HRM

The expanded Maslow hierarchy of needs Human as a rational animal, any kind of labor (human resource) should have a motivational driver to do their job efficiently or minimal supervision. It could be either monetary or psychological factor. According to Maslow there is a hierarchy of need which drives human needs. This might affect irrespective of the work design or the job design in place in the organization. We have seen Taylorism, Fordism and nowadays we have arrived to the digital world which talks about agility in the workplace with the knowledge based work environments. It is important to note that Maslow's (1943, 1954) five stage model has been expanded to include cognitive and aesthetic needs (Maslow, 1970a) and later transcendence needs (Maslow, 1970b). Changes to the original five-stage model are indented and include a seven-stage model and a eight-stage model, both developed during the 1960's and 1970s. 1. Biological and Physiological needs - air, food

Strategic  to Human Resource Management The success of any organization depends on the quality of its human resources. Human resource are the most important and valuable assets, every organization has in form of its employees. Dynamic, competent and motivated human resource build dynamic organization and enable organization to achieve its goals. An organization’s performance and resulting productivity are directly proportional to quantity and quality of its human resource. In the management of 4 M’s, most important M is men or human resource. Therefore, an organization should continuously ensure that the dynamism, competency, motivation and effectiveness of its human resource remain at high level, which requires sound human resource management. In fact, one of the fundamental activity area of management is the management of human resource. When we look at the history, personal management evolution can be derived as follows. 1890’s – 1913 – Welfare officer 1914- 1939 – L

Employee Relations According to Armstrong (2017), employee relations is about approaches and methods adopted by employers to deal with employees. This can be either collectively or individually. However, this relationship structure is mainly based on the organization structure and the size of the organisation. For an example, company with mass production plants with thousands of employees cannot have an individual employee relationship compared to company which promotes agility with small sub groups with flat hierarchy. In this case, company with mass production plants has to manage their employee relations with trade unions and company which promotes agility can manage their employee relations with their line managers (individually) However, whatever the method employer practices the ultimate goal has to be good employee relationship management to meet or discuss realisation employee’s expectations with the scope of employer. In this process, it has to consider both expecta

Strategic Employee Resourcing and Talent Management Employee resourcing is not just simply techniques of filling jobs. It is key aspect of human resource management which affect the entire organisational performance. Although there are some traditional and modern techniques for employee recruitment and the selection, organisation has to consider best way of resourcing based on their actual need with to go in line with the corporate strategy. For an example, interviews, psychological testing and assessment centres are popular techniques. But it has its own limitations and suitability for job type which organisation is evaluating. However, the effectiveness of methods to attract applicants varies according to organisation sector and size, the most effective methods overall were reported to be through organisations’ own corporate websites and recruitment agencies. Nowadays companies are willing to hire educated and trained staff and with the same time companies have to conside

Learning and Development To cater the organisational growth, understanding of differences between training, learning and development is critical. This has a direct connection with the employee talent management. Organisation can provide training need for the job but the learning comes through the experience of the employee. In addition to that, development involves with the employee succession planning. This will benefit both employee and employer at the same time. Since employee development may tend to retain employees in the organisation for a longer period. On the other hand, embedding learning into company`s strategy will tend to grow organisation in the long term and have a learning culture within the organisation. This should be a two-way process, in other words both employee and employee need to have an active involvement in the process. At the same time, top management commitment and resource allocation should be facilitated for the organisation to have built a learnin

Introduction to Human Resource Management The success of any organization depends on the quality of its human resources. Human resource are the most important and valuable assets, every organization has in form of its employees. Dynamic, competent and motivated human resource build dynamic organization and enable organization to achieve its goals. An organization’s performance and resulting productivity are directly proportional to quantity and quality of its human resource. In the management of 4 M’s, most important M is men or human resource. Therefore, an organization should continuously ensure that the dynamism, competency, motivation and effectiveness of its human resource remain at high level, which requires sound human resource management. In fact, one of the fundamental activity area of management is the management of human resource. Human resource scope now a day changed to human capital. This evolution is highly influenced via human relations schools by Mayo (1933)