HRM Assignment 9

Human Resource Management

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

The strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Nature of Human Resource Management

Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include:
• It is pervasive in nature as it is present in all enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees deve¬lop their potential fully.
• It encourages employees to give their best to the organization.
• It is all about people at work, both as individuals and groups.
• It tries to put people on assigned jobs in order to produce good results.
• It helps an organization meet its goals in the future by providing for competent and well-moti¬vated employees.
• It tries to build and maintain cordial relations between people working at various levels in the organization.
• It is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, econo¬mics, etc.

Scope of Human Resource Management

Human resource management has a lot of scope in future market by different ways.
New business strategies that require more teamwork to survive to serve and to succeed, organizations need to accomplish goals. The market needs to rely on teams of workers. Teams mean diverse workforces whether as a result of drawing from the most talented or experienced staff or through deliberately structuring diversity to stimulate creativity.

Market need Human resource for found that only through work team can they execute newly adopted strategies stressing better quality, innovation, cost control or speed.
Human resource management empowerment of lower level workers increased autonomy and responsibilities. And ability to attract and retain top talent. Teams also facilitate innovation by bringing together experts with different knowledge bases and perspectives. Such as in concurrent engineering a design process that relies on teams do expert from design manufacturing and marketing.

Young and old male and female encourage and do better and less well education these are just some of the dimensions along which team members may differ. Coordinating team talents to develop new products. Better customer services or ways of working more efficiently is a difficult yet essential aspect of business strategy. Human resource management indeed have a good scope in marketing for future and the market will increase their profit by human resource.

The scope of HRM is very wide:

1. Personnel aspect-This is con¬cerned with manpower planning, recruitment, selection, place¬ment, transfer, promotion, train¬ing and development, layoff and retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect-It deals with working conditions and ameni¬ties such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.
3. Industrial relations aspect-This covers union-management rela¬tions, joint consultation, collec¬tive bargaining, grievance and disciplinary procedures, settle¬ment of disputes, etc.

Role of Human Resource Management

Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.

Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives.
The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy.
Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well.
In this role, the HR manager provides employee development opportunities, employee assistance programs, gainsharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change.
The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this.


Sources
http://en.wikipedia.org/wiki/Human_resource_management
http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm
http://www.blurtit.com/q636223.html
http://ezinearticles.com/?Human-Resource-Management---Nature,-Scope,-Objectives and-Function&id=2658370
http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm

MIS Assignment 9

Information Environment

There is now a critical mass of digital information resources that can be used to support researchers, learners, teachers and administrators in their work and study. The production of information is on the increase and ways to deal with this effectively are required. There is the need to ensure that quality information isn’t lost amongst the masses of digital data created everyday. If we can continue to improve the management, interrogation and serving of ‘quality’ information there is huge potential to enhance knowledge creation across learning and research communities. The aim of the Information Environment is to help provide convenient access to resources for research and learning through the use of resource discovery and resource management tools and the development of better services and practice. The Information Environment aims to allow discovery, access and use of resources for research and learning irrespective of their location.

• What should be your role within this environment?

Information is the foundation of sustainable development and is fundamental to successful planning and decision making. If decisions are made without sound data and information, they will be little better than best guesses and are likely to be wrong. Economic and social data are widely available and are relatively reliable and well understood. The situation with environmental data and information is somewhat different. High quality, comprehensive and timely information on the environment remains a scarce resource, and finding the 'right' information can pose problems: data are more difficult and expensive to obtain. It is also difficult to find indicators that capture and reflect the complexity of the environment and human vulnerability to environmental change. Environmental data acquisition remains a basic need in all countries.
Despite the problems, scientific consensus based on best available data and knowledge, although sometimes partial and limited, has proved a powerful tool for bringing environmental issues to international attention, and prompting action. There have been great improvements in environmental research and monitoring but it is important that these efforts are maintained and improved to ensure a flow of timely and reliable information. A sub-set of that information needs to underpin early warning in relation to disasters and emerging issues, and to the factors underlying human vulnerability to environmental change.

The global economy and energy system are interdependent strands where changes in one will often cause fluctuations in the other. This relationship was highlighted by the recent economic crisis which saw cumulative effects in other spheres including world energy demand.

The provision of information will benefit from:
• Structured and nested monitoring and observing systems including global satellites for collection of timely and reliable data on environmental components, using harmonized units of measurement and terms.
• An effective, globally acceptable environmental information system supported by a harmonized set of data, indicators and indices and closely integrated with socio-economic information systems to provide basic information for decision making.
• Maximizing the use of the Internet as a cheap and effective means of information exchange worldwide.
• Identifying indicators and indices to capture the sustainability of environmental trends as well as trends in human vulnerability to environmental change.
• Tools to create a knowledge base accessible to environmental policy and decision makers.
• Presentation of complex data and information in an easily understandable form to decision makers.

• How can the principles of information organization and representation help you in performing this role?


THE ORGANIZATIONAL/POLICY DOMAIN

Principle One: Organizational Security Policy
The organization will establish an inclusive set of rational and systematic policies for information assurance. These will be derived from a commonly accepted model of expert best practice. They will serve to ensure the protection and management control of the complete set of identified information and IT assets. This array of policies will be implemented through a strategic planning process. It will accurately reflect the long-term protection needs of each component of the information and IT resource base. It will ensure full and ongoing protection of all information assets. It will be continuously audited and enforced by the business.

Principle Two: Defined and Documented Security Infrastructure
The organization will design, implement and enforce a logical and consistent information assurance infrastructure. The infrastructure will be operated and maintained systematically and immediately responsive to the protection needs of the information and IT resource base. The architecture of this framework will embody procedures tailored to the particular organizational instance. These procedures will be based on as well as substantiate explicit best practice control objectives identified during the policy formulation process. The control objectives that the design process identifies as appropriate will be audited for conformance.

Principle Three: Education
A proactive program will be established and maintained to ensure that the human resources of the organization are fully and continuously aware of security requirements and procedures relevant to their work. In addition the organization will develop a comprehensive plan to ensure that staff security capability will be maintained at acceptable levels, based on defined criteria. Finally, the organization will develop managerial capacity both with respect to security strategic planning and also with respect to supervision and control of the information resource.

Principle Four: Asset Management
The organization will establish an identification process and a baseline control scheme for the purpose of specific asset accounting for security control. The baseline will document and maintain a specific record of the status of each instance of an information resource element. Every item in the baseline will be identified, given a unique identifying label and will be maintained as an entry within an asset accounting repository. A designated decision maker will authorize material changes to the form of any entry in the repository. Upon completion the change must be verified as correct before being recorded as the current version in the repository.

Principle Five: Business Continuity
The organization will establish and maintain a comprehensive action plan and defined practices to insure that business processes will not be disrupted if the information base is illegally accessed, or harmed. That includes procedural mechanisms for the preservation and recovery of information that might have been lost. Additionally it will involve the implementation and documentation of a consistent mechanism for the safe backup at a proscribed point in time and storage of all information assets. It will further include technical processes for the insurance of continuous operation of the information processing and storage function should harm occur.

Principle Six: Regulatory Compliance
The organization will establish comprehensive control procedures to identify and ensure the compliance of the information processing function and the information and IT asset base with all stipulations of contracts regulations and laws. This will include the definition of an oversight and accountability scheme to insure that due diligence will be continuously practiced.

• What are the challenges facing you in performing the role? How will you address these challenges?

The explosion of unstructured information such as emails, instant messaging, audio, video, blogs and web pages provides a new richness of information for organizations to leverage for business value and competitive advantage. However, it also introduces new challenges and risks regarding performance management, business operations and compliance and risk analysis. In order for computers to automate the processing of this information, a fundamental shift in computing needs to occur - one beyond legacy keyword search and structured relational databases.


Sources
http://www.jisc.ac.uk/whatwedo/themes/informationenvironment.aspx
http://www.grida.no/publications/other/geo3/?src=/geo/geo3/english/588.htm

http://dlist.sir.arizona.edu/2144/
http://www.etalk.com/products/challenges-of-information/index.htm

HRM Assignment 10

Personnel Management

• The part of management that is concerned with people and their relationships at work. Personnel management is the responsibility of all those who manage people, as well as a description of the work of specialists. Personnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are various models of personnel management, of which human resource management is the most recent.

Source: http://dictionary.bnet.com/definition/Personnel+Management.html

• Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes conducting job analyses, planning personnel needs, and recruitment, selecting the right people for the job, orienting and training, determining and managing wages and salaries, providing benefits and incentives, appraising performance, resolving disputes, communicating with all employees at all levels.

Source: http://www.businessdictionary.com/definition/personnel-management.html

• Responsible for the provision of specialist personnel and human resource management advisory services to departments, and the development and implementation of a relevant, coherent and modern framework of employment policies and practices throughout the University.
Each member of Personnel Management is responsible for the provision of these services to a number of departments. This distribution is known as the Personnel Management Portfolio.
Personnel Management is also responsible for the delivery of the Human Resource Strategy and associated programmes of work.

Source: http://www.staffs.ac.uk/uniservices/personnel/management/index.php


Human Resource Management

• The strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Source: http://en.wikipedia.org/wiki/Human_resource_management

• The function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Source: http://humanresources.about.com/od/glossaryh/f/hr_management.htm

• Administrative activities associated with human resources planning, recruitment, selection, orientation, training, appraisal, motivation, remuneration, etc. HRM aims at developing people through work.

Sources: http://www.businessdictionary.com/definition/personnel-management.html

HRM Assignment 8

On July 27, 2009, our President Gloria Macapagal Arroyo gave her annual State of the Nation address or better known as SONA 2009.

Information about SONA

The State of the Nation Address Filipino: Talumpati sa Kalagayan ng Bansa, abbreviated SONA) is an annual event here in the Republic of the Philippines, in which the President of the Philippinesreports on the status of the nation, normally to the resumption of a joint session of the Congress (the House of Representatives and the Senate). This is a duty of the President as stated in Article VII, Section 23 of the 1987 Constitution: “ The President shall address the Congress at the opening of its regular session. He may also appear before it at any other time.”

These are the areas related to Human Resource Management was stated by our President Arroyo during her SONA:

1. Education for all

Education in its broadest sense is any act or experience that has a formative effect on the mind, character, or physical ability of an individual. In its technical sense education is the process by which society deliberately transmits its accumulated knowledge, skills and values from one generation to another through institutions.

Education is central to development and a key to attaining the Millennium Development Goals. It is one of the most powerful instruments for reducing poverty and inequality and lays a foundation for sustained economic growth.
• Expand and improve comprehensive early childhood care and education, especially for the most vulnerable and disadvantaged children.

• Ensure that by 2015 all children, particularly girls, those in difficult circumstances and those belonging to ethnic minorities, have access to and complete, free and compulsory primary education of good quality.

• Ensure that the learning needs of all young people and adults are met through equitable access to appropriate learning and life-skills programs.

• Achieve a 50 per cent improvement in levels of adult literacy by 2015, especially for women, and equitable access to basic and continuing education for all adults.

• Eliminate gender disparities in primary and secondary education by 2005, and achieve gender equality in education by 2015, with a focus on ensuring girls' full and equal access to and achievement in basic education of good quality.

• Improve all aspects of the quality of education and ensure excellence of all so that recognized and measurable learning outcomes are achieved by all, especially in literacy, numeracy and essential life skills.

2. Health Insurance

Health insurance is insurance that pays for medical expenses. It is sometimes used more broadly to include insurance covering disability or long-term nursing or custodial care needs. It may be provided through a government-sponsored social insurance program, or from private insurance companies. It may be purchased on a group basis (e.g., by a firm to cover its employees) or purchased by individual consumers. In each case, the covered groups or individuals pay premiums or taxes to help protect themselves from high or unexpected healthcare expenses. Similar benefits paying for medical expenses may also be provided through social welfare programs funded by the government.

The Administration is focused on providing increased health services by (1) expanding the health insurance coverage under PhilHealth; (2) making available affordable, appropriate and quality medicines through the establishment of Botika ng Barangays/Botika ng Bayan (BnBs); and, (3) providing access to health services.

To protect and promote the health of the populace, particularly the poor when they require medical/hospital services, the President promoted the National Health Insurance Program. Depending on the program, financing for the members’ benefits come from the national government in partnership with other stakeholders like the local government units, employers and even the members themselves.

3. Transportation

To ensure that the future Internet infrastructure develops in a way that maximizes the democratic potential of the Net and encourages a decentralized, open architecture.

The basic facilities, services, and installations needed for the functioning of a community or society, such as transportation and communications systems, water and power lines, and public institutions including schools, post offices, and prisons.

Sources:
http://pinoyfrontpage.com/pres-arroyo-last-state-of-the-nation-address-sona/
http://www.cdt.org/digi_infra/
http://en.wikipedia.org/wiki/