netrashetty
Netra Shetty
Mercury Marine, founded in 1939, is a division of Brunswick of Lake Forest, Illinois, in the United States. Mercury provides engines for private, commercial and government sales. Mercury even has its own line of racing engines with less fuel efficiency and more focus at power and speed. The company's primary business is outboard motors. Mercury Outboards, 30 Hp and less, are made by Tohatsu in Japan. Mercury also manufactures some larger size engines in China. Mercury also manufactures engines over 100 hp in their Fond du Lac hub.
Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.
These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.
Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services)
The Health Care Financing
Administration’s
Human Resources Management
Strategic Plan
The Health Care Financing Administration
(HCFA) has developed a very noteworthy
approach to aligning human resources
management with mission accomplish-ment.
HCFA’s Human Resources Management
Group (HRMG), Learning Resources Group
(LRG), and Office of Equal Opportunity and
Civil Rights (OEOCR) collaborated to
develop a draft Human Resources Strategic
Plan that goes beyond each of these
individual organi-zation’s human resources
responsibilities and instead addresses the
entire sub-component’s human resources
management responsibilities. It assigns
accountability for specific HRM goals to
HRMG, LRG, OEOCR, senior leadership,
line managers, employees, the union, and/or
other non-HR stakeholders. The HRMG,
LRG, and OEOCR worked very closely with
the HCFA strategic planning and evaluation
office to tie the plan to HCFA’s strategic
plan.
Specifically, the plan includes challenges that
HCFA will face in the future, HRM goals that
will support HCFA in meeting those
challenges, potential performance indicators
and strategies for each goal, the roles and
responsibilities of HRMG, LRG, OEOCR,
managers, employees, and other stakeholders,
and finally how to implement and assess its
results.
Human Resource Development
The fundamental belief for Human Resource Management and Human Resource Development is that the people working in an organization are its greatest asset for achieving objectives. HRM is a coherent and holistic approach to the management of people that requires and develops organizational structures and systems, individual attitudes and behaviour. Human Resource Development (HRD) commonly refers to training or development of skills and is regarded as part of HRM (www.livelihoods.org).Human Resources Management involves the establishment and execution of policies, programs, and procedures that influence the performance, capabilities and loyalty of the employees of an organization. Through these policies and procedures, individuals are attracted, retained, motivated, and developed to perform the work of the organization. It is through these policies and procedures that the organization seeks to mold and shape the actions of its employees to operate successfully, comply with various public policies, provide satisfactory quality of employment, and improve its position in the marketplace through strengthened ability to compete and serve (Clardy 1996).
Human Resources Development (HRD) is a part of HRM. While HRM deals with the overall management of human resources (people), HRD deals with learning, training and development of the human resources with the aim of improving the each employee’s skills and capability and the organization’s performance.
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
Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.
These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.
Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services)
The Health Care Financing
Administration’s
Human Resources Management
Strategic Plan
The Health Care Financing Administration
(HCFA) has developed a very noteworthy
approach to aligning human resources
management with mission accomplish-ment.
HCFA’s Human Resources Management
Group (HRMG), Learning Resources Group
(LRG), and Office of Equal Opportunity and
Civil Rights (OEOCR) collaborated to
develop a draft Human Resources Strategic
Plan that goes beyond each of these
individual organi-zation’s human resources
responsibilities and instead addresses the
entire sub-component’s human resources
management responsibilities. It assigns
accountability for specific HRM goals to
HRMG, LRG, OEOCR, senior leadership,
line managers, employees, the union, and/or
other non-HR stakeholders. The HRMG,
LRG, and OEOCR worked very closely with
the HCFA strategic planning and evaluation
office to tie the plan to HCFA’s strategic
plan.
Specifically, the plan includes challenges that
HCFA will face in the future, HRM goals that
will support HCFA in meeting those
challenges, potential performance indicators
and strategies for each goal, the roles and
responsibilities of HRMG, LRG, OEOCR,
managers, employees, and other stakeholders,
and finally how to implement and assess its
results.
Human Resource Development
The fundamental belief for Human Resource Management and Human Resource Development is that the people working in an organization are its greatest asset for achieving objectives. HRM is a coherent and holistic approach to the management of people that requires and develops organizational structures and systems, individual attitudes and behaviour. Human Resource Development (HRD) commonly refers to training or development of skills and is regarded as part of HRM (www.livelihoods.org).Human Resources Management involves the establishment and execution of policies, programs, and procedures that influence the performance, capabilities and loyalty of the employees of an organization. Through these policies and procedures, individuals are attracted, retained, motivated, and developed to perform the work of the organization. It is through these policies and procedures that the organization seeks to mold and shape the actions of its employees to operate successfully, comply with various public policies, provide satisfactory quality of employment, and improve its position in the marketplace through strengthened ability to compete and serve (Clardy 1996).
Human Resources Development (HRD) is a part of HRM. While HRM deals with the overall management of human resources (people), HRD deals with learning, training and development of the human resources with the aim of improving the each employee’s skills and capability and the organization’s performance.
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