netrashetty
Netra Shetty
nterprise GP Holdings (NYSE: EPE) based in Houston, Texas is a midstream energy holding company that made its debut on the Fortune 500 list at #177 in 2007.[1] It has its corporate headquarters in the Enterprise Plaza in Downtown Houston.[2]
The company is led by its president and Chief Executive Officer, Ralph S. Cunningham.
Dan Duncan was the majority owner.
The company uses a rating scale in appraising employee performance. The rating scale is among the widely used method of appraising the performance. The method is simple and easy to use. Rating scales according to Rudman (2003) are readily adaptable to suit specific jobs and organizations, and there are virtually no limit to the aspects of person or performance that can be rated. In simple terms, rating scales require the reviewer to rate the employee’s performance in an absolute sense, not in comparison to other employees. Employees can be rated on virtually any trait or characteristic or dimension of performance or behavior. The characteristics to be assessed are chosen and each step on the scale is given a brief description in terms of quantity and quality.
Problems with Rating Scales
Rating scales are among the popular performance appraisal tools. They are easily to construct, use and understand. However, there are significant problems in using rating scales.
1. Ratings are sometimes subjective.
2. Not all the characteristics of a job are equally important and certain characteristics are more important for some jobs than for others.
3. Ratings can be given easily enough for individual characteristics or dimensions, but it is more difficult to turn into a valid or useful overall assessment.
The performance appraisal tool that the organization uses is simple and easy to understand which is good because performance appraisal should be like that. However, it also has limitations and weaknesses
HUMAN RESOURCE PLANNING
Definition: It is the process by which management determines how an organisation should move from its current manpower position to its desired manpower position. Through it management strives to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organisation, and the individual receiving, maximum long-rang benefit”
Objectives of HRP
To ensure optimum use of existing HR
To forecast future requirements for HR
To provide control measures
To link HRP with Organisational Planning
To determine levels of Recruitment and Training
To estimate cost of Hr and Housing needs of Employees
To provide a basis for MDP
To facilitate productivity Bargaining
To meet the needs of Expansion and Diversification programmes
To assess shortage and surplus of Hr
Need and Importance of HRP
To carry on its work and to achieve its objectives
HRP identifies gaps
There is need to replace employees
HRP facilitates expansion and growth
HRP helpful in effective utilization of
HR and Technology
HRP is useful in anticipating Cost of HR which facilitates budgeting easier
HRP facilitates Career and succession planning
HRP helps in planning for physical facilities like canteen staff quarters etc
Why HRP gained so much focus in recent times…
Employment situation
Technological Changes
Organizational Changes
Demographic Changes
Lead time
Hiring costs
Increased Mobility
Shortage of Skills
Legislative Controls
Pressure Groups
Systems Concepts
Process of HRP
1. Analyzing Organizational Plans
2. Forecasting Demand for HR
3. Forecasting supply of HR
4. Estimating Manpower Gaps
5. Action Planning
6. Monitoring and Control
Assignments
1.What are the challenges of HR Executives in the present day business scenario?
2. State essential qualities of Successful HR Manager?
3. Draw an organizational chart of an MNC known to you and state whether HR function line or Staff function.
Now that we have explored the relationship between HR executives and top agency managers, we
need to look at how the HR office interacts with its line managers and if there has been any
movement toward a more cooperative, consultative relationship. HR’s role is changing, but is HR
changing with it? As discussed earlier, NPR advocated HR delegating, downsizing, and
outsourcing so that it could start concentrating on broader organizational issues rather than
transactional processes. As we have seen, this is beginning to occur at the corporate level, but
what about the line level?
The problem is that delegation to managers has not taken hold very quickly, but HR offices have
already been downsized. Therefore, HR is still expected to do the transactional work it did
before, while also focusing on broader organizational issues, and doing all of this with an average
of 20 percent less staff.5 It is not hard to understand why agency HR offices are struggling to
redefine their role to strategic partner. Just how far have they gotten?
HR as Consultant: Most agency managers we interviewed acknowledge that their HR
office has become more consultative. Rather than telling a manager he/she can or cannot
do something, HR professionals are more helpful in finding solutions to HR issues.
HR as Contributor to Mission Accomplishment: These same managers also recognize
the importance of the HR office to mission accomplishment. There is so much that HR
does for managers in terms of recruitment and staffing, employee development, and
employee relations that managers would have difficulty doing it on their own. However,
HR does have its limitations, particularly the size of the staff in relation to the amount of
work it has to do, its knowledge of the mission, and skill gaps resulting from downsizing.
HR as Strategic Partner: Few, if any, agency managers feel that their HR office is a true
strategic partner. Few HR offices are included in business planning from the beginning,
generally being brought in to implement a decision that has already been made. For HR to
become more involved in line-level decision-making, managers would like the office to:
C have greater knowledge of the organizational mission, and
C get more involved and innovative in broad, organizational HR issues that impact
most on the organization, such as recruitment and workforce and succession
planning.
The company is led by its president and Chief Executive Officer, Ralph S. Cunningham.
Dan Duncan was the majority owner.
The company uses a rating scale in appraising employee performance. The rating scale is among the widely used method of appraising the performance. The method is simple and easy to use. Rating scales according to Rudman (2003) are readily adaptable to suit specific jobs and organizations, and there are virtually no limit to the aspects of person or performance that can be rated. In simple terms, rating scales require the reviewer to rate the employee’s performance in an absolute sense, not in comparison to other employees. Employees can be rated on virtually any trait or characteristic or dimension of performance or behavior. The characteristics to be assessed are chosen and each step on the scale is given a brief description in terms of quantity and quality.
Problems with Rating Scales
Rating scales are among the popular performance appraisal tools. They are easily to construct, use and understand. However, there are significant problems in using rating scales.
1. Ratings are sometimes subjective.
2. Not all the characteristics of a job are equally important and certain characteristics are more important for some jobs than for others.
3. Ratings can be given easily enough for individual characteristics or dimensions, but it is more difficult to turn into a valid or useful overall assessment.
The performance appraisal tool that the organization uses is simple and easy to understand which is good because performance appraisal should be like that. However, it also has limitations and weaknesses
HUMAN RESOURCE PLANNING
Definition: It is the process by which management determines how an organisation should move from its current manpower position to its desired manpower position. Through it management strives to have the right number and the right kind of people at the right places, at the right time, doing things which result in both the organisation, and the individual receiving, maximum long-rang benefit”
Objectives of HRP
To ensure optimum use of existing HR
To forecast future requirements for HR
To provide control measures
To link HRP with Organisational Planning
To determine levels of Recruitment and Training
To estimate cost of Hr and Housing needs of Employees
To provide a basis for MDP
To facilitate productivity Bargaining
To meet the needs of Expansion and Diversification programmes
To assess shortage and surplus of Hr
Need and Importance of HRP
To carry on its work and to achieve its objectives
HRP identifies gaps
There is need to replace employees
HRP facilitates expansion and growth
HRP helpful in effective utilization of
HR and Technology
HRP is useful in anticipating Cost of HR which facilitates budgeting easier
HRP facilitates Career and succession planning
HRP helps in planning for physical facilities like canteen staff quarters etc
Why HRP gained so much focus in recent times…
Employment situation
Technological Changes
Organizational Changes
Demographic Changes
Lead time
Hiring costs
Increased Mobility
Shortage of Skills
Legislative Controls
Pressure Groups
Systems Concepts
Process of HRP
1. Analyzing Organizational Plans
2. Forecasting Demand for HR
3. Forecasting supply of HR
4. Estimating Manpower Gaps
5. Action Planning
6. Monitoring and Control
Assignments
1.What are the challenges of HR Executives in the present day business scenario?
2. State essential qualities of Successful HR Manager?
3. Draw an organizational chart of an MNC known to you and state whether HR function line or Staff function.
Now that we have explored the relationship between HR executives and top agency managers, we
need to look at how the HR office interacts with its line managers and if there has been any
movement toward a more cooperative, consultative relationship. HR’s role is changing, but is HR
changing with it? As discussed earlier, NPR advocated HR delegating, downsizing, and
outsourcing so that it could start concentrating on broader organizational issues rather than
transactional processes. As we have seen, this is beginning to occur at the corporate level, but
what about the line level?
The problem is that delegation to managers has not taken hold very quickly, but HR offices have
already been downsized. Therefore, HR is still expected to do the transactional work it did
before, while also focusing on broader organizational issues, and doing all of this with an average
of 20 percent less staff.5 It is not hard to understand why agency HR offices are struggling to
redefine their role to strategic partner. Just how far have they gotten?
HR as Consultant: Most agency managers we interviewed acknowledge that their HR
office has become more consultative. Rather than telling a manager he/she can or cannot
do something, HR professionals are more helpful in finding solutions to HR issues.
HR as Contributor to Mission Accomplishment: These same managers also recognize
the importance of the HR office to mission accomplishment. There is so much that HR
does for managers in terms of recruitment and staffing, employee development, and
employee relations that managers would have difficulty doing it on their own. However,
HR does have its limitations, particularly the size of the staff in relation to the amount of
work it has to do, its knowledge of the mission, and skill gaps resulting from downsizing.
HR as Strategic Partner: Few, if any, agency managers feel that their HR office is a true
strategic partner. Few HR offices are included in business planning from the beginning,
generally being brought in to implement a decision that has already been made. For HR to
become more involved in line-level decision-making, managers would like the office to:
C have greater knowledge of the organizational mission, and
C get more involved and innovative in broad, organizational HR issues that impact
most on the organization, such as recruitment and workforce and succession
planning.