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The Act is applicable to any factory whereon ten or more workers are working, or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on with the aid of power, or is ordinarily so carried on, or whereon twenty or more workers are working, or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on without the aid of power, or is ordinarily so carried on; but
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However, using EDI is not the optimal choice to make for assisting communication within a virtual organization, as the flexibility required for quick reactions is lacking in this system. Groupware: Virtual organizations can be supported by groupware systems as it delivers a shared core of information to partners and a platform to collaborate regardless of the associates’ physical position. This way, groupware systems can assist associates track the rate of progress in work being done in a way that they can cooperate on the project without being concerned about geographical barriers. However, in a similar way as EDI, groupware is not the ideal decision to make for assisting communication within a virtual organization as it would not empower the organization to rapidly form an alliance to respond to a market opportunity, even though it offers more flexibility than EDI. World Wide Web (WWW): Many virtual firms have chosen the internet-based WWW in order to support organizational communication, as it constitutes a practical alternative to the EDI and groupware’s inflexibility. Even though helping virtual organizations’ associates to communicate was not the initial purpose of the WWW, it is still favourably relevant to this category of organizations. The web permits all co-workers (even the isolated ones) to share their thoughts, opinions and every part of any mutual mission as it was shaped to be a sort of data gathering of individuals’ knowledge. Benefits: To the organization
o Meet the organizations legal and social obligations regarding the composition of its workforce. o Begin identifying and preparing potential job applicants who will be appropriate candidates. o Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants
Basic requirements can for example be that a taxi-driver should have a driver’s license, that an installer of air conditioning units need to have the proper training background or that a nurse has a valid medical license. By using selection questions as part of the application process, basically asking if the applicant meets the requirement or not, you can quickly discern who does and does not meet the basic requirements. Remember to always get in touch with these applicants to inform them that they have not made it through to the next round, preferably making it clear that it’s because they don’t meet the basic requirements.
It provides information relating to the activities and duties to be performed in a job. Job description differentiates one job from another by introducing unique characteristics of each job. Job specification Job specification is another notable objective of job analysis. It includes information relating to the requirements of skills and abilities to perform a specific task. It states the minimum acceptable qualifications that an incumbent must possess to perform the assigned duty successfully. The job specification statement identifies the knowledge, skills, abilities needed to perform that task effectively. Job classification system Selection, training, and pay systems often key to job classification systems. Without job analysis information, it is impossible to determine reliably the structure of the relationships among jobs in an organization. Job evaluation and compensation Job analysis also provides required information which is necessary for evaluating the worthiness of jobs. After the preparation of job description and job specification statements, it assists in the evaluation of actual performance against the predetermined standard. Then the deviation (if any) is found out that has taken place during the course of action. Moreover, it helps to establish the value of different jobs in a hierarchical order which allows comparing jobs one from another. These, in turn, are valuable in helping managers identify the kinds of employees they should recruit, select, and develop, as well as provide guidance for decisions about training and career development, performance appraisal and compensation administration.
There is no universal format of writing job description. According to Ghorpade the following information is common in most of the job descriptions.
Ans: Personnel management is the seed and root for Human resources management. To say in simple words Human resource management is evolved from the Personnel management. Main principle of the Personnel management was to extract work from an employee for the remuneration paid. Employees during the Personnel management era were not given high priority in decision making process and weren't much allowed to interact with management. Personnel management was more confined to the factories and the main focus of the Personal manager was to see that everything was in compliance with the labour laws or not but not much emphasis made on the morale of employees. Employees were just treated as tools, obligation to the organisation but not as the asset of the organisation, besides they were seen as cost & expenditure to company rather than capital and investment. Personnel officers mostly used be disciplinary oriented instead of flexible and interactive with employees. Nurturing of employees was not priority by the personnel managers and employees perspective was ignored which means personnel managers rather than understanding situation they used to be punitive if any error was committed by employee. Human resource management see employees from the perspective as a most valuable resources for the organisation and they consider their employees as assets and capital for their organisation. Motivating employees is a basic feature of human resource management in contrast with personal management. Main principle of the Human resource management is to see what should be given to an employee for extracting the desired work. Hr Managers always encourage participation of employees in decision making and their suggestions are most valued. Flexibility in work, welfare and Work life balance to employees is high priority for Hr managers and they show much more concern towards employee issues. Adoption of new policies and optimisation methods by the Hr manager are well encouraged and swift. The finest difference between Personnel management and Human resource management is integration and augmentation of Information Technologies in the human resources management process and functions for enhanced productivity and time savings as time is money. All above Artificial intelligence and Roberts are taking over many Hr functions ranging from employees recruitment, Testing, interviewing and many more. Why are these concepts and techniques important to all managers? ' Perhaps it's easier to answer this by listing some of the personnel mistakes you don't want to make while man- aging. For example, you don’t want to: