netrashetty
Netra Shetty
Hot Topic (NASDAQ: HOTT) is an American retail chain specializing in music and punk/rock culture-related clothing and accessories, as well as licensed music on CD. As of April 2008, Hot Topic had 688 locations in the United States, six stores in Puerto Rico, and two in Canada. The majority of the stores are located in regional shopping malls.[3] The first Hot Topic store was opened in 1988 by Orv Madden, who retired as CEO in 2000 and was replaced by Betsy McLaughlin. The company went public and began trading on NASDAQ in 1996. In 2006 Hot Topic was placed 53rd on Fortune 500's Top Companies To Work For list.[4]
As with all other functional areas, HRM activities will be expected to demonstrate how they contribute to value-creation, create organizational capabilities that enable the firm to thrive in a fluid economy, and leverage the other activities and resources of the organization. HRM in the knowledge economy includes activities that overlap with other traditional business functions. HRM in the knowledge economy also includes new activities, such as knowledge management, that do not fit into one of the previous functional areas of HR concern (Lee & Stewart 2004).HRM poses challenges to a knowledge economy company. It includes additional cost to adjust to changes, wide range of reorganization that leads to reduced motivation and forced engagement to employees. HRM creates a need for a knowledge economy company in recession to introduce changes that they think may benefit the knowledge economy company as a whole. This will generate additional cost for a company during a difficult time of recession. Having such challenge can be more complex if the firm has limited knowledge of recession and its fundamentals. Since a company needs to plan for recession and its effects, having limited knowledge of recession would give more problems to a firm that has been having problems with introducing needed changes. Another challenge of HRM to a knowledge economy company in recession is a wide range of reorganization. Recession will force a company to reorganize to create savings. Reorganization will then lead to reduced motivation. Reorganization will lower the morale of the personnel and will lessen their motivation to work. Lastly a challenge of HRM to a knowledge economy company in recession is forced engagement to the personnel. Recession will create the need for the personnel to work harder for the firm. It forces the personnel to engage in things that he/she might not be comfortable but has to do so that the goals of the company can be met.
It should not be confined to short-run narrow sectional interests, but should have wider perspective of social development towards a progressive direction for the benefits of our people at large. An efficient and satisfied in organizational effectiveness and managerial excellence. Dynamic employees are essential for any organization that would like to be dynamic and growth-oriented. HUMAN RESOURCES DEVELOPMENT aims at developing such dynamism in employees along with several other qualities that in combination make the organization perform well.
The central theme in the HUMAN RESOURCES DEVELOPMENT approach is the development of the individual and the development of work groups. The emphasis has shifted from “Maximization of performances “and "compensation" towards "employee potential awareness creation" and "employee potential realization." The Personnel function has reduced human resources in organization’s history and destiny. The employees are no longer cogs in the organisational wheels but as the active agents shaping not only their own futures but also future of the organisation. The HUMAN RESOURCES DEVELOPMENT approach, therefore, postulates a proactive rather than a reactive approach.
Human Resources are organic and complex and so is their development. While education is an instrument for the general development of the individual, HUMAN RESOURCES DEVELOPMENT in the context of an organisation refers to the improvement in the capacities and capabilities of the personnel in relation to the needs of the organisation. It involves the creation of a climate in which the flower of human knowledge, skill, capabilities and creativity care bloom. It involves the setting up of systems through which human capabilities and potential can be identified and topped to the mutual satisfaction of the individual and the organization.
HUMAN RESOURCES DEVELOPMENT, in the organizational context, is a process by which employees of an organization are continuously held in a planned way. Human resources are thought of as “the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s work-force, as well as the values and attitudes of an individual involved. It is the sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons. “The HUMAN RESOURCES DEVELOPMENT is concerned with the improvement of the above said attributes of an individual as well as a group of persons. It is the process of increasing the knowledge, the skills and the capacities of all the people in an undertaking and a society.
As with all other functional areas, HRM activities will be expected to demonstrate how they contribute to value-creation, create organizational capabilities that enable the firm to thrive in a fluid economy, and leverage the other activities and resources of the organization. HRM in the knowledge economy includes activities that overlap with other traditional business functions. HRM in the knowledge economy also includes new activities, such as knowledge management, that do not fit into one of the previous functional areas of HR concern (Lee & Stewart 2004).HRM poses challenges to a knowledge economy company. It includes additional cost to adjust to changes, wide range of reorganization that leads to reduced motivation and forced engagement to employees. HRM creates a need for a knowledge economy company in recession to introduce changes that they think may benefit the knowledge economy company as a whole. This will generate additional cost for a company during a difficult time of recession. Having such challenge can be more complex if the firm has limited knowledge of recession and its fundamentals. Since a company needs to plan for recession and its effects, having limited knowledge of recession would give more problems to a firm that has been having problems with introducing needed changes. Another challenge of HRM to a knowledge economy company in recession is a wide range of reorganization. Recession will force a company to reorganize to create savings. Reorganization will then lead to reduced motivation. Reorganization will lower the morale of the personnel and will lessen their motivation to work. Lastly a challenge of HRM to a knowledge economy company in recession is forced engagement to the personnel. Recession will create the need for the personnel to work harder for the firm. It forces the personnel to engage in things that he/she might not be comfortable but has to do so that the goals of the company can be met.
It should not be confined to short-run narrow sectional interests, but should have wider perspective of social development towards a progressive direction for the benefits of our people at large. An efficient and satisfied in organizational effectiveness and managerial excellence. Dynamic employees are essential for any organization that would like to be dynamic and growth-oriented. HUMAN RESOURCES DEVELOPMENT aims at developing such dynamism in employees along with several other qualities that in combination make the organization perform well.
The central theme in the HUMAN RESOURCES DEVELOPMENT approach is the development of the individual and the development of work groups. The emphasis has shifted from “Maximization of performances “and "compensation" towards "employee potential awareness creation" and "employee potential realization." The Personnel function has reduced human resources in organization’s history and destiny. The employees are no longer cogs in the organisational wheels but as the active agents shaping not only their own futures but also future of the organisation. The HUMAN RESOURCES DEVELOPMENT approach, therefore, postulates a proactive rather than a reactive approach.
Human Resources are organic and complex and so is their development. While education is an instrument for the general development of the individual, HUMAN RESOURCES DEVELOPMENT in the context of an organisation refers to the improvement in the capacities and capabilities of the personnel in relation to the needs of the organisation. It involves the creation of a climate in which the flower of human knowledge, skill, capabilities and creativity care bloom. It involves the setting up of systems through which human capabilities and potential can be identified and topped to the mutual satisfaction of the individual and the organization.
HUMAN RESOURCES DEVELOPMENT, in the organizational context, is a process by which employees of an organization are continuously held in a planned way. Human resources are thought of as “the total knowledge, skills, creative abilities, talents and aptitudes of an organisation’s work-force, as well as the values and attitudes of an individual involved. It is the sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons. “The HUMAN RESOURCES DEVELOPMENT is concerned with the improvement of the above said attributes of an individual as well as a group of persons. It is the process of increasing the knowledge, the skills and the capacities of all the people in an undertaking and a society.