netrashetty
Netra Shetty
Human Resource Management of Mars Incorporated : Mars, Incorporated is a worldwide manufacturer of confectionery, pet food and other food products with US$30 billion in annual sales in 2008, and is ranked as the 6th largest privately-held company in the United States by Forbes.[2] Headquartered in McLean, unincorporated Fairfax County, Virginia, USA,[3][4] the company is entirely owned by the Mars family. Mars operates in six business segments in the U.S.: Chocolate (Hackettstown, NJ) , Petcare (Franklin, TN), Wm. Wrigley Jr. Company (Chicago, IL), Food (Los Angeles, CA), Drinks (West Chester, PA) & Symbioscience (Rockville, MD).[5]
The European division is headquartered in Brussels, Belgium, and was known as Masterfoods Europe until the end of 2007. The name Masterfoods originally came from a food business founded by the Lewis family in 1949 in Australia, and acquired by Mars in 1967. The Canadian division (formerly Effem Inc.) is based in Bolton, Ontario
Human Resource Management at Work
What Is Human Resource Management (HRM)?
The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Organization
People with formally assigned roles who work together to achieve the organization’s goals.
Manager
The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people.
The Management Process
Human Resource Management Processes
Personnel Aspects of a Manager’s Job
Conducting job analyses
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment
The world of work and organization has become increasingly demanding and turbulent. There are eight major challenges currently facing organizations. These are globalization, responsiveness to customers, increasing revenue and decreasing costs, building organizational capability, change and transformation, implementing technology, attracting and developing human capital, and ensuring fundamental and long-lasting change. Thus, levels of competition among organizations have increased. Most organizations can copy technology, manufacturing processes, products, and strategy. However, human resource management (HRM) practices and organization are difficult to copy, thereby representing a unique competitive advantage. To be successful in the future, organizations will have to build organisational capability (Burke & Cooper 2004) and consider the value of HRM and its recruitment process.
Performance appraisal systems applicable to research staff should be designed so that performance with
respect to these success factors is addressed to the extent these are applicable to a particular staff–this is
a key aspect of aligning incentives. This should be reflected in the criteria established in performance
agreements.
Implementing a well-aligned performance assessment system requires a great deal of management
effort. This note will not attempt to also cover performance assessment systems in any depth, but
among the “alignment” issues that Centers need to consider are:
•
The limitations of an annual assessment when research may have a much longer term. Suitable
milestones that have overall consistency over a longer period need to be identified
•
One measure used in performance assessments of researchers, which is relatively easy to objectively
quantify, is publications. However, this may not be a fully representative measure of impact or
result dissemination-the questions related to where research is published and who is using are
relevant. Some research may not be amenable to assessment in terms of publication output.
The measurement of success in the mobilization of resources is, for many researchers, a controversial
and uncomfortable new indicator. Where used, performance agreements need to be very specific about
how researchers are expected to address this criterion. Centers should consider whether such criterion
should be applied selectively to research staff. For some researchers, it may be the product of specific
efforts, within their field of research, to identify and realize new sources of funds. For others, further
resource mobilization may be the outcome of high-quality science that is well regarded by donors, rather
than specific mobilization efforts.
The European division is headquartered in Brussels, Belgium, and was known as Masterfoods Europe until the end of 2007. The name Masterfoods originally came from a food business founded by the Lewis family in 1949 in Australia, and acquired by Mars in 1967. The Canadian division (formerly Effem Inc.) is based in Bolton, Ontario
Human Resource Management at Work
What Is Human Resource Management (HRM)?
The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Organization
People with formally assigned roles who work together to achieve the organization’s goals.
Manager
The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people.
The Management Process
Human Resource Management Processes
Personnel Aspects of a Manager’s Job
Conducting job analyses
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment
The world of work and organization has become increasingly demanding and turbulent. There are eight major challenges currently facing organizations. These are globalization, responsiveness to customers, increasing revenue and decreasing costs, building organizational capability, change and transformation, implementing technology, attracting and developing human capital, and ensuring fundamental and long-lasting change. Thus, levels of competition among organizations have increased. Most organizations can copy technology, manufacturing processes, products, and strategy. However, human resource management (HRM) practices and organization are difficult to copy, thereby representing a unique competitive advantage. To be successful in the future, organizations will have to build organisational capability (Burke & Cooper 2004) and consider the value of HRM and its recruitment process.
Performance appraisal systems applicable to research staff should be designed so that performance with
respect to these success factors is addressed to the extent these are applicable to a particular staff–this is
a key aspect of aligning incentives. This should be reflected in the criteria established in performance
agreements.
Implementing a well-aligned performance assessment system requires a great deal of management
effort. This note will not attempt to also cover performance assessment systems in any depth, but
among the “alignment” issues that Centers need to consider are:
•
The limitations of an annual assessment when research may have a much longer term. Suitable
milestones that have overall consistency over a longer period need to be identified
•
One measure used in performance assessments of researchers, which is relatively easy to objectively
quantify, is publications. However, this may not be a fully representative measure of impact or
result dissemination-the questions related to where research is published and who is using are
relevant. Some research may not be amenable to assessment in terms of publication output.
The measurement of success in the mobilization of resources is, for many researchers, a controversial
and uncomfortable new indicator. Where used, performance agreements need to be very specific about
how researchers are expected to address this criterion. Centers should consider whether such criterion
should be applied selectively to research staff. For some researchers, it may be the product of specific
efforts, within their field of research, to identify and realize new sources of funds. For others, further
resource mobilization may be the outcome of high-quality science that is well regarded by donors, rather
than specific mobilization efforts.
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