Human Resource Essay

INTRODUCTION valet de chambre resource guidance (HRM, or simply HR) is the perplexity of an disposals manpower, or homo resources. It is responsible for the attraction, plectron, instruct, sagacity, and rewarding of engagementees, while excessively overseeing constitutional leadership and culture and ensuring compliance with employment and labor laws. In circumstances where employees intrust and ar legally authorized to hold a collective bargaining agreement, HR will also serve as the companys principal(a) liaison with the employees representatives (usually a labor union).The tender resources of an organization consist of all deal who perform its activities. Human resource forethought (HRM) is concerned with the soulfulnessnel policies and managerial practices and systems that influence the cultivateforce. In broader names, all decisions that affect the workforce of the organization concern the HRM function.The activities involved in HRM function ar pervasive thr oughout the organization. Line managers, typically spend to a greater extent(prenominal) than 50 percent of their time for human resource activities such(prenominal) hiring, evaluating, disciplining, and scheduling employees. Human resource guidance specialists in the HRM subdivision second organizations with all activities related to staffing and fight backing an effective workforce. Major HRM responsibilities include work design and note analysis, training and development, recruiting, compensation, team- physiqueing, capital punishment management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the in any casels, data and processes that are employ by line managers in their human resource management component of their joke.DEFINITION OF HUMAN vision commissionAccording to Bohlander et al (2001), human resource management includeconsolidation of a diverse workforce to achieve a common polish. While Ivencevich (2001) also defines human resource management as a function that is implemented in an organization to patron facilitate the effective use of human resources to achieve organizational and individual goals.In addition, there are various perspectives on human resource management focus, namely Human resource management is considered the managing of human management employees as direct and interpersonal activities. Human resource management as personnel management with emphasis on technical skills for evaluation, selection, training and so on. Human resource management as a strategic management that emphasizes employees as assets in an organization. go withNESTLEpicNestls foundation was built in 1867 on humanitarian needs and social responsibility when Henri Nestl, a trained pharmacist, developed a firm and economical alternative source of infant nutrition to save the life of an infant who could not be breastfed.Today, more than 140 geezerhood later, Nestl continues with its founders legacy to repair lives.HISTORYGenerations of GoodnessThe vast Nestl Group started humbly with the vision of one Swiss chemist, Henri Nestl. At a time when there was spicy infant mortality in Europe due to malnutrition, this dedicated man began experimenting with nutritious food supplements to overcome the problem. In 1867, he was approached to help an ailing wrong infant who was unable to accept his mothers take out or any of the conventional substitutes. The infant began to take the milk food supplement he had developed, and a life was saved. The product, called Farine Lacte Nestl, was soon marketed throughout much of Europe, and a juvenile cross out name began to take on life.picThe Nestl Coat-of-Arms.The Nestl Coat-of-ArmsHenri Nestl adopted his own finishing of arms as a trademark in 1867. Translated from German, Nestl means little nest and the now-famous symbol is universally understood to represent nurturing and caring, security, nour ishment and family bonding. These attributes are withal the guiding legacy for the company Henri Nestl founded as it fulfils its committal to Good Food, Good Life.The early mergerIn 1905, the Nestl Company merged with the Anglo-Swiss Condensed draw Company, the first condensed milk factory which opened in Switzerland in 1866. Nestl entered into the milk deep brown business in 1904 when Peter & Kohler Swiss General Chocolate Company produced milk chocolate under the Nestl trademark. The chocolate company later joined the Nestl Group in 1929.While the original business was based on milk and dietetic foods for children, the new Nestl grew and diversified its range of products, through acquisitions and mergers with the better known brands of the time. For example The manufacturing of LACTOGEN began in 1921, and in the same year,a beverage containing wheat flour was marketed under the brand name MILO. In 1938, NESCAF, the worlds first instant coffee was introduced. Then, in 1947, th e MAGGI Company, manufacturer of soups and bouillon invented by Julius Maggi merged with Nestl.Nestl continued to expand through the years with some major acquisitions.TodayToday, the Nestl Company still adheres to its founders beliefs and principles and is, therefore, very much people-oriented, and committed to understanding its consumers needs throughout the world in order to provide the best products for their lives.Nestl, Bringing Good Food, Good LifeAs the leading Food, Nutrition, Health and Wellness Company, Nestl is the provider of the best food for whatever time of day and for whatever time of your life. Nestl has grown to run low the worlds largest food company offering more than 8,500 brands and 10,000 products. With its headquarters in Vevey, Switzerland, Nestl has more than 456 factories spread over 80 countries, and employs more than 283,000 people.866Our history begins back in 1866, when the first European condensed milk factory was opened in Cham, Switzerland, by th e Anglo-Swiss Condensed Milk Company.1867In Vevey, Switzerland, our founder Henri Nestl, a German pharmacist, launched his Farine lacte, a combination of cows milk, wheat flour and sugar, saving the life of a neighbours child. Nutrition has been the cornerstone of our company ever since. Henri Nestl, himself an immigrantfrom Ger galore(postnominal) an(prenominal), was instrumental in turning his Company towards international expansion from the very start. We owe more than our name, our logo and our first infant-food product to our founder. Henri Nestl embodied many of the key attitudes and values that form part and parcel of our corporate culture pragmatism, flexibility, the willingness to learn, an open mind and respect for other people and cultures. Peter Brabeck-Letmathe, Nestl Chairman1905The Anglo-Swiss Condensed Milk Company, founded by Ameri enkindles Charles and George Page, merged with Nestl after a couple of decades as fierce competitors to form the Nestl and Anglo-Swiss Milk Company.Nestl in MalaysiapicNestls commitment to providing quality products to Malaysians dates back almost 100 years ago. Nestl began in Malaysia in 1912 as the Anglo-Swiss Condensed Milk Company in Penang and later, growth and expansion made a move to Kuala Lumpur necessary in 1939.Since 1962, with its first factory in Petaling Jaya, Nestl Malaysia now manufactures its products in 7 factories and operates from its head office in Mutiara Damansara.The Company was publicly listed on the KLSE now known as Bursa Malaysia Berhad on 13 December, 1989. Today, the Company employs more than 5000 people and manufactures as well as markets more than 300 Halal products in Malaysia. Its brand name such has MILO, NESCAF, MAGGI, NESPRAY and KIT KAT have become trusted household names and enjoyed for generations.HUMAN RESOURCE MENAGEMENT(NESTLE)HUMAN RESOURCE MENAGEMENT(NESTLE)As companies reorganize to gain agonistical edge, human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources completes to add value to a company1. efficaciously managing and utilizing people.2. Trying performance appraisal and compensation to competencies.3. Developing competencies that enhance individual and organizational performance.4. Increasing the innovation, creativity and flexibility necessary to enhance competitiveness.5. Applying new approaches to work process design, succession planning, career development and inter-organizational mobility.6. Managing the implementation and integration of technology through improved staffing, training and communication with employees.FUNCTION OF HUMAN RESOURCE MANAGEMENT (NESTLE)RecruitmentRecruitment is the process of attracting, check, and selecting employees for an organization. The different stages of enlisting are job analysis, sourcing, screening a nd selection, and on boarding.The Four StagesJob analysis involves determining the different aspects of a job, such as through job description and job specification. Job description describes the tasks that are required for the job. Job specification describes the requirements that a person needs to do that job.Sourcing means exploitation several strategies to attract or identify ratdidates. Sourcing can be done by internal or external advertisement. Advertisement can be done by local or national newspapers, specialist recruitment media, master copy publications, window advertisements, job centers, or through the Internet.Screening and selection is the process of assessing the employees who apply for the job. The assessment is conducted to understand relevant skills, knowledge, aptitude, qualifications, and educational or job related experience of employees. almost ways of screening are screening resumes and job applications, interviewing, and job related or behavioral testing.A fter screen and selection, the best candidate is selected. On boarding is the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with the company and environment.Recruitment ApproachesThere are many recruitment approaches as well.In-house personnel may manage the recruitment process. At larger companies, human resources professional persons may be in charge of the task. In the pureest organizations, recruitment may be left to line managers.Outsourcing of recruitment to an external provider may be the solution for some businesses. Employment agencies are also used to recruit talent. They maintain a pool of potential employees and place them based on the requirement of the employer. Executive search firms are used for executive and professional positions. These firms use advertising and ne 2rking as a method to find the best fit. Internet job boards and job search engines are commonly used to transcend job postings.SelectionSelection is the process of selecting a qualified person who can successfully do a job and deliver valuable contributions to the organization. The term can be applied to many aspects of the process, such as recruitment, selection, hiring, and acculturation. However, it most commonly refers to the selection of workers. A selection system should depend on job analysis. This ensures that the selection criteria are job related.Selection RequirementsThe requirements for a selection system are knowledge, skills, abilities, and other characteristics, commonly known as KSAOs. Personnel selection systems employ evidence-based practices to determine the most qualified candidates and involve both the freshly hired and those individuals who can be promoted from within the organization. Common selection tools include ability tests (cognitive, physical, or psychomotor), knowledge tests, personality tests, structured interv iews, the systematic collection of bio in writing(p)al data, and work samples. Development and implementation of such screening methods is sometimes done by human resources departments. Larger organizations hire consultants or firms that specialize in developing personnel selection systems. Metrics Two major factors determining the quality of a newly hired employee are predictor validity and selection ratio. The predictor cutoff is a test score differentiating those passing a selection measure from those who did not. hoi polloi above this score are hired or are further considered while those below it are not. On the other hand, the selection ratio (SR) is the sum up of job openings (n) divided by the number of job applicants (N). This value will range between 0 and 1, reflecting the selectivity of the organizations hiring practices. When the SR is equal to 1 or greater, the use of any selection device has little meaning, but this is not often the case as there are usually more app licants than job openings. Finally, the base rate is defined by the percentage of employees thought to be performing their jobs satisfactorily following measurement. After using these tools a person is selected for the job.OrientationOrientation tactics exist to provide new employees enough entropy to adjust, terminusing in satisfaction and effectiveness in their role.Employee preference, also commonly referred to as onboarding or organizational socialization, is the process by which an employee acquires the necessary skills, knowledge, behaviors, and contacts to effectively transition into a new organization (or role within the organization). Orientation is a fairly broad process, generally carried out by the human resource department, that may incorporate lectures, videos, meetings, computer-based programs, team-building exercises, and mentoring. The underlying goal of incorporating these varying onboarding tactics is to provide the employee enough information to adjust, ultim ately resulting in satisfaction and effectiveness as a new employee.Organization Socialization ModelA effective way in which to estimate this process is through understanding the organization socialization model (see Figure 1). This chart highlights the process of moving the employee through the adjustment stage to the desired issuingNew Employee Characteristics Though this segment of the model overlaps with other human resource initiatives (such as recruitment and talent management), the characteristics of an employee are central to the strategies best employed as they move through the orientation process. Characteristics that are particularly useful in this process are extroversion, curiosity, experience, pro-activeness, and openness.New Employee Tactics The goal for the employee is to acquire knowledge and build relationships. These relationships in particular are central to understanding company culture alongside acquiring resources to help expedite the on boarding process. Organizational Tactics- The organization should similarly seek to emphasize relationship building and the communication of knowledge, particularly organizational knowledge that will be useful for the employee when navigating the company. The company should also employee many of the resources mentioned above (videos,lectures, team-building exercises) to complement the process.Adjustment Through combining the above three inputs, the employee should move through the adjustment phase as they acclimate to the new professional environment. This should focus primarily on knowledge of the company culture and co-workers, along with increased clarity as to how they fit within the organizational framework (i.e. their role).Outcomes The goal of effectively orienting the employee for success is twofold minimize turnover while maximizing satisfaction. The cost of bring new employees into the mix is substantial, as a result high turnover rates are a significant threat to most companies. Ensurin g that the onboarding process is effective significantly reduces this risk. Additionally, achieving high levels of employee satisfaction is an enormous competitive advantage, as satisfied employees are motivated and efficient.CriticismsThe desired outcome from an onboarding process is fairly straightforward, ensuring the new employee(s) is well-equipped to succeed in their new professional environment. However, some critics of orientation processes stipulate that sometimes the extensive onboarding process can confuse the employees relative to their role, as most of their time is spent in company-wide learning as impertinent to role-centric learning. While this criticism may be true in some contexts, it can be offset through a more role-specific on boarding process. It is generally acknowledged that orientation strategies receive positive outcomes and returns on investment.DevelopmentA core function of HR management is development, which entails training efforts designed to improve personal, group, or organizational effectiveness. Employee development helps organizations succeed. Human resource development consists of training, organization, and career development efforts to improve individual, group, and organizational effectiveness.TrainingTraining is one of the most central ways to develop employees. Training is organizational activity intended to improve the performance of individuals and groups in organizational settings. Training and development has three important locomote training, education, and development. Training This activity focuses on an individuals current job and is evaluated based on that current job. Education This activity focuses on jobs an individual faculty hold in the future and is measured based on those potential jobs. Development This activity focuses on potential future activities of the organization and is therefore extremely challenging to evaluate.Training and DevelopmentThere are several categories of stakeholders that are helpful in understanding training and development. The sponsors of training and development are elder managers. The clients of training and development are business planners. Line managers are responsible for the coaching, resources, and performance. The participants are the people who actually go through the training and development process. The facilitators are Human Resource instruction staff. The providers are specialists in the field. Each of these stakeholder groups has their own agenda and motivations, which can cause conflict with the agendas and motivations of other stakeholder groups. Talent development refers to an organizations ability to align strategic training and career opportunities for employees. Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the or ganization.Performance EvaluationPerformance evaluation is the process of assessing an employees job performance and productivity, usually for a specified period of time.Performance evaluation or performance appraisal is the process of assessing an employees job performance and productivity. The assessment is conducted based on some pre-es oral contraceptivelished criteria that align with the goalsof the organization. Some other aspects are also considered to assess the performance of the employee, for example, organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. The management of performance plays a vital role to the success or failure of the organization. An ineffective performance evaluation system creates high turnover and reduces employee productivity. This is why performance evaluation is very important for every organization.Methods of Performance EvaluationObjective production Under this method, direct data is used to evaluate the performance of an employee, such as sales figures, production numbers, the electronic performance monitoring of data entry workers, etc. However, one drawback of this process is that the variability in performance can be due to factors outside the employees control. Also, the quantity of production does not necessarily indicate the quality of the products. Still, this data reflects performance to some extent.Personnel This is the method of transcription the withdrawal behavior of employees, such as being absent, being in an accident at work, etc. This personnel data usually is not a comprehensive reflection of an employees performance.Judgmental evaluation This is a collection of methods to evaluate an employee. Some of the methods are described below- Graphic Rating Scale graphic rating scales are the most commonly used performance evaluation system. Typically, the raters use a 5 to 7 point scale to rate employees productivity. Employee-Comparison Methods alt ernatively than subordinates being judged against pre-established criteria, they are compared with one another. This method eliminates central tendency and leniency errors but still allows for halo effect errors to occur.Behavioral Checklists and Scales behaviors are more clear than traits. Supervisors record behaviors of what they judge to be job performancerelevant, and they keep a running tally of good and bad behaviors and evaluate the performance of employees based on their judgement.Peer and Self AssessmentsPeer Assessments members of a group evaluate and appraise the performance of their fellow group members. Self-Assessments for self-assessments, individuals assess and evaluate their own behavior and job performance.360-Degree Feedback 360-degree feedback is multiple evaluations of employees which often include assessments from superior(s), peers, and themselves.Career Path ManagementCareer path management requires HRM to plan and then actively manage employee skills in the hunt of successful professional careers. Career path managementCareer path management refers to the structured planning and the active management choice of a employees professional career. The results of successful career planning are personal fulfillment, a work and life balance, goal achievement, and financial security. A career refers to the changes or modifications in employment through advancement during the foreseeable future. There are many definitions by management scholars of the stages in the managerial process. The following classification system with pocket-size variations is widely used Development of overall goals and objectives. Development of a strategy. Development of the specific means (policies, rules, procedures, and activities) to implement the strategy. Systematic evaluation of the progress toward achievement of the selected goals and objectives to specify the strategy, if necessary.Human Resource DevelopmentHuman Resource Development (HRD) is the central framework for the way in which a company leverages an effective human resources department to empower employees with the skills for current and future success.The responsibility of the human resources department in regards to employee development primarily pertains to varying forms of training, educational initiatives, performance evaluation, and management development. Through employing these practices, human resource managers can significantly improve the potential of each employee, opening new career path venues by expanding upon an employees skill set.This is achieved through two specific human resource objectives training and development (TD) and organizational development (OD). Training and development, as stated above, is primarily individualistic in nature and focussed on ensuring employees develop throughout their careers to capture more opportunity. Organizational development must be balanced during this process, ensuring that the company itself is leveraging these evolvi ng human resources to maximum efficiency. Depending too heavily upon TD may result in an organization incapable of capitilizing on employee skills while focusing too much on OD will generate a company culture adverse to professional development. Therefore human resource departments are central to empowering employees down successful career paths.Some Dimensions of Career ManagementThe first step of career management is setting goals. Before doing so the person must be aware of career opportunities and should also know his or her own talents and abilities. The time horizon for the achievement of the selected goals or objectivesshort-term, intermediate, or semipermanentwill have a major influence on their formulation. Short-term goals (one or two years) are usually specific and limited in scope. Short-term goals are easier to formulate. They must be achievable and relate to long-term career goals. Intermediate goals (3 to 20 years) tend to be less specific and more open ended than sho rt-term goals. Both intermediate and long-term goals are more difficult to formulate than short-term goals because there are so many unknowns about the future. Long-term goals (over 20 years) are the most fluid of all. omit of life experience and knowledge about potential opportunities and pitfalls make the formulation of long-term goals and objectives very difficult. Long-term goals and objectives, however, may be easily modified as additional information is received without a great lossof career efforts because of experience and knowledge transfer from one career to another.Others Focuses of Career Management reservation career choices and decisions is the traditional focus of careers interventions. The changed nature of work means that individuals may now have to revisit this process more frequently now and in the future, more than in the past. Managing the organizational career concerns the career management tasks of individuals within the workplace, such as decision-making, li fe-stage transitions, and dealing with stress. Managing boundless careers refers to skills needed by workers whose employment is beyond the boundaries of a single organization, a work style common among, for example, artists and designers. As employers take less responsibility, employees need to take control of their own development to maintain and enhance their employability.CONCLUSIONCONCLUSIONHuman Resource Management involves the recruitment and management of the people who work in an organization. The focus of Human Resource Management is to attract, select, train, motivate and compensate employees, while making sure that they comply with employment and labor laws. A team of professionals cannot be built by an organization without good Human Resource Management. As a result, businesses with good Human Resource Management (HRM) have higher profits than businesses without or with poor HRM.Effective hiring and training practices, creating employees who are motivated and rewarded f or their hard work, and maintaining a good relationship between employees and the company are all results of good Human Resource Management. Even for small businesses, managing the human resource aspect of the business is very important, and can only be done through good Human Resource management seedREFERENCE Devanna, M., Fombrun, C. & Tichy, N . 1984. A Framework For Strategic Human Resource Management In Strategic Human Resource Management, New York John Wiley and Sons. Brewster, C. & Larsen, H. H. 1992. Human Resource Management in Europe Evidence From Ten Countries. International Journal of Human Resource Management 3 (3) 409434. http//www.google.com.my/imghp?hl=en&tab=wi http//www.investopedia.com/terms/h/humanresources.asp http//www.nestle.com.my/AboutUs/Nestle_in_Malaysia/Pages/index.aspx