Human resource management is really the management of personnel at work. Different authorities have differently defined it. The essence of all definitions is that the personnel/human resource management is the science of planning, organizing and controlling the various operative functions of procuring, developing, maintaining and utilizing the labor force for the purpose of contributing a lot towards the accomplishment of the major goal of the organization. It is, in this way, a branch of general management which deals with the people at work. Broadly, it defines the relationship between employer and employee.
It is one of the most important and essential program of Human Resource Management.
Human Resource Planning is the process by which an organization ensures that it has right number of people, right kind of people, at the right places, at the right time, capable of the right places, at the right time, capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals. Human Resource Planning then, translates the organization's objectives and plans into the number of workers needed to meet those objectives. Without clear cut planning, estimation of organization's human resource need is reduced to more guesswork.
[...] The Training Manager Management of the training department and agreeing the training needs and the program application Maintenance of interest and support in the planning and implementation of the programs, including a practical involvement where required The introduction and maintenance of evaluation systems, and production of regular reports for senior management Frequent, relevant contact with senior management Liaison with the learners' line managers and arrangement of learning implementation responsibility learning programs for the managers The Trainee or Learner Involvement in the planning and design of the training program where possible Involvement in the planning and design of the evaluation process where possible Obviously, to take interest and an active part in the training program or activity. [...]
[...] EVALUATION OF TRAINING There are the two principal factors which need to be resolved: Who is responsible for the validation and evaluation processes? What resources of time, people and money are available for validation/evaluation purposes? (Within this, consider the effect of variation to these, for instance an unexpected cut in budget or manpower. In other words anticipate and plan contingency to deal with variation.) Responsibility For the evaluation of training Traditionally, in the main, any evaluation or other assessment has been left to the trainers "because that is their job . [...]
[...] Some of the courses provided to employee for training are:- --SPG program Airlines mileage point structure front office --Who's who at ITC hotels --Mystery audit finding --Guest personalization --Buffet matrix --Usage of chemicals --Calendar machine --Personal hygiene --Telephone manners --Ten golden rules of service --Breakfast service --Service of hard beverages --Menu knowledge --Gold standards --Lift rescue operation --Wine tasting class --Transport Management --Hygiene and cleanliness --Equipment handling --Theft control investigation --New wines of the world --Key operation procedures --HACCP standards --Quality competition --Cost control-avoiding wastages --Reorientation programs --Suggestive selling --Complaint management system and asset updation --Handling awkward customers and difficult situations --Cleanliness --Telephone manners --Menu pricing --Front office certification and licensing scheme --Food and beverage certification and licensing scheme 1. [...]
[...] Performance Evaluation and Motivation Following the expectancy model of motivation, if the objectives that employees are expected to achieve are unclear, if the criteria for measuring those objectives are expected to achieve are unclear, if the criteria for measuring those objectives are vague, and if the employees lack confidence that their efforts will lead to a satisfactory appraisal of their performance or believe that there will be an unsatisfactory payoff by the organization when their performance objectives are achieved, we can expect individuals to work considerably below their potential. [...]
[...] Desired behavior aimed at improving the existing condition stated preferably n quantitative terms such as ratio, frequency of occurrence, reporting by exceptions, self-monitoring mechanisms etc. Operational results to be achieved through training stated in terms of increase in efficiency and effectiveness criteria such as productivity, cost, down time, turnover, time for innovations and creativity. TYPES OF TRAINING METHODS The training methods which are generally used in an organization are classified into two i.e., On the job Off the job Training, as a process of long term learning is essentially a developmental tool. [...]
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