netrashetty
Netra Shetty
important aspect of an organization's business focus and direction towards achieving high levels of competency and competitiveness would depend very much upon their human resource management practices to contribute effectively towards profitability, quality, and other goals in line with the mission and vision of the company.
Staffing, training, compensation and performance management are basically important tools in the human resources practices that shape the organization's role in satisfying the needs of its stakeholders. Stakeholders of an organization comprise mainly of stockholders who will want to reap on their investments, customers whose wants and desires for high quality products or services are met, employees who want their jobs in the organization to be interesting with reasonable compensation and reward system and lastly, the community who would want the company to contribute and participate in activities and projects relating to the environmental issues. Common rules and procedures of human resource management must be adhered to by the organization which forms basic guidelines on its practices. Teamwork among lower levels of staff and the management should be created and maintained to assist in various angles that would deem necessary in eliminating communication breakdowns and foster better relationship among workers. The management should emphasize on good corporate culture in order to develop employees and create a positive and conducive work environment
Performance appraisal (PA) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance appraisal provides foundations for recruiting and selecting new hires, training and development of existing staff, and motivating and maintaining a quality work force by adequately and properly rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets a company has.
There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance. The developmental purpose is intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development.
2. Affirmative action has assisted many members of minority groups in creating equal opportunities in education and employment. Who could object to assisting these minorities, who suffered years of discrimination, in getting the equal opportunity they deserve? The problem is, affirmative action promotes racial preferences and quotas which cause mixed emotions. One time supporters of affirmative action are now calling out "reverse discrimination". If we want a stronger support for affirmative action we need to get rid of the preferential treatments.
The back bone of affirmative action began with the ratification of the Thirteenth Amendment. The amendment abolished slavery and any involuntary labor, is showed there was a calling for equal opportunity for all South Africans.
A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.
In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:-
o it has the right people in place
o it has the right mix of skills
o employees display the right attitudes and behaviours, and
o employees are developed in the right way.
If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content.
Amphenol Corporation (NYSE: APH) is a major producer of electronic and fiber optic connectors, cable and interconnect systems such as Coaxial cables. Amphenol is a portmanteau from the corporation's original name, American Phenolic Corp.
Amphenol was founded in Chicago in 1932 by entrepreneur Arthur Schmitt, whose first product was a tube socket for radio tubes. Amphenol expanded significantly during World War II, when the company became the primary manufacturer of connectors used in military hardware, including airplanes and radios. From 1967 to 1982 it was part of Bunker Ramo Corporation.
Amphenol's revenues in 2007 were $2.85 billion. The company sells its products into diverse electronics markets, including military-aerospace, industrial, automotive, information technology, mobile phones, wireless infrastructure, broadband and pro audio. Operations are located in more than 60 locations around the world. The company is included in the S&P Midcap 400 index. Amphenol's Chairman is Dr. Martin H. Loeffler.Chief Executive Officer is R. Adam Norwitt.
Amphenol's world headquarters is located in Wallingford, Connecticut. The largest division of Amphenol is Amphenol Aerospace (formerly Bendix Corporation) in Sidney, New York. This is the birth place of the D38999 cylindrical connector. Amphenol engineers also invented the commonly-used BNC connector ("Bayonet Neill-Concelman").
Amphenol Cables on Demand, another division of Amphenol launched in December 2006, specializes in distributing standard cable assemblies via their e-commerce storefront. They sell more than 2500 audio, video, computer, and networking cables. Offices are located in New York, California, Florida, and China.
Staffing, training, compensation and performance management are basically important tools in the human resources practices that shape the organization's role in satisfying the needs of its stakeholders. Stakeholders of an organization comprise mainly of stockholders who will want to reap on their investments, customers whose wants and desires for high quality products or services are met, employees who want their jobs in the organization to be interesting with reasonable compensation and reward system and lastly, the community who would want the company to contribute and participate in activities and projects relating to the environmental issues. Common rules and procedures of human resource management must be adhered to by the organization which forms basic guidelines on its practices. Teamwork among lower levels of staff and the management should be created and maintained to assist in various angles that would deem necessary in eliminating communication breakdowns and foster better relationship among workers. The management should emphasize on good corporate culture in order to develop employees and create a positive and conducive work environment
Performance appraisal (PA) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance appraisal provides foundations for recruiting and selecting new hires, training and development of existing staff, and motivating and maintaining a quality work force by adequately and properly rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets a company has.
There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance. The developmental purpose is intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development.
2. Affirmative action has assisted many members of minority groups in creating equal opportunities in education and employment. Who could object to assisting these minorities, who suffered years of discrimination, in getting the equal opportunity they deserve? The problem is, affirmative action promotes racial preferences and quotas which cause mixed emotions. One time supporters of affirmative action are now calling out "reverse discrimination". If we want a stronger support for affirmative action we need to get rid of the preferential treatments.
The back bone of affirmative action began with the ratification of the Thirteenth Amendment. The amendment abolished slavery and any involuntary labor, is showed there was a calling for equal opportunity for all South Africans.
A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.
In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:-
o it has the right people in place
o it has the right mix of skills
o employees display the right attitudes and behaviours, and
o employees are developed in the right way.
If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content.
Amphenol Corporation (NYSE: APH) is a major producer of electronic and fiber optic connectors, cable and interconnect systems such as Coaxial cables. Amphenol is a portmanteau from the corporation's original name, American Phenolic Corp.
Amphenol was founded in Chicago in 1932 by entrepreneur Arthur Schmitt, whose first product was a tube socket for radio tubes. Amphenol expanded significantly during World War II, when the company became the primary manufacturer of connectors used in military hardware, including airplanes and radios. From 1967 to 1982 it was part of Bunker Ramo Corporation.
Amphenol's revenues in 2007 were $2.85 billion. The company sells its products into diverse electronics markets, including military-aerospace, industrial, automotive, information technology, mobile phones, wireless infrastructure, broadband and pro audio. Operations are located in more than 60 locations around the world. The company is included in the S&P Midcap 400 index. Amphenol's Chairman is Dr. Martin H. Loeffler.Chief Executive Officer is R. Adam Norwitt.
Amphenol's world headquarters is located in Wallingford, Connecticut. The largest division of Amphenol is Amphenol Aerospace (formerly Bendix Corporation) in Sidney, New York. This is the birth place of the D38999 cylindrical connector. Amphenol engineers also invented the commonly-used BNC connector ("Bayonet Neill-Concelman").
Amphenol Cables on Demand, another division of Amphenol launched in December 2006, specializes in distributing standard cable assemblies via their e-commerce storefront. They sell more than 2500 audio, video, computer, and networking cables. Offices are located in New York, California, Florida, and China.