Human Resource Management

The impact of HR

The impact of HR Much research has been carried out showing that good HRM practice and firm performance are correlated How HRM makes an impact Storey et al (2009: 4) observed that: ‘The premise is that, in some shape or form, HR policies have an effect on HR practices and these in turn influence staff attitudes and behaviours which will, in turn again, impact on service offerings and customer perceptions of value.’ The assumption is that good HRM practices will enhance performance. This is supported by the notion of ‘best practice HRM’, which  describe as a ‘strong’ HR system is in place. Core characteristics of their ‘strong’ system are high levels of distinctiveness, consistency and consensus. Where these are present there will be an organizational climate that supports HR implementation. But they also made the obvious suggestion that it is not enough to have good practices if they are not properly implemented.Read More »

اعداد ترتيبات العمل المرن

اعداد ترتيبات العمل المرن  وقت العمل المرن Flextime  اسبوع العمل المضغوط Compressed Workweek  بدائل اخرى لترتيبات العمل المرنة اولا : وقت العمل المرن Flextime : تتعدد انواع ترتيبات جدولة العمل على اساس الوقت المرغوب مثلا يقصد بوقت العمل المرن انها خطة يقوم الموظف بمقتضاها بتقسيم وقت العمل الى نوعين :Read More »

The HR role of line managers

The HR role of line managers HR can initiate new policies and practices but it is line managers that have the main responsibility for implementing them. In other words, HR proposes but the line disposes. As Guest (1991: 159) observed: ‘HRM is too important to be left to personnel managers.’ If line managers are not inclined favourably towards what HR wants them to do they won’t do it or, if compelled to, they will be half-hearted about it. On the basis of their research, Guest and King (2004: 421) noted that ‘better HR depended not so much on better procedures but better implementation and ownership of implementation by line managers’.Read More »

مقابلات التقييم

مقابلات التقييم ما هى مقابلات التقييم هى لقاء بين المشرف و المرؤوس لمراجعة التقييم و عمل خطط لمعالجة القصور و دعم نقاط القوة و مثل هذه اللقاءات قد لا تكون مريحة نظرا لأن الافراد قليل منهم يحبون تلقى او اعطاء تغذية عكسية سلبية negative feedbackRead More »

What it means to be an HR professional

What it means to be an HR professional Professionalism in HR as in other fields can be defined generally as the conduct exhibited by people who are providing advice and services that require expertise and that meet defined or generally accepted standards of behaviour. Work done by a professional is usually distinguished by its reference to a framework of fundamental concepts that reflect the skilful application of specialized education, training and experience. It is accompanied by a sense of responsibility and an acceptance of recognized standards. Even more loosely, people can be described as acting ‘professionally’ when they do their work well and act responsibly.Read More »

مشكلات تقييم الاداء باستخدام القياس المتدرج

مشكلات تقييم الاداء باستخدام القياس المتدرج 1 . عدم وضوج المعايير Unclear Standards 2 . تأثير الهالة Hallo Effect 3 . النزعة المركزية Central Tendency 4 . الميل الى التساهل او التشدد Leniency or Strictness 5 . التحيز BiasRead More »

Ambiguities in the role of HR practitioners

Ambiguities in the role of HR practitioners The activities and roles of HR specialists and the demands made upon them as described above appear to be quite clear cut, but Thurley (1981) pointed out that HR practitioners can be specialists in ambiguity. This continues in the age of Ulrich. As Hope-Hailey et al (2005: 51) commented: ‘Ulrich highlighted that HR professionals must be both strategic and operational, yet the potential role conflict this could engender was not addressed.’ Caldwell (2004: 212) reached the following conclusions on the basis of his research:Read More »

How Learning New Skills Turns a Review Around

How Learning New Skills Turns a Review Around  Even the highest performing employees will get negative feedback on occasion during their performance appraisal. It’s not the bad review that’s at issue, it’s how we as employees choose to react to the feedback, and the best way is to turn the negative into a positive. Read More »

Poor Performance Appraisal? 9 Ways to Turn That Negative Into a Positive

Poor Performance Appraisal? 9 Ways to Turn That Negative Into a Positive If you have a performance appraisal soon and you’re nervous, you’re not alone. Performance appraisals are nerve-wracking for just about everyone. Managers dread giving them. Employees dread getting them. But still, they happen! Despite efforts to revamp the process and find a better way, annual performance appraisals are still an inevitable part of the corporate world. All we can do is try to make the best of them. Read More »

Performance Appraisal تقييم الاداء

Performance Appraisal تقييم الاداء نتحدث فى تقييم الاداء فى الموضوعات الاتية :  تعريف تقييم الاداء  التمييز بين تقييم الاداء و ادارة الاداء  عملية تقييم الاداء  اساليب تقييم الاداء  مشاكل تقييم الاداء  مقابلات التقييم  دور عمليات التقييم فى ادارة الاداء تعريف تقييم الاداء هو نظام رسمى تصممه ادارة الموارد البشرية و يشتمل على مجموعة من الاسس و القواعد التنظيمية و الاجراءات التى وفقا لها تتم عملية تقييم اداء جميع العاملين بالشركة سواء كانوا مديرين او مرؤوسين بحيث يقوم كل مستوى ادارى اعلى بتقييم اداء المستوى الادارى الادنى بدء من قمة الهرم التنظيمى مرورا بمستوياته الادارية وصولا الى قاعدته التمييز بين تقييم الاداء و ادارة الاداRead More »

Critical evaluation of the business partner concept

Critical evaluation of the business partner concept It can be argued that too much has been made of the business partner model. Perhaps it is preferable to emphasize that the role of HR professionals is to be part of the business rather than merely being partners. There is the danger of overemphasizing the seemingly glamorous role of business or strategic partner at the expense of the service delivery aspect of the HR practitioner’s role. Syrett (2006) noted that whatever strategic aspirations senior HR practitioners have, they will amount to nothing if the function they represent cannot deliver the essential transactional services their internal line clients require. As an HR specialist commented to Caldwell (2004): ‘My credibility depends on running an extremely efficient and cost-effective administrative machine… If I don’t get that right, and consistently, then you can forget about any big ideas.’ Another person interviewed during Caldwell’s research referred to personnel people as ‘reactive pragmatists’, a realistic situation in many organizations.Read More »

التدريب والتنمية الجزء الثانى

التدريب والتنمية الجزء الثانى Training Techniques : ثانيا : اساليب التدريب تتضمن هذه المرحلة ثلاث جوانب مترابطة و متكاملة هى  1 . تهيئة المناخ و الاعداد للتدريب 2 . اختيار البرامج التدريبية 3 . تحديد الطرق المستخدمة فى التدريب اولا : تهيئة المناخ و الاعداد للتدريب يتم تهيئة المناخ للتدريب كالاتى  1 . التأكد من القدرات و الاستعدادات الذهنية و الجسدية للمتدرب 2 . التأكد من وجود الدافع و الحافز لدى المتدرب للتدريب 3 . لابد ان يتم تصميم البرنامج بشكل يتيح معرفة نتيجة التدريب 4 . اعطاء الفرصة للمتدرب بتطبيق ما حصل عليه من معلومات فى مجال عمله 5 . الاعلان عن قيام دورة تدريبية قبل قيام الدورة بوقت كافى Read More »

The roles of HR professionals

The roles of HR professionals The roles of HR professionals vary widely according to the extent to which they are generalist (eg HR director, HR manager, HR officer), or specialist (eg head of learning and development, head of talent management, head of reward), the level at which they work (strategic, executive or administrative) the needs of the organization, the view of senior management about their contribution, the context within which they work and their own capabilities. They can act as strategists, business partners, innovators, change agents, internal consultants, facilitators and coaches. Tyson and Fell (1986: 7) believed that they were ‘specialists in managing the employment relationship’. The competencies required are demanding. The various roles are described below.Read More »

Training & Development التدريب و التنمية

Training & Development    التدريب و التنمية  مفهوم التدريب : هو العملية التى تستهدف تعليم الموظفين الجدد المهارات الاساسية لأداء وظائفهم التمييز بين التدريب و التعليم الاختلاف بين التدريب و التعليم من حيث : 1 - الاهداف 2 - الزمن 3 - المحتوى اولا : من حيث الاهداف : التعليم : هى اهداف عامة مجردة لخدمة احتياجات الافراد و المجتمع بصفة عامة التدريب : هى اهداف سلوكية محددة لجعل العاملين اكثر كفاءة و فعالية فى وظائفهم و اعمالهم ثانيا : من حيث الزمن : التعليم : يكون طويل الاجل بصفة عامة التدريب : ممكن ان يكون قصير جدا خاصة عندما يكون موجه الى نوع معين من المهارات Read More »

Credit Hours Under a Flexible Work Schedule Part 4

Credit Hours Under a Flexible Work Schedule Part 4 May Employees Earn Overtime Pay or Compensatory Time Off for Credit Hours? No overtime pay or compensatory time off may be paid when employees earn credit hours or when credit hours are liquidated because Federal employment ends. (See 5 U.S.C. 6123(b) and 6126.)Read More »

Credit Hours Under a Flexible Work Schedule Part 3

Credit Hours Under a Flexible Work Schedule Part 3 May Employees Use Credit Hours before they are Earned?  No. There is no authority in law or regulation to advance credit hours. Time cannot be charged against credit hours until credit hours have been earned. For this reason, some agencies do not permit employees to use credit hours until the pay period following the one in which they are earned. Even if an agency has such a policy, the agency may still permit supervisors to approve changes in the time when employees will work flexible hours (part of the basic work requirement) after the beginning of a week or a pay period. For example, an employee may be permitted or required to shift some flexible hours from the first week of a pay period to the second week of the pay period. As long as the employee completes his or her 80-hour basic work requirement during the pay period, this can be done without any charge to leave. (See OPM Handbook on Alternative Work Schedules, Flexible Work Schedules, Overtime Work Determinations, paragraph 2). Read More »

Credit Hours Under a Flexible Work Schedule Part 2

Credit Hours Under a Flexible Work Schedule Part 2 When May Credit Hours be Earned?  The definition of credit hours in law  provides that credit hours may be earned only within an employees flexible work schedule. This means that an employee may earn credit hours only by working within the flexible time bands established by the agency or union agreement. Hours that will count toward the basic work requirement may not be considered credit hours. For example, if an employee would otherwise complete 9 hours of his or her 80-hour basic work requirement on a workday, the ninth hour is not a credit hour. If the agencys flexible time bands are broad enough, the agency may permit the employee in this situation to work a 10th hour voluntarily and earn 1 credit hour.Read More »

Credit Hours Under a Flexible Work Schedule Part 1

Credit Hours Under a Flexible Work Schedule Part 1 Description Credit hours are hours that an employee elects to work, with supervisory approval, in excess of the employees basic work requirement under a flexible work schedule. (Information on flexible work schedules is available in OPMs Handbook on Alternative Work Schedules.) The basic work requirement for full-time employees is 80 non-overtime hours in a 2-week pay period. Agency policies or union agreements may place restrictions on earning or using credit hours.Read More »

Evaluating the HR function

Evaluating the HR function It is necessary to evaluate the contribution of the HR function to establish how effective it is at both the strategic level and in terms of service delivery and support. The prime criteria for evaluating the work of the function are its ability to operate strategically and its capacity to deliver the levels of services required.Read More »

قائمة الإرشادات لاجراء المقابلات

قائمة الإرشادات لاجراء المقابلات وضع قائمة ارشادات لاجراء المقابلة هناك عدة امور واجب اخذها فى الاعتبار خلال المراحل المختلفة لاجراء المقابلات 1.الاعداد للمقابلة  الاعتماد على التحليل الوظيفى فى صياغة اسئلة المقابلة  استخدام اسئلة موضوعية و محددة و فى نفس الوقت وضع معايير لتقييم استجابات المتقدم الاهتمام بتدريب المقابلين تكرار نفس الاسئلة لجميع طلاب الوظيفة استخدام مقياس متدرج فى تقييم طلاب الوظيفةRead More »

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