Resource Structure as in the following way :Information influence is having a major impact on the
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Culture and Organisation (HR0372) Table of Contents Page No 1. Introduction……………………………………………2 2. Identification of central issue……………................3 3. Outline of theoretical framework……………………4 4. Analysis 5.1 Artifacts…………………………………………..5 5.2 Espoused values and beliefs…………………..6 5.3 Basic underlying assumptions…………………8 5. Conclusion…………………………………………….9 6. Recommendations……………………………………9 7. References………………………………………
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(A.C.1.1) (a) The CIPD HR Profession Map (HRPM) was launched in 2009 but was made available to all Organisations and HR professionals in October 2012. www.cipd.co.uk It is used to help an individual to develop in their career and to help them prioritise their work load. It sets goals in order for them to move to the next band. It also helps an organisation to identify skills needed to develop a person/a team and to identify areas for development. The profession map has 10 professional
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Human Resource Development RIL’s talent base‚ as on March 31‚ 2011‚ stands at 22‚661 with an average employee age of 41 years. In FY-11‚ the Business Transformation initiative created high engagement and excitement amongst the workforce across all levels at RIL. Some key accomplishments on people management front are illustrated below: Learning & Development In FY-11‚ RIL enhanced delivery over the last year by ensuring 1‚589‚395 man hours of learning activities at its manufacturing
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Human Resource Management Time: 10.30 am – 01.00 pm Total Marks: 70 Instructions: 1. Attempt all questions. 2. Make suitable assumptions wherever necessary. 3. Figures to the right indicate full marks. Q.1 (a) Define “Human Resource Planning.” Why is HR Planning more common among large 07 organizations than among small ones? (b) What is meant by job Description? Explain the terms ‘Job enlargement’‚ ‘Job 07 enrichment’ and ‘Dejobbing.’ Q.2 (a) Why it is important to conduct pr-employment background
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------------------------------------------------- ------------------------------------------------- Qualification Title: Foundation Human Resource Practice ------------------------------------------------- Unit Title: Developing Yourself as an Effective HR Practitioner ------------------------------------------------- Unit Code: 40552/05 ------------------------------------------------- Assignment number: 5 ------------------------------------------------- Candidate declaration: -------------------------------------------------
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..................... 1 2 Human Resources 2.1 What is Human Resources? ........................................................ 2 2.1.1 Job Analysis ........................................................ 3 2.1.2 Training and Development ....................................................... 3 2.1.3 Performance Appraisal ........................................................ 4 2.1.4 Compensation‚ Benefits and Incentives .................................... 4 2.1.5 Selection
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are assumptions about relationship between employer and employee. they were academic‚ social scientists their emphasis was on human behaviour within organisations they stated that people’s needs are decisive factors in achieving an organisation’s effectiveness they were descriptive and attempted to be predictive of behaviour in organisations A ’motive’ = a need or driving force within a person. The process of motivation involves choosing between alternative forms of action in order to achieve
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References: 1. Fulmer‚ Robert M.‚ Keys‚ J. Bernard. (1998). A Conversation with Peter Senge: new developments in organizational learning. Organizational Dynamics‚ 33-42. 2. Shakya S. Learning Organization. KDBC Convergence. November 2011. pp. 2. 3. Aggestam‚ L.2006.Learning Organization or knowledge Management: which came first‚ the chicken or the egg
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