netrashetty
Netra Shetty
Amgen Inc. (NASDAQ: AMGN, SEHK: 4332) is an international biotechnology company headquartered in Thousand Oaks, California. Located in the Conejo Valley, Amgen is the world's largest independent biotech firm. The company employs approximately 17,000 staff members. Its products include Epogen, Aranesp, Enbrel, Kineret, Neulasta, Neupogen, Sensipar / Mimpara, Nplate, and Prolia. Epogen and Neupogen (the company's first products on the market) were the two most successful biopharmaceutical products at the time of their respective releases.
BusinessWeek ranked Amgen first on the S&P 500 for being one of the most "future-oriented" of those five hundred corporations.[3] BusinessWeek ostensibly calculated the ratio of research and development spending, combined with capital spending, to total outlays; Amgen had the fourth highest ratio, at 506:1000.
Amgen is the largest employer in Thousand Oaks and second only to the United States Navy in terms of number of people employed in Ventura County.
With plans to expand into a new campus under construction in South San Francisco, Amgen abruptly halted construction on the plans and instead put the 365,000 square feet (33,900 m2) of new space on the sublease market.[4]
It is a leading member of the U.S. Global Leadership Coalition, a coalition of over 400 companies and NGOs that promotes increased funding for US diplomatic and international development programs.[5]
In 2006, Amgen began sponsoring the Tour of California, one of only three major Union Cycliste Internationale events in the United States.
Apart from the Human Resource department, the industrial and organizational psychology department is also responsible for handling the hiring practices, training programmes and feedback systems. They help guide the HR department to understand the behaviour and attitudes of its employees.
The psychologists try to gauge the problems that the employees face and find ways to improve their performance. The organizational psychologists apply the principals of psychology to Human Resource. The blend of the two can be beneficial for the company and its employees.
The psychologist deals with the human aspects of the workplace and aim at improving people's efficiency, and hence organizational effectiveness, through their knowledge about human functioning.
The major difference between organizational psychologist and HR consultant is that all the work of the Industrial-Organisational psychologist has to be backed up by scientific evidence and statistics. In contrast, HRM is essentially a business study which emphasizes more on the practical side, with less focus on the scientific side.
The jobs of these two professionals are inter-related. The psychologist relies on the HR consultant for important data as well as to know their views. And on the other hand these consultants rely on the psychologists because they have the expertise in assessing human characteristics.
They can design the ideal candidate profile by learning the characteristic required to fulfill the post. Also they can design the tools to improvise the execution processes.
They know how people get well versed with their profession and train them accordingly. They have a mastery in problem solving and try to eliminate the problem from its root. Their technique is based on extensive research material.
Organizational psychology and HRM is more of a collaborative department than competing departments. They work hand-in-hand to create an organizational success.
Recruitment only refers to external recruitment that is locating candidates from outside the firm, which may include fresh graduates or people working in other firms. 2.3.4Training and Development The Company holds that orientation program is very necessary for the Company as well as for the new employee. The unit of Training and Development performs several important functions for the Company, like orientation training, performance appraisal and the general Training and Development. Broadly speaking, Descon Engineering Co. holds a strict distinction between training and development. 2.3.5Performance Management System Descon Engineering Co. gives the importance to their employees as well as their performance. There are certain standards that are set by the Company to check the performance of staff. They give the incentives and bounces on the base of check performance. Descon Engineering Co. follows all the international rules when done performance management. 2.3.6Rewards and Remuneration Management Descon Engineering Co. gives utmost importance to rewards and compensation packages because this is the most crucial factor for retaining key employees. ... The amount of bonus depends on the amount of profit Descon Engineering Co. World makes. The amount of bonus and increments depend on the profit of Descon Engineering Co. world, then Descon Engineering Co. Pakistan, then for each department and finally for each employee. The Gross salary includes a number of allowances.
HUMAN RESOURCE DEPARTMENT CHAPTER NO.3 MAN POWER PLANNING AND JOB ANALYZING This chapter tells us about Man Power Planning and Job Analysis are how much important to select a job and the need for hiring or training the employees in Descon Engineering Company. The Company allocates the budget through they are receiving from profit margin. The opportunities find out when they work on project, and if something is missing in their specialized field. The budget for new employees and training the employees should be allocated. Then, the jobs and work is defined and analysis the job and person who can be do that type of job excellently. 3.1 Criteria for Human Resource Planning 3.1.1HRM Audit The HRM (Human Resource Management Audit) of Descon uses this framework to try to answer such questions as: Are the mission and strategy of the human resource organization designed to match the business strategy of the Descon Engineering Co.? Does the design of the human resource organization enhance its ability to accomplish its strategy? Are the kinds of people who run the human resource function good choices for the ongoing task? 3.1.2 HR Policy and Manual HR policies vary considerably from one organization to another, depending on its size, the nature of the workforce and the position regarding union recognition, but here are the main policy areas of Descon’s which are recognize as HRD executives in the Business Support Areas.
Career Development
Gone are the days when employees only demand for fair salaries. The employees of today also value training and development. Employees look for opportunities to further their careers and they are constantly searching for ways to reach the top of the corporate ladder. Career Development is very important not only for the employees but also for the organization as the quickly changing business environment requires organizations to have a flexible workforce.
The employees are complaining about the lack of development programs that will help them advance their careers. The company needs to focus on Career Development Programs.
Career Development, Planning and Management
Career Development is an organized, planned effort comprised of structured activities or processes that result in a mutual career plotting effort between employees and the organization. Within this system, the employee is responsible for career planning and the organization is responsible for career management (Eggland and Giley 1998 p.48). Career Development is primarily the responsibility of the organization. On the other hand, the employee is responsible for planning his or her career. Career Planning is a process of setting up employee career objectives and developing activities that will achieve them. According to Sims (2002), career planning is the process by which an individual formulates career goals and develops a plan for reaching those goals. Career Management refers to specific human resource activities, such as job placement, performance appraisal, counseling, training, and education. According to Adams and Morrison (1991), career management is a set of programs that represent the organization’s requirements (p.34). Career management emphasizes the recognition and response to the changing interests and needs of employees as they grow and mature within the organization. Career management takes the organization’s point of view in putting together job ladders, career paths, rotation programs, and planned learning activities to improve the supply of talent among current employees (Clardy 1996).
Recommendations for Career Development
1. Effective Performance Appraisal – Performance appraisal plays an important part in career development. The effectivity of a performance appraisal starts with the adequate explanatory material about the performance appraisal system and how it works (Rudman 2003). In addition, the organization should employ the developmental approach in performance appraisal. The organization should use this approach is to motivate and direct individual performance as well as career development efforts. The focus should be on future planning; counseling and interaction between the manager and employees. Emphasis should be placed on goal setting as well as review. This appraisal system allows the manager, supervisor and employee to share responsibility. The basis of this approach is future goals and plans for future development. The organization must use a performance appraisal system that will help in the development of a person’s career as well as enhance communications and understanding (Eggland and Gilley 1998).
Walker 1980, provided different techniques that can be used by managers and human resource managers. These are:
1. Narrative appraisals – open-ended interaction regarding individual performance
2. Goal setting and review – identification of goals mentally, followed by comparison of performances against those goals
3. Rating scales – performance is measured against predetermined factors
4. Checklists – performance is rated against a list of normative factors
5. Critical incidents – examples of good and bad performance are identified by the appraiser as they occur and maintain until review
6. Ranking – relative performance is completed by the appraiser
Any or all of these methods can be utilized by the managers and human resource personnel in the performance appraisal of employees.
2. Career Pathing - Career pathing is a technique that addresses the specifics of progressing from one job to another in the organization (Sims 2002, p. 228). The formalized career paths lead to precise descriptions of chronological work experiences as well as how the different sequences relate to one another. The organization must use career pathing activities that will enhance skills, competencies, and knowledge of employees. Organizations use three existing career paths (Sims 2002). The organization should develop effective career pathing programs that:
* Include lateral and downward possibilities, as well as upward possibilities
* Are provisional and quick to respond to changes in organizational needs
* Are flexible enough to take into account the qualities of each employee
* Specifically define each jobs along the paths in terms of acquired skills, knowledge, and other detailed qualities
BusinessWeek ranked Amgen first on the S&P 500 for being one of the most "future-oriented" of those five hundred corporations.[3] BusinessWeek ostensibly calculated the ratio of research and development spending, combined with capital spending, to total outlays; Amgen had the fourth highest ratio, at 506:1000.
Amgen is the largest employer in Thousand Oaks and second only to the United States Navy in terms of number of people employed in Ventura County.
With plans to expand into a new campus under construction in South San Francisco, Amgen abruptly halted construction on the plans and instead put the 365,000 square feet (33,900 m2) of new space on the sublease market.[4]
It is a leading member of the U.S. Global Leadership Coalition, a coalition of over 400 companies and NGOs that promotes increased funding for US diplomatic and international development programs.[5]
In 2006, Amgen began sponsoring the Tour of California, one of only three major Union Cycliste Internationale events in the United States.
Apart from the Human Resource department, the industrial and organizational psychology department is also responsible for handling the hiring practices, training programmes and feedback systems. They help guide the HR department to understand the behaviour and attitudes of its employees.
The psychologists try to gauge the problems that the employees face and find ways to improve their performance. The organizational psychologists apply the principals of psychology to Human Resource. The blend of the two can be beneficial for the company and its employees.
The psychologist deals with the human aspects of the workplace and aim at improving people's efficiency, and hence organizational effectiveness, through their knowledge about human functioning.
The major difference between organizational psychologist and HR consultant is that all the work of the Industrial-Organisational psychologist has to be backed up by scientific evidence and statistics. In contrast, HRM is essentially a business study which emphasizes more on the practical side, with less focus on the scientific side.
The jobs of these two professionals are inter-related. The psychologist relies on the HR consultant for important data as well as to know their views. And on the other hand these consultants rely on the psychologists because they have the expertise in assessing human characteristics.
They can design the ideal candidate profile by learning the characteristic required to fulfill the post. Also they can design the tools to improvise the execution processes.
They know how people get well versed with their profession and train them accordingly. They have a mastery in problem solving and try to eliminate the problem from its root. Their technique is based on extensive research material.
Organizational psychology and HRM is more of a collaborative department than competing departments. They work hand-in-hand to create an organizational success.
Recruitment only refers to external recruitment that is locating candidates from outside the firm, which may include fresh graduates or people working in other firms. 2.3.4Training and Development The Company holds that orientation program is very necessary for the Company as well as for the new employee. The unit of Training and Development performs several important functions for the Company, like orientation training, performance appraisal and the general Training and Development. Broadly speaking, Descon Engineering Co. holds a strict distinction between training and development. 2.3.5Performance Management System Descon Engineering Co. gives the importance to their employees as well as their performance. There are certain standards that are set by the Company to check the performance of staff. They give the incentives and bounces on the base of check performance. Descon Engineering Co. follows all the international rules when done performance management. 2.3.6Rewards and Remuneration Management Descon Engineering Co. gives utmost importance to rewards and compensation packages because this is the most crucial factor for retaining key employees. ... The amount of bonus depends on the amount of profit Descon Engineering Co. World makes. The amount of bonus and increments depend on the profit of Descon Engineering Co. world, then Descon Engineering Co. Pakistan, then for each department and finally for each employee. The Gross salary includes a number of allowances.
HUMAN RESOURCE DEPARTMENT CHAPTER NO.3 MAN POWER PLANNING AND JOB ANALYZING This chapter tells us about Man Power Planning and Job Analysis are how much important to select a job and the need for hiring or training the employees in Descon Engineering Company. The Company allocates the budget through they are receiving from profit margin. The opportunities find out when they work on project, and if something is missing in their specialized field. The budget for new employees and training the employees should be allocated. Then, the jobs and work is defined and analysis the job and person who can be do that type of job excellently. 3.1 Criteria for Human Resource Planning 3.1.1HRM Audit The HRM (Human Resource Management Audit) of Descon uses this framework to try to answer such questions as: Are the mission and strategy of the human resource organization designed to match the business strategy of the Descon Engineering Co.? Does the design of the human resource organization enhance its ability to accomplish its strategy? Are the kinds of people who run the human resource function good choices for the ongoing task? 3.1.2 HR Policy and Manual HR policies vary considerably from one organization to another, depending on its size, the nature of the workforce and the position regarding union recognition, but here are the main policy areas of Descon’s which are recognize as HRD executives in the Business Support Areas.
Career Development
Gone are the days when employees only demand for fair salaries. The employees of today also value training and development. Employees look for opportunities to further their careers and they are constantly searching for ways to reach the top of the corporate ladder. Career Development is very important not only for the employees but also for the organization as the quickly changing business environment requires organizations to have a flexible workforce.
The employees are complaining about the lack of development programs that will help them advance their careers. The company needs to focus on Career Development Programs.
Career Development, Planning and Management
Career Development is an organized, planned effort comprised of structured activities or processes that result in a mutual career plotting effort between employees and the organization. Within this system, the employee is responsible for career planning and the organization is responsible for career management (Eggland and Giley 1998 p.48). Career Development is primarily the responsibility of the organization. On the other hand, the employee is responsible for planning his or her career. Career Planning is a process of setting up employee career objectives and developing activities that will achieve them. According to Sims (2002), career planning is the process by which an individual formulates career goals and develops a plan for reaching those goals. Career Management refers to specific human resource activities, such as job placement, performance appraisal, counseling, training, and education. According to Adams and Morrison (1991), career management is a set of programs that represent the organization’s requirements (p.34). Career management emphasizes the recognition and response to the changing interests and needs of employees as they grow and mature within the organization. Career management takes the organization’s point of view in putting together job ladders, career paths, rotation programs, and planned learning activities to improve the supply of talent among current employees (Clardy 1996).
Recommendations for Career Development
1. Effective Performance Appraisal – Performance appraisal plays an important part in career development. The effectivity of a performance appraisal starts with the adequate explanatory material about the performance appraisal system and how it works (Rudman 2003). In addition, the organization should employ the developmental approach in performance appraisal. The organization should use this approach is to motivate and direct individual performance as well as career development efforts. The focus should be on future planning; counseling and interaction between the manager and employees. Emphasis should be placed on goal setting as well as review. This appraisal system allows the manager, supervisor and employee to share responsibility. The basis of this approach is future goals and plans for future development. The organization must use a performance appraisal system that will help in the development of a person’s career as well as enhance communications and understanding (Eggland and Gilley 1998).
Walker 1980, provided different techniques that can be used by managers and human resource managers. These are:
1. Narrative appraisals – open-ended interaction regarding individual performance
2. Goal setting and review – identification of goals mentally, followed by comparison of performances against those goals
3. Rating scales – performance is measured against predetermined factors
4. Checklists – performance is rated against a list of normative factors
5. Critical incidents – examples of good and bad performance are identified by the appraiser as they occur and maintain until review
6. Ranking – relative performance is completed by the appraiser
Any or all of these methods can be utilized by the managers and human resource personnel in the performance appraisal of employees.
2. Career Pathing - Career pathing is a technique that addresses the specifics of progressing from one job to another in the organization (Sims 2002, p. 228). The formalized career paths lead to precise descriptions of chronological work experiences as well as how the different sequences relate to one another. The organization must use career pathing activities that will enhance skills, competencies, and knowledge of employees. Organizations use three existing career paths (Sims 2002). The organization should develop effective career pathing programs that:
* Include lateral and downward possibilities, as well as upward possibilities
* Are provisional and quick to respond to changes in organizational needs
* Are flexible enough to take into account the qualities of each employee
* Specifically define each jobs along the paths in terms of acquired skills, knowledge, and other detailed qualities
Last edited: