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Knowledge Management and Recruitment in Virtual Organizations, Essays (university) of Human Resource Management

Tripura UniversityHuman Resource Management

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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Assignment Topic : Virtual Organization
Q. Discuss the meaning, objectives and importance of virtual organization in
recent days.
Ans:
• Meaning: The ‘virtual organisation’ emerged in 1990 and is also known as digital
organisation, network organisation or modular organisation. Simply speaking, a virtual
organisation is a network of cooperation made possible by, what is called ICT, i.e.
Information and Communication Technology, which is flexible and comes to meet the
dynamics of the market.
Alternatively speaking, the virtual organisation is a social network in which all the
horizontal and vertical boundaries are removed. In this sense, it is a boundary less
organisation. It consists of individual’s working out of physically dispersed work places,
or even individuals working from mobile devices and not tied to any particular
workspace. The ICT is the backbone of virtual organisation.
It is the ICT that coordinates the activities, combines the workers’ skills and resources
with an objective to achieve the common goal set by a virtual organisation. Managers in
these organisations coordinate and control external relations with the help of computer
network links. The virtual form of organisation is increasing in India also. Nike, Reebok,
Puma, Dell Computers, HLL, etc., are the prominent companies working virtually.
• Objectives and importance:
Virtual organizations are supported by primary technologies such as the Internet and
the World Wide Web, EDI, telecommunications, e-mails, groupware, and video
conferencing.
Knowledge management technologies:
Knowledge management technologies assisting virtual organizations comprise:
1. Collaborative technologies
2. Extensible markup language (XML)
3. Intranets and extranets
4. Personal devices
5. Wireless technologies
6. Virtual reality (VR)
7. Portals
EDI:
EDI can constitute a useful tool for virtual organizations as it transfers information (in the
adequate form which a computer can utilize straightforwardly) from a computer to
another and does not necessitate the intervention of any individual. EDI could be a
benefit to virtual organizations in numerous ways as the exchange of information
between associates is facilitated and more efficient than with non-electronic transfer:
better inventory management and shipping performance, amount of time saved and faults
escaped by the fact that data requisite to be entered only once, as well as a rise of the
speed and accuracy of processes.
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Download Knowledge Management and Recruitment in Virtual Organizations and more Essays (university) Human Resource Management in PDF only on Docsity!

Assignment Topic : Virtual Organization

Q. Discuss the meaning, objectives and importance of virtual organization in

recent days.

Ans:

  • Meaning: The ‘virtual organisation’ emerged in 1990 and is also known as digital organisation, network organisation or modular organisation. Simply speaking, a virtual organisation is a network of cooperation made possible by, what is called ICT, i.e. Information and Communication Technology, which is flexible and comes to meet the dynamics of the market. Alternatively speaking, the virtual organisation is a social network in which all the horizontal and vertical boundaries are removed. In this sense, it is a boundary less organisation. It consists of individual’s working out of physically dispersed work places, or even individuals working from mobile devices and not tied to any particular workspace. The ICT is the backbone of virtual organisation. It is the ICT that coordinates the activities, combines the workers’ skills and resources with an objective to achieve the common goal set by a virtual organisation. Managers in these organisations coordinate and control external relations with the help of computer network links. The virtual form of organisation is increasing in India also. Nike, Reebok, Puma, Dell Computers, HLL, etc., are the prominent companies working virtually.
  • Objectives and importance: Virtual organizations are supported by primary technologies such as the Internet and the World Wide Web, EDI, telecommunications, e-mails, groupware, and video conferencing. Knowledge management technologies: Knowledge management technologies assisting virtual organizations comprise:
    1. Collaborative technologies
    2. Extensible markup language (XML)
    3. Intranets and extranets
    4. Personal devices
    5. Wireless technologies
    6. Virtual reality (VR)
    7. Portals EDI: EDI can constitute a useful tool for virtual organizations as it transfers information (in the adequate form which a computer can utilize straightforwardly) from a computer to another and does not necessitate the intervention of any individual. EDI could be a benefit to virtual organizations in numerous ways as the exchange of information between associates is facilitated and more efficient than with non-electronic transfer: better inventory management and shipping performance, amount of time saved and faults escaped by the fact that data requisite to be entered only once, as well as a rise of the speed and accuracy of processes.

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

  1. Competitive advantage.
  2. As a way of to conduct supply chain integration or bridge the merger and acquisition processes between two companies.
  3. A pool of abilities and knowledge.
  4. Flexibility, dynamism and better responsiveness : virtual organizations, also called "boundaryless organization", do not imply time or geographical obstacles.
  5. Less investments costs initially.
  6. Productivity: the implementation of virtual organization implies a 30 to 50% rise of productivity.
  7. Less costs, more profits: virtual organization are saving a huge amount of money as they are no real-estate investments necessary, the labor cost is inferior and the number of errors is poorer. To the employees
  8. More independence: individuals can work when they need to and decide in which ways.
  9. Amount of stress reduced: no workplace pressure and consequently an improved personal and family life.
  10. Less money spent: diminution of gas consumption or money spent on public transports.

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

  • Selection: Selection objectives include a variety of components related to finding, hiring and retaining qualified employees. Clear definitions of the job qualifications allow easier identification of potential candidates. Recruitment consists of attracting capable individuals using methods such as outsourcing and the internet. Selection objectives consist of evaluation techniques such as interviews, background checks and competence tests.
  • Placement: o It helps in reducing employee turnover. o It helps in reducing absenteeism. o It helps in reducing accident rates. o It improves employee morale. o It avoids misfit between the candidate and the job. o It helps the candidate to work as per the predetermined objectives of the organization. 3. Step:
  • Recruitment:
  1. Preparation: This is where you first identify the need for a new employee. You set the frame for the position and a profile of required competencies and skills for the new hire. A part of the preparation process is also to put together a job ad and choosing the proper communication channels to spread the message. Don’t forget to include hiring managers early on so they are in the know as to how the recruitment will unfold and what they are expected to do.
  2. Receive applications: Your ad has been posted and the pile of applications is steadily growing. An important step of creating a good candidate experience is to confirm to applicants that their application has been received. For those using an ATS ( application tracking system , also known as a recruitment system) this phase of the recruitment process is more or less completely automated. Collecting and organizing applications as well as sending automated replies is done without effort. For those still receiving applications by email this step can be a real energy drainer, with a lot of time going to administration (organizing and registering applications) and replying to candidates.
  3. Selection stage 1: Weed out unqualified applicants We’ve now started the selection process of the recruitment. The selection process can in turn be divided into several smaller steps, where each stage eliminates further candidates who are not suited for the position. A first selection is done to eliminate unqualified applicants who don’t meet the basic requirements for the position.

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.

  1. Selection stage 2: Rating and ranking candidates The next step of the selection process is to figure out which applicants should be asked to come to an interview. In other words, you should rank candidates according to which are the most to least interest to meet with. The rating should be based on how well the candidate fits the profile of requirements and skills needed for the position. This is one of the most time-consuming steps where most spend their time reading through resumes and cover letters. An alternative method with much less need for hands on assessment, and thusly a time saver, is to use screening tests. Depending on the number of applicants or how many suit the profile, you may want to meet all remaining candidates, or just a chosen few at the top of the list.
  2. Selection stage 3: Interviews Without going into great detail about how to conduct a good interview, it’s at least worth mentioning the role of the interview in the recruitment process. More often than not, it’s the first time you meet the candidate in person, and the meeting exists just as much for your sake as for theirs. With several rounds of interviews the candidate can get the opportunity to meet their future manager, ask If you reject a candidate after conducting an interview, you should provide some form of personalized message or be in touch with them through telephone. For a better candidate experience, it’s appreciated if you also include feedback to why the applicant didn’t move forward in the process.
  3. Selection stage 4: Simulated work exercise Follow up on your top candidates from the last round of interview with conducted a simulated work exercise. It’s a way to check if the candidate you’ve assessed as being highly qualified and suited for the job can actually deliver in a future work situation. For some roles, the work exercise could be changed to conducting a “technical interview” where the candidate is questioned by a peer about their area of expertise to assess whether the candidate possesses the right problem-solving skills and understands working processes.
  • Placement:
    1. Take a COMPLETE job order
    2. Make a Recruiting Plan
    3. File Search
    4. Name Gathering
    5. Candidate Contact
    6. Candidate Profile
    7. Presentation of Candidate to Employer
    8. Set-up First Interview
    9. First Interview – Prep Candidate
    10. Confirm Appointment with Candidate and Employer (Prep Employer)
    11. Debrief Candidate
    12. Debrief Employer
    13. Set Second Interview
    14. Reference Check
    15. Second Interview, Prep Candidate (Trial Closing)
    16. Second Interview, Prep Employer (Trial Closing)
    17. Confirm Second Interview with Employer and Candidate
    18. Debrief Candidate (Closing)
    19. Debrief Employer (Closing)
    20. Closing/Negotiating
    21. Offer/Acceptance/Start Date
    22. Resignation Prep
    23. Resignation Debrief
    24. CELEBRATE!!
    25. Billing Prep
    26. Fill out Billing Information
    27. Stay in Touch with Candidate
    28. Confirm that the Candidate has Started
    29. Stay in Touch with Candidate and Employer
    30. Get the Check
  1. Difference between Recruitment and Selection. Ans: S. No. Recruitment Selection 1 Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs. Selection is concerned with picking up the right candidates from a pool of applicants. 2 Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible. Selection on the other hand is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates. 3 The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation The basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 4 Recruitment is concerned with tapping the sources of human resources Selection is concerned with selecting the most suitable candidate through various interviews and tests. 5 There is no contract of recruitment established in recruitment Selection results in a contract of service between the employer and the selected employee.

Assignment Topic : Job Anslysis

Q. Discuss the meaning, objectives and importance of virtual organization in

recent days.

Ans:

  1. Definition: “Job analysis” is the process of gathering and analyzing information about the content and the human requirements of jobs, as well as, the context in which jobs are performed. This process is used to determine placement of jobs. Under NU Values the decision-making in this area is shared by units and Human Resources. Specific internal approval processes will be determined by the unit's organizational leadership. Job analysis defines the organization of jobs within a job family. It allows units to identify paths of job progression for employees interested in improving their opportunities for career advancement and increasing compensation. A relative value is placed on the differing factors described in the Zone Placement Matrix. All new and existing positions will be assigned to a job family and zone using the job analysis process. This process is designed to place positions into families and zones based upon assigned duties, qualifications and competencies as measured by the five criteria found in the Zone Placement Matrix.

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.

  1. Components: Job Description: It is an important document. It is descriptive in nature. It is useful to identify a job for consideration by job analysis. Important questions to be answered through job description are: - What should be done? - Why it should be done? - Where it should be done?

There is no universal format of writing job description. According to Ghorpade the following information is common in most of the job descriptions.

  • Job title: title of the job and other identifying information such as wages, salaries, other benefits
  • Summary: summary is written in one or two lines that describes what outputs are expected from job incumbents.
  • Equipment: a clear statement of tools, equipment and other information required to perform job effectively.
  • Environment: a clear description of the working conditions of the job, the location and other characteristics of work environment such as hazards, noise, temperature, cleanliness etc.
  • Activities: a description about the job duties, responsibilities, and expected behaviour on the job. A description of social interactions associated with the job such as the size of work group, interpersonal interaction on the job is made. Job analyst writes job description in consultations with the workers and supervisors. After writing draft job description, comments and criticism are invited to improve its content. Final draft is then prepared. Job description is written either by making personal observation or using questionnaire to collect relevant information from supervisors and workers. Job description should be reviewed from time to time. Job Specifications: It also known as man or employee specifications is prepared on the basis of job specification. It specifies the qualities required in a job incumbent for the effective performance of the job. Basic contents of a job analysis specification are as follows:
  • Personal characteristics such as education, job experience, age, sex, and extra co-curricular activities.
  • Physical characteristics such as height, weight, chest, vision, hearing, health, voice poise, and hand and foot coordination, (for specific positions only).
  • Mental characteristics such as general intelligence, memory, judgment, foresight, ability to concentrate, etc.
  • Social and psychological characteristics such as emotional ability, flexibility, manners, drive, conversational ability, interpersonal ability, attitude, values, creativity etc. Various contents of a job analysis specification can be prescribed in three terms:
  • essential qualities which a person must possess
  • desirable qualities which a person may possess
  • contra-indicators which are likely to become a handicap to successful job
  • performance Job evaluation: It is a process of determining the relative worth of a job. It is a process which is helpful even for framing compensation plans by the personnel manager.

Assignment Topic : HRM and Personnel management

Q. Cite example of HRM and Personnel management.

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:

  1. Hire the wrong person for the job.
  2. Experience high turnover
  3. Have your people not doing their best
  4. Waste time with useless interviews
  5. Have your company taken to court because of discriminatory actions
  6. Have your company cited under federal occupational safety laws for unsafe practices
  7. Have some employees think their salaries are unfair and inequitable relative to others in the organization
  8. Allow a lack of training to undermine your department's effectiveness
  9. Commit any unfair labor practices

Function of Human Resource

Management