netrashetty
Netra Shetty
Aflac Incorporated (pronounced /ˈæflæk/) is the largest provider of supplemental insurance in the United States,[1] founded in 1955 and based in MidTown Columbus, Georgia. In the United States, Aflac underwrites a wide range of insurance policies, but is perhaps best known for its payroll deduction insurance coverage, which pay cash benefits when a policyholder has a covered accident or illness. In Japan, the company is the second largest insurer overall and the largest life insurer,[2] and is also well known for its supplemental medical policies. Aflac currently is the number one Supplemental Health provider in the U.S. followed closely by Allstate Workplace Division. Aflac employs many people in Columbus and its other locations. Aflac has one of the largest field forces with over 70,000 agents in the U.S. In 2009 Aflac acquired Continental American Insurance Company to expand its coverage beyond voluntary benefits alone.
Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, conducted in a definite time, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker learning clear and concise standards of performance or objectives. Training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. In addition, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training, which can b
The first approach to modeling different types of HR strategy is based on the nature of workplace control and more specifically on managerial behaviour to direct and monitor employee role performance. The management structures and HR strategy are instruments and techniques to control all aspects of work to secure a high level of labour productivity and a corresponding level of profitability and focus on monitoring and controlling employee behaviour as a basis for distinguishing different HR strategies in the study of ‘labor processes by industrial sociologists to control and discipline the interior of the organization. In an insightful review, Comment that, ‘control is not an end in itself, but a means to transform the capacity to work established by the wage relation into profitable production’.
Moreover, the variations in HR strategy are not random but reflect two management logics. The first is the logic of direct, process-based control, in which the focus is on efficiency and cost containment, whereas the second is the logic of indirect outcomes-based control, in which the focus is on actual results. Thus, when managing people at work, control and cooperation coexist, and the extent to which there is any ebb and flow in intensity and direction between types of control will depend upon the ‘multiple constituents’ of the management process. Implicit in this approach to managerial control is that the logic underlying an HR strategy will tend to be consistent with an organization’s competitive strategy which provides the source of inevitable structural tensions between management and employees.
The resource-based model
This HR strategy is grounded in the nature of the reward effort exchange and the degree to which managers view their human resources as an asset as opposed to a variable cost. The sum of people’s knowledge and expertise and social relationships, has the potential to provide non-substitutable capabilities that serve as a source of competitive advantage. The resource-based approach exploits the distinctive competencies of a work organization: its resources and capabilities, organization’s resources can be divided into tangible and intangible resources. According to strategic management theorists, the distinction between resources and capabilities is critical to understanding what generates a distinctive competency. It is important to recognize that a firm may not need a uniquely endowed workforce to establish a distinctive competency as long as it has managerial capabilities that no competitor possesses and adopts one of the control-based HR strategies.
The integrative model
Integrate the two main models of HR strategy, one focusing on the strategy’s underlying logic of managerial control, the other focusing on the reward effort exchange. This strand of thinking in HR strategy can be traced back to the ideas of Walton, who made a distinction between commitment and control strategies. The commitment HR strategy is characterized as focusing on the internal development of employees’ competencies and outcome control. Every HR strategy represents a distinctive HR paradigm, values and assumptions that is important to managers. It is argued that an organization’s HR strategy is strongly related to its competitive strategy.
As HR strategy is associated with some HR practices that develops committed and flexible people, internal markets that reward commitment with promotion and a degree of job security, and a ‘participative’ leadership style that forges a commonality of interest and mobilizes consent to the organization’s goals and the assumption that the organization’s business strategy and HR system have a logical relationship given the evidence that strategy formulation is politically charged and subject to complex contingency factors
completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive…and are thought to serve an adaptive function. Training could be compared
this metaphor - if I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. While development would be compared to this metaphor - if I do not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations.
Principle of Training:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training.
4. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification
Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
6. Top Management support: Top management support is essential to make
Training and Development effective.
7.Centralization: For economy of effective uniformity and efficiency,
centralization of training department is found more common and useful.
8.Motivation – Training and Development have motivation aspects like better
career opportunity, individuals & skill development etc.
Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, conducted in a definite time, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker learning clear and concise standards of performance or objectives. Training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. In addition, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training, which can b
The first approach to modeling different types of HR strategy is based on the nature of workplace control and more specifically on managerial behaviour to direct and monitor employee role performance. The management structures and HR strategy are instruments and techniques to control all aspects of work to secure a high level of labour productivity and a corresponding level of profitability and focus on monitoring and controlling employee behaviour as a basis for distinguishing different HR strategies in the study of ‘labor processes by industrial sociologists to control and discipline the interior of the organization. In an insightful review, Comment that, ‘control is not an end in itself, but a means to transform the capacity to work established by the wage relation into profitable production’.
Moreover, the variations in HR strategy are not random but reflect two management logics. The first is the logic of direct, process-based control, in which the focus is on efficiency and cost containment, whereas the second is the logic of indirect outcomes-based control, in which the focus is on actual results. Thus, when managing people at work, control and cooperation coexist, and the extent to which there is any ebb and flow in intensity and direction between types of control will depend upon the ‘multiple constituents’ of the management process. Implicit in this approach to managerial control is that the logic underlying an HR strategy will tend to be consistent with an organization’s competitive strategy which provides the source of inevitable structural tensions between management and employees.
The resource-based model
This HR strategy is grounded in the nature of the reward effort exchange and the degree to which managers view their human resources as an asset as opposed to a variable cost. The sum of people’s knowledge and expertise and social relationships, has the potential to provide non-substitutable capabilities that serve as a source of competitive advantage. The resource-based approach exploits the distinctive competencies of a work organization: its resources and capabilities, organization’s resources can be divided into tangible and intangible resources. According to strategic management theorists, the distinction between resources and capabilities is critical to understanding what generates a distinctive competency. It is important to recognize that a firm may not need a uniquely endowed workforce to establish a distinctive competency as long as it has managerial capabilities that no competitor possesses and adopts one of the control-based HR strategies.
The integrative model
Integrate the two main models of HR strategy, one focusing on the strategy’s underlying logic of managerial control, the other focusing on the reward effort exchange. This strand of thinking in HR strategy can be traced back to the ideas of Walton, who made a distinction between commitment and control strategies. The commitment HR strategy is characterized as focusing on the internal development of employees’ competencies and outcome control. Every HR strategy represents a distinctive HR paradigm, values and assumptions that is important to managers. It is argued that an organization’s HR strategy is strongly related to its competitive strategy.
As HR strategy is associated with some HR practices that develops committed and flexible people, internal markets that reward commitment with promotion and a degree of job security, and a ‘participative’ leadership style that forges a commonality of interest and mobilizes consent to the organization’s goals and the assumption that the organization’s business strategy and HR system have a logical relationship given the evidence that strategy formulation is politically charged and subject to complex contingency factors
completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive…and are thought to serve an adaptive function. Training could be compared
this metaphor - if I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. While development would be compared to this metaphor - if I do not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations.
Principle of Training:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training.
4. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification
Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
6. Top Management support: Top management support is essential to make
Training and Development effective.
7.Centralization: For economy of effective uniformity and efficiency,
centralization of training department is found more common and useful.
8.Motivation – Training and Development have motivation aspects like better
career opportunity, individuals & skill development etc.
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