HR Articles

The ethical role of HR

The ethical role of HR Legge (1998: 20–21) commented that: ‘In very general terms I would suggest that the experience of HRM is more likely (but not necessarily) to be viewed positively if its underlying principles are ethical.’ HR professionals have a special responsibility for guarding and promoting core values in the organization on how people should be managed and treated. They need to take action to achieve fair dealing. This means treating people according to the principles of procedural, distributive, social and natural justice, and seeing that decisions or policies that affect them are transparent in the sense that they are known, understood, clear and applied consistently.Read More »

خطوات تحقيق العدالة الداخلية و الخارجية عند وضع و تحديد معدلات الاجور

خطوات تحقيق العدالة الداخلية و الخارجية عند وضع و تحديد معدلات الاجور :  اجراء مسح شامل للمرتبات Salary Survey التى يقدمها اصحاب الاعمال الاخرى لنفس الوظائف لان ذلك يحقق العدالة الخارجية  تحديد القيمة النسبية لكل وظيفة بمؤسستك من خلال اجراء تقييم الوظائف لان ذلك يضمن تحقيق العدالة الداخلية  تجميع كل مجموعة من الوظائف المتشابهة فى فئات اجرية متساوية  وضع معدلات ملائمة للاجورRead More »

Applications of competency-based HRM

Applications of competency-based HRM The Competency and Emotional Intelligence 2006/7 survey found that 95 per cent of respondents used behavioural competencies and 66 per cent used technical competencies. It was noted that because the latter deal with specific activities and tasks they inevitably result in different sets of competencies for groups of related roles, functions or activities. The three top areas where competencies were applied are: Recruitment and selection: 85 per cent. Learning and development: 82 per cent. Performance management: 76 per cent.Read More »

Compensation التعويضات

التعويضات Compensation نتحدث فى هذا الجزء عما يلى : اولا : هيكل الرواتب ) خطط الاجور ( Salary Scale ( Structure ) ثانيا : الاجور و الحوافز المالية ثالثا : الخدمات و المزايا BenefitsRead More »

Knowledge management strategies

Knowledge management strategies Two approaches to knowledge management strategy have been identified by Hansen et al (1999): the codification strategy and the personalization strategy. The codification strategy Knowledge is carefully codified and stored in databases where it can be accessed and used easily by anyone in the organization. Knowledge is explicit and is codified using a ‘people-to-document’ approach.Read More »

Termination Interview مقابلة انهاء الخدمة

مقابلة انهاء الخدمة Termination Interview ما هى الارشادات التى يجب اخذها فى الاعتبار عند اجراء مقابلة نهاية الخدمة : 1 . التخطيط الجيد للمقابلة و الذى يشتمل على :  التأكد من ان الموظف يحافظ على وقت الوظيفة  عدم اعلام الموظف بالمقابلة عبر الهاتف  الا تستغرق المقابلة اكثر من 10 دقائق  عقد المقابلة فى مكان محايد و ليس فى مكتب المدير  تحضير ملف الموظف كامل اثناء المقابلة  الرد على اى سؤال قد يثار عقب انهاء المقابلة  الاحتفاظ بأرقام تليفونات الامن و الوحدات الصحية تحسبا لحدوث اى ظروف طارئةRead More »

Human capital reporting

Human capital reporting Internal reporting Analyzing and reporting human capital data to top management and line managers leads to informed decision-making about what needs to be done to improve business results, the ability to recognize problems and take action to deal with them, and the scope to demonstrate the effectiveness of HR solutions and thus support the business case for greater investment in HR practices. Data must be accompanied by analysis and explanation.Read More »

Promotion & Transfer : ادارة سياسات النقل و الترقية

ادارة سياسات النقل و الترقية Promotion & Transfer : 1 . كيفية صنع قرار الترقية 2 . النقل Handling Transfer 3 . ادارة المسار الوظيفى و علاقتها بالالتزام التنظيمىRead More »

The nature of human capital management

The nature of human capital management The Accounting for People Task Force report (2003) stated that HCM involves the systematic analysis, measurement and evaluation of how people policies and practices create value. The report emphasized that HCM should be regarded as an approach to people management that deals with it as a high-level strategic issue rather than a matter to be left to HR. However, Wright and McMahan (2011: 102) warned that human capital should not be treated as a form of capital owned and controlled by the firm: ‘To do so would miss the complexity of the construct and continue to ignore the “human” in strategic HRM.’Read More »

خصائص الهياكل التنظيمية

خصائص الهياكل التنظيمية Tall Structure and Flat Structure الهيكل الطويل و القصير  Centralization and decentralization المركزية و اللامركزية  Formalization الرسمية  Mechanistic and Organic structures الهيكل الميكانيكي و الحيوي Read More »

Performance management

Performance management Performance management can contribute to the development of a high-performance culture in an organization by delivering the message that high performance is important. The management of organizational performance is the continuing responsibility of top management who, with the help and advice of HR, plan, organize, monitor and control activities and provide leadership to achieve strategic objectives and satisfy the needs and requirements of stakeholders. Individual and team performance management systems play an important part, but they function within the context of what is done to manage organizational performance and to develop effective work systems. Read More »

Organization Structure الهيكل التنظيمى

الهيكل التنظيمى Organization Structure   العلاقة بين الاهداف و الهيكل التنظيمى  وسائل الرقابة الفعالة على السلوك داخل التنظيم  يساعد فى عملية اتخاذ القرار  التمييز بين الهيكل التنظيمى و الخريطة التنظيمية  مكونات الهيكل التنظيمى  انواع الهيكل الوظيفى  كيف تختار النظام المناسب  خصائص الهياكل التنظيميةRead More »

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 »

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