netrashetty
Netra Shetty
Mattel Inc. (pronounced /məˈtɛl/; NASDAQ: MAT) is the world's largest toy company based on revenue.[4] The products it produces include Barbie dolls, Hot Wheels and Matchbox cars, Masters of the Universe, American Girl dolls, board games, and, in the early 1980s, video game consoles. The company's name is derived from Harold "Matt" Matson and Elliot Handler, who founded the company in 1945. Handler's wife, Ruth Handler, later became president, and is credited with establishing the Barbie product line for the company in 1959. Mattel closed its last American factory, originally part of the Fisher-Price division, in 2002, outsourcing production to China, the beginning of a chain of events that led to a scandal involving lead contamination.[5] On Friday, September 3, 2010 a mini "Flash Crash" appears to have occurred in Mattel shares which plunged 22% in pre-market trade for no apparent reason, only to recover shortly thereafte
Human Resources Development according to Eggland and Gilley (1998) can be defined as the introduction of organized activities designed to foster increased knowledge, skills, and competencies and improved behavior. HRD refers to learning and to the activities that bring about desired change (p.5). Human Resources Development is a part of HRM that deals with the training and development of the organization’s people. According to Sims (2002), HRD coordinates the organization’s efforts to provide training and development experiences for its employees. Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills, and behaviours or helping them correct deficiencies in their performance. Development is an effort to provide employees with the skills needed for both present and future jobs (p.165).
HRD is a series of programs and activities, direct and indirect, instructional and/or individual that positively affects the development of individual and the productivity and profit of the organization
Human resources alignment means integrating decisions about people with decisions about the
results an organization is trying to obtain. By integrating human resources management (HRM)
into the agency planning process, emphasizing human resources (HR) activities that support broad
agency mission goals, and building a strong relationship between HR and management, agencies
are able to ensure that the management of human resources contributes to mission
accomplishment and that managers are held accountable for their HRM decisions. This is
especially important in light of the Government Performance and Results Act’s (GPRA) push to
align all agency activities, including HRM, toward achieving defined agency strategic goals and
measuring progress toward those goals.
In fiscal year 1999, the U.S. Office of Personnel Management (OPM) embarked on a special study
to determine how much progress Federal agencies have made toward aligning HRM with agency
strategic goals in support of HRM accountability and agency mission accomplishment. Our key
findings and conclusions are summarized as follows.
C Many more agencies than expected include HR representatives in the agency planning process
and integrate human resources management goals, objectives, and strategies into agency
strategic plans. However, most agencies are still struggling in this area. Therefore, agency
executives and HR leaders need to work together to fully integrate HRM into the planning
process so that it will become a fundamental, contributing factor to agency planning and
success.
C Although some agency HR offices have begun focusing on organizational activities that assist
agency decision-making, most are still emphasizing internal HR office efficiency efforts. While
internal issues are important to the success of any HR program, HR offices also need to
examine the “big picture” and find ways to impact the success of the agency as a whole.
C Most agencies are in some way measuring the efficiency and/or effectiveness of the HR
function. These measures, however, are generally output-oriented, focus on internal HR
processes and activities, and are used to make improvements to HR-specific policies and
procedures. As HR refocuses its activities to broader organizational issues, HRM measures
also need to be expanded to gauge the impact HRM has on agency goals and mission. Then,
the measurement data can be used to inform agency-level decisions.
Human Resources Development according to Eggland and Gilley (1998) can be defined as the introduction of organized activities designed to foster increased knowledge, skills, and competencies and improved behavior. HRD refers to learning and to the activities that bring about desired change (p.5). Human Resources Development is a part of HRM that deals with the training and development of the organization’s people. According to Sims (2002), HRD coordinates the organization’s efforts to provide training and development experiences for its employees. Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills, and behaviours or helping them correct deficiencies in their performance. Development is an effort to provide employees with the skills needed for both present and future jobs (p.165).
HRD is a series of programs and activities, direct and indirect, instructional and/or individual that positively affects the development of individual and the productivity and profit of the organization
Human resources alignment means integrating decisions about people with decisions about the
results an organization is trying to obtain. By integrating human resources management (HRM)
into the agency planning process, emphasizing human resources (HR) activities that support broad
agency mission goals, and building a strong relationship between HR and management, agencies
are able to ensure that the management of human resources contributes to mission
accomplishment and that managers are held accountable for their HRM decisions. This is
especially important in light of the Government Performance and Results Act’s (GPRA) push to
align all agency activities, including HRM, toward achieving defined agency strategic goals and
measuring progress toward those goals.
In fiscal year 1999, the U.S. Office of Personnel Management (OPM) embarked on a special study
to determine how much progress Federal agencies have made toward aligning HRM with agency
strategic goals in support of HRM accountability and agency mission accomplishment. Our key
findings and conclusions are summarized as follows.
C Many more agencies than expected include HR representatives in the agency planning process
and integrate human resources management goals, objectives, and strategies into agency
strategic plans. However, most agencies are still struggling in this area. Therefore, agency
executives and HR leaders need to work together to fully integrate HRM into the planning
process so that it will become a fundamental, contributing factor to agency planning and
success.
C Although some agency HR offices have begun focusing on organizational activities that assist
agency decision-making, most are still emphasizing internal HR office efficiency efforts. While
internal issues are important to the success of any HR program, HR offices also need to
examine the “big picture” and find ways to impact the success of the agency as a whole.
C Most agencies are in some way measuring the efficiency and/or effectiveness of the HR
function. These measures, however, are generally output-oriented, focus on internal HR
processes and activities, and are used to make improvements to HR-specific policies and
procedures. As HR refocuses its activities to broader organizational issues, HRM measures
also need to be expanded to gauge the impact HRM has on agency goals and mission. Then,
the measurement data can be used to inform agency-level decisions.
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