netrashetty
Netra Shetty
Red Hat, Inc. (NYSE: RHT) is an S&P 500 company in the free and open source software sector, and a major Linux distribution vendor. Founded in 1993, Red Hat has its corporate headquarters in Raleigh, North Carolina with satellite offices worldwide.[5]
Red Hat has become associated to a large extent with its enterprise operating system Red Hat Enterprise Linux and with the acquisition of open-source enterprise middleware vendor JBoss. Red Hat provides operating-system platforms along with middleware, applications, and management products, as well as support, training, and consulting services.
Red Hat creates, maintains, and contributes to many free software projects and has also acquired several proprietary software packages and released their source code. As of February 2009[update], Red Hat was the largest corporate contributor to the Linux kerne
Human resource planning has traditionally
been used by organizations to ensure that the right person
is in the right job at the right time. Under past conditions
of relative environmental certainty and stability, human
resource planning focused on the short term and was dic-
tated largely by line management concerns. Increasing
environmental instability, demographic shifts, changes in
technology, and heightened international competition are
changing the need for and the nature of human resource
planning in leading organizations. Planning is increas-
ingly the product of the interaction between line manage-
ment and planners. In addition, organizations are real-
izing that in order to adequately address human resource
concerns, they must develop long-term as well as short-
term solutions. As human resource planners involve
themselves in more programs to serve the needs of the
business, and even influence the direction of the business,
they face new and increased responsibilities and chal-
lenges.
In an early treatment of the topic, Vetter (1967) defined
human resource planning as
the process by which management determines how the orga-
nization should move from its current manpower position to
its desired position. Through planning, management strives to
have the right number and the right kinds of people, at the right
places, at the right time, doing things which result in both the
organization and the individual receiving maximum long-run
benefits. (p. 15)
Contemporary human resource planning occurs within
the broad context of organizational and strategic business
planning. It involves forecasting the organization's future
human resource needs and planning for how those needs
will be met. It includes establishing objectives and then
developing and implementing programs (staffing, ap-
praising, compensating, and training) to ensure that peo-
ple are available with the appropriate characteristics and
skills when and where the organization needs them. It
may also involve developing and implementing programs
to improve employee performance or to increase em-
ployee satisfaction and involvement in order to boost or-
ganizational productivity, quality, or innovation (Mills,
1 985b). Finally, human resource planning includes gath-
ering data that can be used to evaluate the effectiveness
of ongoing programs and inform planners when revisions
i n their forecasts and programs are needed.
Because a major objective of planning is facilitating
The changing world order has compelled us to take hard look at the ways and means through which we manage workforce. Research has shown time and again that human resource management practices can make an important, practical difference in terms of three key organizational outcomes; productivity, quality and profit.
Founder of the faint electronics believes “The enterprise is the people.” Without people, organizations could not function. Conversely, people need organizations so that they may satisfy their needs and wants and also maintain their standard of living along with modern society of global village of today.
In order to manage people effectively in today’s world of work; it is essential to understand and appreciate the significant competitive, legal and social issues. Organizations are managed and staffed with people of all walks. Without people, organizations cannot exist. Indeed, challenge, opportunity and frustration of creating and managing organization frequently stem from people-related problems that arise within them. People-related problems in turn, frequently stem from the belief that people are alike, so they can be treated identically.
Human Resources Management (HRM) involves in establishment and execution of policies, programs and procedures which influence performance, capabilities, and loyalty of employees of an organization. Through these polices and procedures, individuals are attracted, retained, motivated and developed to perform their work devotedly. Through these polices and procedures an organization seeks to mold and reshape the actions of its employees to operate successfully. HRM provides satisfactory quality of employment, and improves the marketplace through strengthened abilities of services.
The recruitment process as we have discussed that is about to bring some potential candidates for an organization. However economic realities coupled with management trends such as rightsizing have resulted in a slightly different focus. More and more companies today are looking for part time or temporary employees and these all are available through different third party agencies and job centers whose working is to just allocate some potential candidates in different organizations as part time or temporary employees, they workers works on contract jobs as well.
There are some recruitment alternatives in the following, which are now a days in very great demand due to some different strategy for recruitment by companies. These includes,
Temporary Help services are one of the sources of providing temporary employees for jobs. Their might be some new such agencies and companies in our culture but so far its not so we have to find out such agencies if we want to use this all through other sources.
Employee leasing is another source of providing temporary employees. It sends different individuals by hiring them for some other company for some specific period of time. These leased employees are very well trend and skilled persons. They screened by the leasing firms and their training and development is done by the leasing firm, if it is required there. The acquiring organizations pay some fee for these employees to the leasing company, The workers working there return back to the leasing firm when the project for which they sanded is over.
Independent contractors are another source of temporary employees. They often referred as consultants. The company can hire some individual contractor for hiring employees within their premises or outside that.
Independent contractors arrangements benefits both for company and the candidates because the company has to regard this individual as an employee. It saves cost associated with full time or part time personnel, like social security taxes and workers compensation premiums. Additionally, such opportunity is also a means of keeping good individuals associated with your company.
The initiation of the CGIAR Strategic Advisory Service on Human Resources (SAS-HR) and the
development of an HR community of practice within the CGIAR system provide a good opportunity for
Internal Audit to engage with CGIAR HR professionals in establishing some benchmarks against which
current practice in a Center can be evaluated. The purpose of this Good Practice Note is to
•
document consensus on the relevant benchmarks applicable to CGIAR Center, to aid in the planning
of internal audits and other reviews of HR management in the Centers (including those jointly
conducted with SAS-HR); and
•
contribute thinking to the agenda of SAS-HR and the CGIAR’s HR community of practice for
development of HR practices in the Centers.
The following good practices are discussed in this Note
VALUES, PRINCIPLES, AND POLICIES
•
•
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
•
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.
Red Hat has become associated to a large extent with its enterprise operating system Red Hat Enterprise Linux and with the acquisition of open-source enterprise middleware vendor JBoss. Red Hat provides operating-system platforms along with middleware, applications, and management products, as well as support, training, and consulting services.
Red Hat creates, maintains, and contributes to many free software projects and has also acquired several proprietary software packages and released their source code. As of February 2009[update], Red Hat was the largest corporate contributor to the Linux kerne
Human resource planning has traditionally
been used by organizations to ensure that the right person
is in the right job at the right time. Under past conditions
of relative environmental certainty and stability, human
resource planning focused on the short term and was dic-
tated largely by line management concerns. Increasing
environmental instability, demographic shifts, changes in
technology, and heightened international competition are
changing the need for and the nature of human resource
planning in leading organizations. Planning is increas-
ingly the product of the interaction between line manage-
ment and planners. In addition, organizations are real-
izing that in order to adequately address human resource
concerns, they must develop long-term as well as short-
term solutions. As human resource planners involve
themselves in more programs to serve the needs of the
business, and even influence the direction of the business,
they face new and increased responsibilities and chal-
lenges.
In an early treatment of the topic, Vetter (1967) defined
human resource planning as
the process by which management determines how the orga-
nization should move from its current manpower position to
its desired position. Through planning, management strives to
have the right number and the right kinds of people, at the right
places, at the right time, doing things which result in both the
organization and the individual receiving maximum long-run
benefits. (p. 15)
Contemporary human resource planning occurs within
the broad context of organizational and strategic business
planning. It involves forecasting the organization's future
human resource needs and planning for how those needs
will be met. It includes establishing objectives and then
developing and implementing programs (staffing, ap-
praising, compensating, and training) to ensure that peo-
ple are available with the appropriate characteristics and
skills when and where the organization needs them. It
may also involve developing and implementing programs
to improve employee performance or to increase em-
ployee satisfaction and involvement in order to boost or-
ganizational productivity, quality, or innovation (Mills,
1 985b). Finally, human resource planning includes gath-
ering data that can be used to evaluate the effectiveness
of ongoing programs and inform planners when revisions
i n their forecasts and programs are needed.
Because a major objective of planning is facilitating
The changing world order has compelled us to take hard look at the ways and means through which we manage workforce. Research has shown time and again that human resource management practices can make an important, practical difference in terms of three key organizational outcomes; productivity, quality and profit.
Founder of the faint electronics believes “The enterprise is the people.” Without people, organizations could not function. Conversely, people need organizations so that they may satisfy their needs and wants and also maintain their standard of living along with modern society of global village of today.
In order to manage people effectively in today’s world of work; it is essential to understand and appreciate the significant competitive, legal and social issues. Organizations are managed and staffed with people of all walks. Without people, organizations cannot exist. Indeed, challenge, opportunity and frustration of creating and managing organization frequently stem from people-related problems that arise within them. People-related problems in turn, frequently stem from the belief that people are alike, so they can be treated identically.
Human Resources Management (HRM) involves in establishment and execution of policies, programs and procedures which influence performance, capabilities, and loyalty of employees of an organization. Through these polices and procedures, individuals are attracted, retained, motivated and developed to perform their work devotedly. Through these polices and procedures an organization seeks to mold and reshape the actions of its employees to operate successfully. HRM provides satisfactory quality of employment, and improves the marketplace through strengthened abilities of services.
The recruitment process as we have discussed that is about to bring some potential candidates for an organization. However economic realities coupled with management trends such as rightsizing have resulted in a slightly different focus. More and more companies today are looking for part time or temporary employees and these all are available through different third party agencies and job centers whose working is to just allocate some potential candidates in different organizations as part time or temporary employees, they workers works on contract jobs as well.
There are some recruitment alternatives in the following, which are now a days in very great demand due to some different strategy for recruitment by companies. These includes,
Temporary Help services are one of the sources of providing temporary employees for jobs. Their might be some new such agencies and companies in our culture but so far its not so we have to find out such agencies if we want to use this all through other sources.
Employee leasing is another source of providing temporary employees. It sends different individuals by hiring them for some other company for some specific period of time. These leased employees are very well trend and skilled persons. They screened by the leasing firms and their training and development is done by the leasing firm, if it is required there. The acquiring organizations pay some fee for these employees to the leasing company, The workers working there return back to the leasing firm when the project for which they sanded is over.
Independent contractors are another source of temporary employees. They often referred as consultants. The company can hire some individual contractor for hiring employees within their premises or outside that.
Independent contractors arrangements benefits both for company and the candidates because the company has to regard this individual as an employee. It saves cost associated with full time or part time personnel, like social security taxes and workers compensation premiums. Additionally, such opportunity is also a means of keeping good individuals associated with your company.
The initiation of the CGIAR Strategic Advisory Service on Human Resources (SAS-HR) and the
development of an HR community of practice within the CGIAR system provide a good opportunity for
Internal Audit to engage with CGIAR HR professionals in establishing some benchmarks against which
current practice in a Center can be evaluated. The purpose of this Good Practice Note is to
•
document consensus on the relevant benchmarks applicable to CGIAR Center, to aid in the planning
of internal audits and other reviews of HR management in the Centers (including those jointly
conducted with SAS-HR); and
•
contribute thinking to the agenda of SAS-HR and the CGIAR’s HR community of practice for
development of HR practices in the Centers.
The following good practices are discussed in this Note
VALUES, PRINCIPLES, AND POLICIES
•
•
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
•
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.