netrashetty
Netra Shetty
All small businesses must staff their operations. This involves bringing new people into the business
and making sure they are productive additions to the enterprise. Effective human resource
management matches and develops the abilities of job candidates and employees with the needs of
the firm. A responsive personnel system will assist you in this process and is a key ingredient for
growth.
Human resource management is a balancing act. At one extreme, you hire only qualified people who
are well suited to the firm's needs. At the other extreme, you train and develop employees to meet
the firm's needs. Most expanding small businesses fall between the two extremes -- i.e., they hire the
best people they can find and afford, and they also recognize the need to train and develop both
current and new employees as the firm grows.
The first section of this publication explains how to hire and train the right people and addresses the
characteristics of an effective personnel system, such as
!
Assessing personnel needs.
!
!
!
!
!
The second section of this publication addresses the training and development side of human
resource management. The third section discusses how the personnel system and the training and
development functions come together to build employee trust and productivity. These three sections
stress the importance of a good human resource management climate and provide specific guidelines
for creating such a climate. The appendixes include a self-assessment questionnaire to assist you in
evaluating the effectiveness of your personnel system and a list of general information resources.
Recruiting personnel.
Screening personnel.
Selecting and hiring personnel.
Orienting new employees to the business.
Deciding compensation issues.
A side-by-side tactic is how the monopoly and voice faces of unionism operate taking into consideration the fact each has an economic environment influence. Meanwhile, higher prices as a result of increase of cost in a nonunion industry cannot be passed forward to consumers as it would indicate an absence in a productivity offset thus a minimal bargaining strength is required in a competitive level and a contract over time should be initiated by the establishments to address substantial union wage premiums in a competitive setting where productivity improvements are null. Nevertheless, if a sizable proportion of an industry is unionized, industry-wide wage increases absent productivity offsets increase costs throughout the industry, so no individual firm is at a severe disadvantage. Costs increases are passed forward to consumers through price increases. But such a situation is difficult to sustain in the very long run, as long as entry/expansion of nonunion companies is possible or products are tradeable in world markets. On the one hand, the more competitive the market, the more limited is unions’ bargaining power and ability to organize. On the other hand, the more competitive the market the greater the pressure on union companies to increase productivity. From a measurement standpoint, union companies that prosper or survive in a competitive environment are not a random draw from among all possible (and largely unobserved) union-firm experiences.
In the global setting, some relevant findings are as follows: A rather universal research finding is the decline of union density among the young. This is observed even in the Scandinavian countries. Whether this represents a lower demand for unionization among the young, is a cohort or age effect, or reflects the increased use of part-time and flexible employment contracts and lower pay rates for those that enter the labor market is hard to say and requires further study. The lower unionization rate among those that hold casual or temporary jobs is also a general finding across countries and may reflect the greater difficulty of union organizing ("union supply") and/or a lower attachment to the labor market, and possibly a lower "demand" for union representation.
Job Analysis
Job analysis is a systematic investigation that collects all information pertinent to each task
performed by an employee. From this analysis, you identify the skills, knowledge and abilities
required of that employee, and determine the duties, responsibilities and requirements of each job.
Job analysis should provide information such as
!
!
!
!
!
!
!
Job title.
Department.
Supervision required.
Job description -- major and implied duties and responsibilities.
Unique characteristics of the job including location and physical setting.
Types of material used.
Types of equipment used.
!
!
!
!
!
!
Job Description
The job analysis is used to generate a job description, which defines the duties of each task, and
other responsibilities of the position. The description covers the various task requirements, such as
mental or physical activities; working conditions and job hazards. The approximate percentage of
time the employee should spend on each activity is also specified. Job descriptions focus on the
what, why, where and how of the job.
There are two excellent resources the small business owner can use to develop job descriptions.
First, ask employees themselves to describe their jobs. A good employee may know more about the
job than anyone else. Second, consult the Dictionary of Occupational Titles, published by the
Government Printing Office, which contains over 20,000 job descriptions.
Job Specification
The job specification describes the person expected to fill a job. It details the knowledge (both
educational and
experiential), qualities, skills and abilities needed to perform the job satisfactorily. The job
specification provides a standard against which to measure how well an applicant matches a job
opening and should be used as the basis for recruiting.
Qualifications.
Experience requirements.
Education requirements.
Mental and physical requirements.
Manual dexterity required.
Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty, etc.).
The standard framework of ‘two faces’ dichotomy remains for twenty years and provided a parasol of thoughts for different scholars where different issues relevant to unionization are tackled and organized. Meanwhile, the splendor of the framework is that the two faces – monopoly and voice – offer provision of satisfactorily precise account or shorthand for unions’ principal activities, while at the same time being sufficiently extensive to consent addition of wide-range union outcomes in the workplace and economy thus, no limitations are necessary for the monopoly-voice feature but the most severe being that these categories are neither diverse nor without uncertainty. The following examples would exemplify this point. The worker inclination and claim for wages.
and making sure they are productive additions to the enterprise. Effective human resource
management matches and develops the abilities of job candidates and employees with the needs of
the firm. A responsive personnel system will assist you in this process and is a key ingredient for
growth.
Human resource management is a balancing act. At one extreme, you hire only qualified people who
are well suited to the firm's needs. At the other extreme, you train and develop employees to meet
the firm's needs. Most expanding small businesses fall between the two extremes -- i.e., they hire the
best people they can find and afford, and they also recognize the need to train and develop both
current and new employees as the firm grows.
The first section of this publication explains how to hire and train the right people and addresses the
characteristics of an effective personnel system, such as
!
Assessing personnel needs.
!
!
!
!
!
The second section of this publication addresses the training and development side of human
resource management. The third section discusses how the personnel system and the training and
development functions come together to build employee trust and productivity. These three sections
stress the importance of a good human resource management climate and provide specific guidelines
for creating such a climate. The appendixes include a self-assessment questionnaire to assist you in
evaluating the effectiveness of your personnel system and a list of general information resources.
Recruiting personnel.
Screening personnel.
Selecting and hiring personnel.
Orienting new employees to the business.
Deciding compensation issues.
A side-by-side tactic is how the monopoly and voice faces of unionism operate taking into consideration the fact each has an economic environment influence. Meanwhile, higher prices as a result of increase of cost in a nonunion industry cannot be passed forward to consumers as it would indicate an absence in a productivity offset thus a minimal bargaining strength is required in a competitive level and a contract over time should be initiated by the establishments to address substantial union wage premiums in a competitive setting where productivity improvements are null. Nevertheless, if a sizable proportion of an industry is unionized, industry-wide wage increases absent productivity offsets increase costs throughout the industry, so no individual firm is at a severe disadvantage. Costs increases are passed forward to consumers through price increases. But such a situation is difficult to sustain in the very long run, as long as entry/expansion of nonunion companies is possible or products are tradeable in world markets. On the one hand, the more competitive the market, the more limited is unions’ bargaining power and ability to organize. On the other hand, the more competitive the market the greater the pressure on union companies to increase productivity. From a measurement standpoint, union companies that prosper or survive in a competitive environment are not a random draw from among all possible (and largely unobserved) union-firm experiences.
In the global setting, some relevant findings are as follows: A rather universal research finding is the decline of union density among the young. This is observed even in the Scandinavian countries. Whether this represents a lower demand for unionization among the young, is a cohort or age effect, or reflects the increased use of part-time and flexible employment contracts and lower pay rates for those that enter the labor market is hard to say and requires further study. The lower unionization rate among those that hold casual or temporary jobs is also a general finding across countries and may reflect the greater difficulty of union organizing ("union supply") and/or a lower attachment to the labor market, and possibly a lower "demand" for union representation.
Job Analysis
Job analysis is a systematic investigation that collects all information pertinent to each task
performed by an employee. From this analysis, you identify the skills, knowledge and abilities
required of that employee, and determine the duties, responsibilities and requirements of each job.
Job analysis should provide information such as
!
!
!
!
!
!
!
Job title.
Department.
Supervision required.
Job description -- major and implied duties and responsibilities.
Unique characteristics of the job including location and physical setting.
Types of material used.
Types of equipment used.
!
!
!
!
!
!
Job Description
The job analysis is used to generate a job description, which defines the duties of each task, and
other responsibilities of the position. The description covers the various task requirements, such as
mental or physical activities; working conditions and job hazards. The approximate percentage of
time the employee should spend on each activity is also specified. Job descriptions focus on the
what, why, where and how of the job.
There are two excellent resources the small business owner can use to develop job descriptions.
First, ask employees themselves to describe their jobs. A good employee may know more about the
job than anyone else. Second, consult the Dictionary of Occupational Titles, published by the
Government Printing Office, which contains over 20,000 job descriptions.
Job Specification
The job specification describes the person expected to fill a job. It details the knowledge (both
educational and
experiential), qualities, skills and abilities needed to perform the job satisfactorily. The job
specification provides a standard against which to measure how well an applicant matches a job
opening and should be used as the basis for recruiting.
Qualifications.
Experience requirements.
Education requirements.
Mental and physical requirements.
Manual dexterity required.
Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty, etc.).
The standard framework of ‘two faces’ dichotomy remains for twenty years and provided a parasol of thoughts for different scholars where different issues relevant to unionization are tackled and organized. Meanwhile, the splendor of the framework is that the two faces – monopoly and voice – offer provision of satisfactorily precise account or shorthand for unions’ principal activities, while at the same time being sufficiently extensive to consent addition of wide-range union outcomes in the workplace and economy thus, no limitations are necessary for the monopoly-voice feature but the most severe being that these categories are neither diverse nor without uncertainty. The following examples would exemplify this point. The worker inclination and claim for wages.
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