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The objective of strategic resourcing
Strategic resourcing aims to ensure that the organization has the people it needs to achieve its business goals. Like strategic HRM, strategic resourcing is essentially about the integration of business and employee resourcing strategies so that the latter contribute to the achievement of the former.
Commitment and engagement
The notion of commitment as described above appears to be very similar if not identical to that of organizational engagement that, focuses on attachment to, or identification with, the organization as a whole. Are there any differences?
Some commentators have asserted that commitment is a distinct although closely linked entity. As cited by Buchanan (2004: 19), the US Corporate Executive Board divides engagement into two aspects of commitment: 1) rational commitment, which occurs when a job serves employees’ financial, developmental or professional self-interest; and 2) emotional commitment, which arises when workers value, enjoy and believe in what they do and has four times the power to affect performance as its more pragmatic counterpart. The Corporate Executive Board (2004: 1) indicated that engagement is ‘the extent to which employees commit to someone or something in their organization, how hard they work, and how long they stay as a result of that commitment’.
Motivation and job satisfaction
Job satisfaction can be defined as the attitudes and feelings people have about their work. Positive and favourable attitudes towards the job indicate job satisfaction. Negative and unfavourable attitudes towards the job indicate job dissatisfaction. It can be distinguished from morale, which is a group rather than individual variable, related to the degree to which group members feel attracted to their group and want to remain a member of it.
The meaning of motivationThe term ‘motivation’ derives from the Latin word for movement (movere). A motive is a reason for doing something. Motivation is the strength and direction of behaviour and the factors that influence people to behave in certain ways. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward – one that satisfies their needs and wants. The term ‘motivation’ can refer variously to the goals that individuals have, the ways in which individuals chose their goals and the ways in which others try to change their behaviour. Locke and Latham (2004: 388) observed that: ‘The concept of motivation refers to internal factors that impel action and to external factors that can act as inducements to action.’
Organization development strategyOrganization development strategy is founded on the aspiration to improve organizational capability, which is broadly the capacity of an organization to function effectively in order to achieve desired results. It has been defined more specifically by Ulrich and Lake (1990: 40) as ‘the ability to manage people for competitive advantage’. It is concerned with mapping out intentions on how the work system should be developed in line with the concept of smart working, on how the organization should be structured to meet new demands, on system-wide change in fields such as reward and performance management, on how change should be managed, on what needs to be done to improve organizationalprocesses involving people such as teamwork, communications and participation, and how the organization can acquire, retain, develop and engage the talent it needs. These intentions will be converted into actions on work systems development, structure design, the redesign of jobs and, possibly, OD-type interventions. The latter could take the form of action research, survey feedback and programmes for improving group processes and interpersonal skills, as described earlier in this chapter. The strategy can involve processes of integrated strategic change, as described below, and will be based on organizational diagnosis leading to the design of an organization development programme, as considered in the following sections.
The story of organization developmentThere are three chapters in the story of organizational development: the original version of the 1960s and 70s, the extensions and modifications to the original approach in the 1980s and 90s, and the new look at organization development of the 2000s.
Analytical and critical skills for HR Professionalsز Analytical and critical skills for HR Professionals. The effectiveness of HR initiatives and the processes of problem solving and decision-making in which HR practitioners are constantly involved.
Approaches to job designJob design starts with an analysis of task requirements, using the job analysis techniques . These requirements will be a function of the system of work and the organization structure. As described by Robertson and Smith (1985), the method can be based on the job characteristics model as follows:Influence skill variety by providing opportunities for people to do several tasks and by combining tasks.Influence task identity by combining tasks to form natural work units.Influence task significance by forming natural work units and informing people of the importance of their work.Influence autonomy by giving people responsibility for determining their own working systems.Influence feedback by establishing good relationships and opening feedback channels.
ان العديد من المؤسسات تقوم بتعريف مراجعة مستويات الاداء فيها بأنها فرصة جيدة لتطوير اداء و كفاءات الموظفين و فى هذا الخصوص لدينا مصطلحين نحتاج ان نفهم الفرق بينهما جيدا :Performance Improvement Plan و Individual Development Plan و هذا هو محور حديثنا اليوم الفرق بين خطة تطوير مستوى الاداء و خطة التطوير الشخصية