netrashetty
Netra Shetty
Ameren Corporation NYSE: AEE was created December 31, 1997 by the merger of Missouri's Union Electric Company (formerly NYSE: UEP) and the neighboring Central Illinois Public Service Company (CIPSCO Inc. holding, formerly NYSE: CIP).[3] It is now a holding company for several power companies and energy companies. The company is based in St. Louis, Missouri. Ameren is a portmanteau for "American" and "Energy".
Ameren is the holding company for the following:[3]
* AmerenUE, Union Electric Company, 1997
* AmerenCIPS, Central Illinois Public Service Company, 1997
* AmerenEnergy Resources, holding company, 2000
o AmerenEnergy Marketing
o AmerenEnergy Generating
* AmerenCILCO, Central Illinois Light Company, 2003
* AmerenIP, Illinois Power Company, 2004
The AmerenUE subsidiary owns Bagnell Dam on the Osage River, which forms the Lake of the Ozarks. AmerenUE is responsib
Human resource management is the process of managing people of the project with the human approach, which means employing and deploying people, developing and utilizing their skills, maintaining and compensating their deliveries, and directing their forces towards a project goal.
In a project, the human workforce remains the nucleus energy, thrusting the project brim to the maximum extent for object fulfillment.
Philosophy of Staffing
Staffing includes practice from recruiting, selecting, and establishing workforces for a project, and even firing them when they are no longer needed. Project planning identifies the staffing need for the project and once the needs are determined then the process is set to meet them.
Recruiting is the process of identifying the sources of potential employees and encouraging them to apply for the jobs. The goal is to recruit enough qualified candidates so that the desired people are selected; in short, the recruiting process is discovering potential candidates with the ability and attitude for actual or anticipated project vacancies.
As in today's highly complex and competitive scenarios, the choice of choosing the right person for the right task has far-reaching implications; therefore, it is the process of attracting more candidates to the project, in order to select the most suitable candidate who can help and serve the project to achieve its objectives.
Selection is an immediate process that starts after recruitment, where the qualified personnel can be chosen from applications; in short, it is the process of choosing the most likely candidate from those individuals who can perform the project task successfully.
Placement is an establishing process of the ideal candidates to their respective positions and determining their part in the project for which accepted.
Socialization is an adjusting process for the new employees; making them familiar with the project's unfamiliar environments, surroundings, coworkers and new job responsibilities. Socialization strongly influences employee performance for project stability.
Motivating Human Resources
Project human resource management is the effective use of human resources in order to enhance project performance and motivate all involved towards project goals; this is a primary action that should be followed. The term motivation has been derived form the word motive, which means the urge to do or not to do something. It is an internal force that directs workforces to act in a particular way to satisfy a particular need.Motivation is goal directed behavior, and the goal is to accomplish the project objectives. However, concept of motivation is mainly a psychological factor and relates to those forces operating within the individual employee; which impel him to act or not act in certain ways.
In project management staffing solutions there are many theories that have been derived by experts and among them three excellent theories evolved:
1. Maslow's Hierarchy of Need Theory - Abraham Maslow
2. Herzberg's Motivation-Hygine Theory of Motivation - Frederick Herzberg
3. McGregor's Theory of X and Y - McGregor
These outstanding theories are scientifically proven and are considered prime human resource gauging tools.
Motivation is an important force behind the performance of employees in the project and is directly associated with the project performance.
Performance Appraisal and Reward Management
Project goals can be achieved when people or workforces put in their best efforts; how to ascertain their performances on a given job?
The answer to this is Performance Appraisal.
Performance Appraisal is the process of systematic evaluation of the individual or the group with respect to their performance to the job and their potential for development.
Reward Management is designing, implementing, and maintaining a pay system which helps to improve project performance within project cost constrains. However, a reward is to motivate people for what they are doing and what they can do, in and for the project. The most obvious rewards staff may get from the work is his pay; however rewards also include promotions, desirable work assignments, reorganization, and a host for there less obvious payoffs.
In brief, project staffing involves the productive utilization of people in achieving an assigned project endeavor.
Humans are the workforce, the workforce that activates other resources into existence of any project. Human workforces are neither a commodity nor a resource like mechanical tools; neither their potency can be defined nor it can be accurately measured by any material apparatus. The potency of human workforces must be treasured as the capital, and its creativity should be highly privileged. A successful project inevitably requires proper human resource management and project management staffing solutions.
Today, competitive advantage is based on the successful application of knowledge. Managing people, as an HRM function, has broadened, to include managing organizational capabilities, relationships, learning and knowledge. These functions include four generic areas, i.e.,
(i) Roles,
(ii) Relationships,
(iii) Strategic focus, and
(iv) Learning focus.
These areas are different from each of the economy functions, like traditional, transitional and knowledge.
HRM in the Present Scenario
• Low motivation or mounting frustration
• Promotions are consolations for transfers
• Cadre conflict
• Reward and punishment system
• Development of strong training system
Emerging Role of HR Managers
Because of continuous changing socio economic, technological and political conditions, the human resource managers of the future shall have to face more problems in the management of labor. The human resource managers of today may find themselves obsolete in the future due to changes in environment if they do not update themselves. Some of the important challenges which might be faced by the managers in the management of industry and business are discussed below:
i. Increasing Size of Workforce: The size of organizations is increasing. A large number of multinational organizations have grown over the year and so has the number of people working in these organizations. The management of increased workforce might create new problems and challenges as the workers are becoming more conscious of their rights.
ii. Increase in Education Level: The governments of various countries are taking steps to eradicate illiteracy and increase the education level of their citizens. Educated consumers and workers will create very tough task for the future managers.
iii. Technological Advances: With the change coming in the wake of advanced technology, news jobs are created and many old jobs become redundant. There is a general apprehension of immediate unemployment. In the competitive world of today, industry cannot hope to survive for long with old technology. The problem of unemployment resulting from modernization will be solved by properly assessing manpower needs and training of redundant employees in alternate skills. This is difficult process and it may hurt some people but there is no escape. But change and modernization have to be accepted if industry has to grow and develop.
iv. Changes in Political Environment: There may be greater government’s interference in business to safeguard the interests of workers, consumers, and the public at large. Government’s participation in trade, commerce and industry will pose many challenges before management. The government may restrict the scope of private sector in certain areas in public interest. It does not mean chances of co-operation between government and private sector are ruled out. In fact, there will be more and more joint sector enterprises. The government will also like to see that interest of workers in industrial enterprises are adequately protected.
v. Increasing aspirations of Employees: Considerable changes have been noted in the worker of today in comparison to his counterpart of 1950’s.
vi. HRM in Cross-Cultural Context: Multi-cultural workforce congregations have become today's workplace realities. The cross-border market terrorism spared by MNCs evoked counter-insurgency and strategic warfare from domestic businesses. Partnering people in this race is vital for success in the market place. Workplaces have increasingly symbolized multi-cultural villages, resulting in a growing need for cross-cultural intelligence. The future competitiveness of corporations will depend on their ability to attract and manage diverse talents effectively. Cross-cultural training will give managers on international assignments the cultural understanding essential to accomplish their tasks. Cross-cultural differences are the cause of failed negotiations and interactions, resulting in losses to the firms. The strategic role of HRM in strengthening and sustaining corporate growth has assumed paramount significance, the world over.
vii. Employee Engagement: Products and process alone can't help organizations to sustain loyal customers. They also need highly-motivated, dedicated and involved employees who are very passionate about their work and their organization; in short, they need "engaged employees". But, nurturing engaged employees requires a lot of effort and skill on the part of HR managers and calls for a different HR philosophy in the organization. We need employee engagement to serve as a core competency of an organization that would provide sustainable competitive advantage. We know employee engagement towards their work, throw few test "symptoms", i.e., feeling of creating value, having a direction to follow, an air of trust, creating engaged employees through top management endorsement, a work environment to cherish, innovative leadership and clear growth trajectories, 'one step up from commitment'. Employee engagement is the new buzzword. A successful business is directly linked to the commitment of its employees. Employee engagement ensures the successful execution of any business strategy.
viii. Performance Management: The challenge before human resource professionals today is to create an enabling organizational climate for the employees, For this, they need to examine relevant issues such as training and development, performance appraisal and career planning in the organization. Selection and recruitment of personnel is an important responsibility of the human resource department. The recruitment policy provides competitive remuneration as per industry norms, maintains high standards for selection of recruits, and encourages lateral induction to infuse fresh ideas and new skills in the organization.
ix. Information Age: Information age has heralded a new way of doing business. IT has the power to change the most well-entrenched business paradigms. It has the power to link and connect people, and enable the exchange of products, services and capital, in an entirely different manner than in the past. IT has increased the efficiency of the human resource functions and reduced the burden of administrative work in the HR department, at the same time, helping to increase productivity.
Ameren is the holding company for the following:[3]
* AmerenUE, Union Electric Company, 1997
* AmerenCIPS, Central Illinois Public Service Company, 1997
* AmerenEnergy Resources, holding company, 2000
o AmerenEnergy Marketing
o AmerenEnergy Generating
* AmerenCILCO, Central Illinois Light Company, 2003
* AmerenIP, Illinois Power Company, 2004
The AmerenUE subsidiary owns Bagnell Dam on the Osage River, which forms the Lake of the Ozarks. AmerenUE is responsib
Human resource management is the process of managing people of the project with the human approach, which means employing and deploying people, developing and utilizing their skills, maintaining and compensating their deliveries, and directing their forces towards a project goal.
In a project, the human workforce remains the nucleus energy, thrusting the project brim to the maximum extent for object fulfillment.
Philosophy of Staffing
Staffing includes practice from recruiting, selecting, and establishing workforces for a project, and even firing them when they are no longer needed. Project planning identifies the staffing need for the project and once the needs are determined then the process is set to meet them.
Recruiting is the process of identifying the sources of potential employees and encouraging them to apply for the jobs. The goal is to recruit enough qualified candidates so that the desired people are selected; in short, the recruiting process is discovering potential candidates with the ability and attitude for actual or anticipated project vacancies.
As in today's highly complex and competitive scenarios, the choice of choosing the right person for the right task has far-reaching implications; therefore, it is the process of attracting more candidates to the project, in order to select the most suitable candidate who can help and serve the project to achieve its objectives.
Selection is an immediate process that starts after recruitment, where the qualified personnel can be chosen from applications; in short, it is the process of choosing the most likely candidate from those individuals who can perform the project task successfully.
Placement is an establishing process of the ideal candidates to their respective positions and determining their part in the project for which accepted.
Socialization is an adjusting process for the new employees; making them familiar with the project's unfamiliar environments, surroundings, coworkers and new job responsibilities. Socialization strongly influences employee performance for project stability.
Motivating Human Resources
Project human resource management is the effective use of human resources in order to enhance project performance and motivate all involved towards project goals; this is a primary action that should be followed. The term motivation has been derived form the word motive, which means the urge to do or not to do something. It is an internal force that directs workforces to act in a particular way to satisfy a particular need.Motivation is goal directed behavior, and the goal is to accomplish the project objectives. However, concept of motivation is mainly a psychological factor and relates to those forces operating within the individual employee; which impel him to act or not act in certain ways.
In project management staffing solutions there are many theories that have been derived by experts and among them three excellent theories evolved:
1. Maslow's Hierarchy of Need Theory - Abraham Maslow
2. Herzberg's Motivation-Hygine Theory of Motivation - Frederick Herzberg
3. McGregor's Theory of X and Y - McGregor
These outstanding theories are scientifically proven and are considered prime human resource gauging tools.
Motivation is an important force behind the performance of employees in the project and is directly associated with the project performance.
Performance Appraisal and Reward Management
Project goals can be achieved when people or workforces put in their best efforts; how to ascertain their performances on a given job?
The answer to this is Performance Appraisal.
Performance Appraisal is the process of systematic evaluation of the individual or the group with respect to their performance to the job and their potential for development.
Reward Management is designing, implementing, and maintaining a pay system which helps to improve project performance within project cost constrains. However, a reward is to motivate people for what they are doing and what they can do, in and for the project. The most obvious rewards staff may get from the work is his pay; however rewards also include promotions, desirable work assignments, reorganization, and a host for there less obvious payoffs.
In brief, project staffing involves the productive utilization of people in achieving an assigned project endeavor.
Humans are the workforce, the workforce that activates other resources into existence of any project. Human workforces are neither a commodity nor a resource like mechanical tools; neither their potency can be defined nor it can be accurately measured by any material apparatus. The potency of human workforces must be treasured as the capital, and its creativity should be highly privileged. A successful project inevitably requires proper human resource management and project management staffing solutions.
Today, competitive advantage is based on the successful application of knowledge. Managing people, as an HRM function, has broadened, to include managing organizational capabilities, relationships, learning and knowledge. These functions include four generic areas, i.e.,
(i) Roles,
(ii) Relationships,
(iii) Strategic focus, and
(iv) Learning focus.
These areas are different from each of the economy functions, like traditional, transitional and knowledge.
HRM in the Present Scenario
• Low motivation or mounting frustration
• Promotions are consolations for transfers
• Cadre conflict
• Reward and punishment system
• Development of strong training system
Emerging Role of HR Managers
Because of continuous changing socio economic, technological and political conditions, the human resource managers of the future shall have to face more problems in the management of labor. The human resource managers of today may find themselves obsolete in the future due to changes in environment if they do not update themselves. Some of the important challenges which might be faced by the managers in the management of industry and business are discussed below:
i. Increasing Size of Workforce: The size of organizations is increasing. A large number of multinational organizations have grown over the year and so has the number of people working in these organizations. The management of increased workforce might create new problems and challenges as the workers are becoming more conscious of their rights.
ii. Increase in Education Level: The governments of various countries are taking steps to eradicate illiteracy and increase the education level of their citizens. Educated consumers and workers will create very tough task for the future managers.
iii. Technological Advances: With the change coming in the wake of advanced technology, news jobs are created and many old jobs become redundant. There is a general apprehension of immediate unemployment. In the competitive world of today, industry cannot hope to survive for long with old technology. The problem of unemployment resulting from modernization will be solved by properly assessing manpower needs and training of redundant employees in alternate skills. This is difficult process and it may hurt some people but there is no escape. But change and modernization have to be accepted if industry has to grow and develop.
iv. Changes in Political Environment: There may be greater government’s interference in business to safeguard the interests of workers, consumers, and the public at large. Government’s participation in trade, commerce and industry will pose many challenges before management. The government may restrict the scope of private sector in certain areas in public interest. It does not mean chances of co-operation between government and private sector are ruled out. In fact, there will be more and more joint sector enterprises. The government will also like to see that interest of workers in industrial enterprises are adequately protected.
v. Increasing aspirations of Employees: Considerable changes have been noted in the worker of today in comparison to his counterpart of 1950’s.
vi. HRM in Cross-Cultural Context: Multi-cultural workforce congregations have become today's workplace realities. The cross-border market terrorism spared by MNCs evoked counter-insurgency and strategic warfare from domestic businesses. Partnering people in this race is vital for success in the market place. Workplaces have increasingly symbolized multi-cultural villages, resulting in a growing need for cross-cultural intelligence. The future competitiveness of corporations will depend on their ability to attract and manage diverse talents effectively. Cross-cultural training will give managers on international assignments the cultural understanding essential to accomplish their tasks. Cross-cultural differences are the cause of failed negotiations and interactions, resulting in losses to the firms. The strategic role of HRM in strengthening and sustaining corporate growth has assumed paramount significance, the world over.
vii. Employee Engagement: Products and process alone can't help organizations to sustain loyal customers. They also need highly-motivated, dedicated and involved employees who are very passionate about their work and their organization; in short, they need "engaged employees". But, nurturing engaged employees requires a lot of effort and skill on the part of HR managers and calls for a different HR philosophy in the organization. We need employee engagement to serve as a core competency of an organization that would provide sustainable competitive advantage. We know employee engagement towards their work, throw few test "symptoms", i.e., feeling of creating value, having a direction to follow, an air of trust, creating engaged employees through top management endorsement, a work environment to cherish, innovative leadership and clear growth trajectories, 'one step up from commitment'. Employee engagement is the new buzzword. A successful business is directly linked to the commitment of its employees. Employee engagement ensures the successful execution of any business strategy.
viii. Performance Management: The challenge before human resource professionals today is to create an enabling organizational climate for the employees, For this, they need to examine relevant issues such as training and development, performance appraisal and career planning in the organization. Selection and recruitment of personnel is an important responsibility of the human resource department. The recruitment policy provides competitive remuneration as per industry norms, maintains high standards for selection of recruits, and encourages lateral induction to infuse fresh ideas and new skills in the organization.
ix. Information Age: Information age has heralded a new way of doing business. IT has the power to change the most well-entrenched business paradigms. It has the power to link and connect people, and enable the exchange of products, services and capital, in an entirely different manner than in the past. IT has increased the efficiency of the human resource functions and reduced the burden of administrative work in the HR department, at the same time, helping to increase productivity.
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