netrashetty
Netra Shetty
International Game Technology is a Nevada based company specializing in the design, development, manufacturing, sales and distribution of gaming machines and network system products internationally, as well as online and mobile gaming solutions for regulated markets. The company‘s main offices are in Las Vegas and Reno with other offices around the United States. Outside of the USA the company has been involved in online gaming since 2005. IGT has interactive offices in San Francisco, London and Manchester, UK.
Internationally, IGT has offices in Argentina, Australia, Brazil, Canada, China, Mexico, the Netherlands, New Zealand, Russia, South Africa, Spain and the United Kingdom
Roles and Responsibilities of the HRM Function” examine and depict the changing
anatomy of HRM at organisational level. In advance of introducing the selected papers,
we briefly set the scene by exploring established traditions and emerging transitions in
HR roles and responsibilities evident in the extant literature.
Traditions and transitions in HR roles and responsibilities
Writing on “transitions” in human resource management (HRM) during the closing
decades of the last century Sparrow and Hiltrop (1994, pp. 25-26) pointed several key
developments, but most especially a detectable shift from traditional and specialist
areas of HRM towards a broader concern with the strategic nature and impact of the
HR role. In particular this was seen to involve a greater focus on the human resource
aspects of changes in organisation culture and structure. Attention too has been drawn
to the accumulating evidence on the changing landscape of the HR function and its
associated terrain including a greater emphasis on the integration of the human
resource function into strategic decision-making, a decentralisation of much activity to
line managers, a shift away from a pre-occupation with industrial relations and
collective bargaining to other areas of HR activity such as communications, human
resource development, workplace learning, career management and human capital
accumulation. Concomitantly, we have also witnessed a growth in “atypical” forms of
employment, often for reasons of the state of the labour market, on occasion for
work-life balance and lifestyle reasons, but always requiring appropriate and
buttressing procedures and practices to manage these different employment
categories.
What appears to be emerging from these and various other developments is an
increasing proliferation of HR approaches at enterprise level with no apparent
convergence to any single model of HR types. This of course is not surprising and the
proliferation of enterprise level models in response to changing contexts and
circumstances has a long pedigree in the academic and practitioner literature. From a
US perspective Conner and Ulrich (1996) link the development of the personnel
function to the history of business in the US (see also Kaufman, 2003). Since its
emergence as a welfare and administration function in the early nineteenth century, the
function has adapted to the evolving demands of successive generations.Walker (1999)
specifically points to the significance of labour relations in the post New Deal era of the
1940s and 1950s, the focus on societal changes and government compliance in the
1960s and 1970s and the changing workforce demographics of the 1980s and 1990s.
The emergence of a strategic role for the more commonly titled Human Resource (HR)
function in recent years is well documented in the literature (Ulrich, 1996; Tichy et al.,
1984). Without question, the attraction of a strategic role for the HR function is hardly
surprising given that if the function could successfully link its HR practices with the
organisation’s strategic goals then its status should increase (Schuler, 1989). Indeed
some went as far as to suggest that HR might become proactive and determine
organisational strategy (Purcell, 1995), though it is acknowledged that this
HR-Strategy link and the conceptualisation and deployment of the strategy notion in
the HR field remains problematic with the consequence that the evidence on the
emergence and spread of a substantial strategic role is at best mixed (Brewster et al.,
2000). Similarly, in the UK and Ireland, the development of the HR function over recent
decades has followed a comparatively clear pattern of historical evolution,
characterised by convergence to a prevailing orthodoxy for the HR role.
Traditionally, this orthodoxy was based on belief that a key employer concern in
workforce management was the establishment and maintenance of stable industrial
relations. The main cornerstones of this approach included trade union recognition,
collective bargaining and the development of agreed procedures in areas such as
disputes, grievance handling and discipline administration. Within this approach, the
HR function assumed responsibility for managing relations with the organisation’s
trade unions. Gunnigle (1998), p. 17) comments on this role thus:
By the early 1980s the dominance of industrial relations in the personnel/HR role began
to unravel. The genesis of such change may be traced to the increasingly competitive
nature of product and service markets. For the HR function these changes appear to
have heralded a period, which appears to be “devoid of orthodoxy”. Rather, what we
see emerging is a range of different roles for the HR function, with no one dominant
model apparent. Paauwe (1996, p. 227) captures this trend by suggesting that it is now
“almost impossible to speak of the personnel function” but rather suggests that
contingency approaches are the order of the day with the role, and even the existence,
of the personnel/HR function varying according to industrial segment, managerial
philosophy, product market performance and so on.
The significant impact of information technology on the role of the HR function also
began to emerge at this time. Indeed, as early as the 1960s payroll administration,
The HR Department at is responsible for a number of activities pertaining to Human Resource Management & Development. These include:
Employment (recruitment, selection and induction into the organization)
Promotion, Layoff (checking conformity of skills with new department in case of transfer)
Training and Development (coaching, performance appraisal, job rotation , feedback)
Compensation Administration (designing and implementing employee evaluation program, pay structure, maintaining records)
Job analysis:
Job analysis is done to know the work activities, human behavior, and working conditions of a particular job. In this, HR manager want to know the machines and tools which are used to perform that job. He may also want the information about the job’s performance standards. He also collects the information about the human skills which are required for the job.
In , job analysis is done by HR officer (Aftab Ali Butt). He collects all the information by using interview technique. He asks questions about the job and other job related questions. He asks the questions such as
o What is the job being performed?
o What are the major duties?
o What are the working conditions?
o What are the job duties and responsibilities?
o What is your education?
o How many years of experience you got?
o What are the other skills you posses?
o What is the job’s physical demand?
o What are the health and safety conditions?
o In which activities do you participate?
these were some questions by which he collects information about job from employee. Using this information, he prepares a complete job analysis.
This information about job is then used in two ways
1) Job description 2) job specification
Job description:
in job description, information about what a worker actually does, how he does it, and what the working conditions are is written. In , the job descriptions are written by using the information collected from job analysis. They write job name, job function, job duties, limit of authority and skills required for the job in job description. This enables them to know the duties of that particular job and use this information at the time of recruitment for that job.
Job specification:
Job specification consists of the information about the human traits and experience which are needed to perform a particular job.
In , job specifications are also derived from job analysis. They write all the human traits which are required to perform a job successfully. This is all helpful for them while creating a pool of candidates. Job specification is used for launching a recruitment campaign.
Internationally, IGT has offices in Argentina, Australia, Brazil, Canada, China, Mexico, the Netherlands, New Zealand, Russia, South Africa, Spain and the United Kingdom
Roles and Responsibilities of the HRM Function” examine and depict the changing
anatomy of HRM at organisational level. In advance of introducing the selected papers,
we briefly set the scene by exploring established traditions and emerging transitions in
HR roles and responsibilities evident in the extant literature.
Traditions and transitions in HR roles and responsibilities
Writing on “transitions” in human resource management (HRM) during the closing
decades of the last century Sparrow and Hiltrop (1994, pp. 25-26) pointed several key
developments, but most especially a detectable shift from traditional and specialist
areas of HRM towards a broader concern with the strategic nature and impact of the
HR role. In particular this was seen to involve a greater focus on the human resource
aspects of changes in organisation culture and structure. Attention too has been drawn
to the accumulating evidence on the changing landscape of the HR function and its
associated terrain including a greater emphasis on the integration of the human
resource function into strategic decision-making, a decentralisation of much activity to
line managers, a shift away from a pre-occupation with industrial relations and
collective bargaining to other areas of HR activity such as communications, human
resource development, workplace learning, career management and human capital
accumulation. Concomitantly, we have also witnessed a growth in “atypical” forms of
employment, often for reasons of the state of the labour market, on occasion for
work-life balance and lifestyle reasons, but always requiring appropriate and
buttressing procedures and practices to manage these different employment
categories.
What appears to be emerging from these and various other developments is an
increasing proliferation of HR approaches at enterprise level with no apparent
convergence to any single model of HR types. This of course is not surprising and the
proliferation of enterprise level models in response to changing contexts and
circumstances has a long pedigree in the academic and practitioner literature. From a
US perspective Conner and Ulrich (1996) link the development of the personnel
function to the history of business in the US (see also Kaufman, 2003). Since its
emergence as a welfare and administration function in the early nineteenth century, the
function has adapted to the evolving demands of successive generations.Walker (1999)
specifically points to the significance of labour relations in the post New Deal era of the
1940s and 1950s, the focus on societal changes and government compliance in the
1960s and 1970s and the changing workforce demographics of the 1980s and 1990s.
The emergence of a strategic role for the more commonly titled Human Resource (HR)
function in recent years is well documented in the literature (Ulrich, 1996; Tichy et al.,
1984). Without question, the attraction of a strategic role for the HR function is hardly
surprising given that if the function could successfully link its HR practices with the
organisation’s strategic goals then its status should increase (Schuler, 1989). Indeed
some went as far as to suggest that HR might become proactive and determine
organisational strategy (Purcell, 1995), though it is acknowledged that this
HR-Strategy link and the conceptualisation and deployment of the strategy notion in
the HR field remains problematic with the consequence that the evidence on the
emergence and spread of a substantial strategic role is at best mixed (Brewster et al.,
2000). Similarly, in the UK and Ireland, the development of the HR function over recent
decades has followed a comparatively clear pattern of historical evolution,
characterised by convergence to a prevailing orthodoxy for the HR role.
Traditionally, this orthodoxy was based on belief that a key employer concern in
workforce management was the establishment and maintenance of stable industrial
relations. The main cornerstones of this approach included trade union recognition,
collective bargaining and the development of agreed procedures in areas such as
disputes, grievance handling and discipline administration. Within this approach, the
HR function assumed responsibility for managing relations with the organisation’s
trade unions. Gunnigle (1998), p. 17) comments on this role thus:
By the early 1980s the dominance of industrial relations in the personnel/HR role began
to unravel. The genesis of such change may be traced to the increasingly competitive
nature of product and service markets. For the HR function these changes appear to
have heralded a period, which appears to be “devoid of orthodoxy”. Rather, what we
see emerging is a range of different roles for the HR function, with no one dominant
model apparent. Paauwe (1996, p. 227) captures this trend by suggesting that it is now
“almost impossible to speak of the personnel function” but rather suggests that
contingency approaches are the order of the day with the role, and even the existence,
of the personnel/HR function varying according to industrial segment, managerial
philosophy, product market performance and so on.
The significant impact of information technology on the role of the HR function also
began to emerge at this time. Indeed, as early as the 1960s payroll administration,
The HR Department at is responsible for a number of activities pertaining to Human Resource Management & Development. These include:
Employment (recruitment, selection and induction into the organization)
Promotion, Layoff (checking conformity of skills with new department in case of transfer)
Training and Development (coaching, performance appraisal, job rotation , feedback)
Compensation Administration (designing and implementing employee evaluation program, pay structure, maintaining records)
Job analysis:
Job analysis is done to know the work activities, human behavior, and working conditions of a particular job. In this, HR manager want to know the machines and tools which are used to perform that job. He may also want the information about the job’s performance standards. He also collects the information about the human skills which are required for the job.
In , job analysis is done by HR officer (Aftab Ali Butt). He collects all the information by using interview technique. He asks questions about the job and other job related questions. He asks the questions such as
o What is the job being performed?
o What are the major duties?
o What are the working conditions?
o What are the job duties and responsibilities?
o What is your education?
o How many years of experience you got?
o What are the other skills you posses?
o What is the job’s physical demand?
o What are the health and safety conditions?
o In which activities do you participate?
these were some questions by which he collects information about job from employee. Using this information, he prepares a complete job analysis.
This information about job is then used in two ways
1) Job description 2) job specification
Job description:
in job description, information about what a worker actually does, how he does it, and what the working conditions are is written. In , the job descriptions are written by using the information collected from job analysis. They write job name, job function, job duties, limit of authority and skills required for the job in job description. This enables them to know the duties of that particular job and use this information at the time of recruitment for that job.
Job specification:
Job specification consists of the information about the human traits and experience which are needed to perform a particular job.
In , job specifications are also derived from job analysis. They write all the human traits which are required to perform a job successfully. This is all helpful for them while creating a pool of candidates. Job specification is used for launching a recruitment campaign.