assignment on training and development of a company

Training and Development

(Revised: 10/2021)

Training and Development (T&D) assignments are temporary assignments to provide an employee with training and experience to move to a different occupational field. A T&D assignment is a formal agreement between the employee, the current supervisor, and the new supervisor. The duration of agreements can vary in length but shall not exceed twenty-four (24) months. The duration may also be the length of experience needed to meet the minimum qualifications.

No T&D assignment may be extended beyond twenty-four (24) months, with the exception of T&D assignments for employees in a less than full-time time base position, who may continue their T&D until they reach the equivalence of twenty-four (24) months.

Government Code Sections 19050.8 and 19400-19401 , California Code of Regulations (CCR), State Personnel Board (SPB) and California Department of Human Resources (CalHR) provide laws, rules, regulations and policy that govern, authorize, and define T&D assignments.

It is the policy of the Department of General Services (DGS) to utilize T&D assignments in order to facilitate an employee’s entry into new occupational fields, help prepare employees for a future promotion, and provide a process for the movement of lower-paying positions into technical, professional, and administrative level positions by providing an opportunity to meet the minimum experience qualifications.

The following standards and guidelines are embodied in the laws and regulations governing T&D assignments.

T&D Assignment Eligibility

Eligibility for T&D assignments require the employee be a state employee, and have permanent status in their current classification, with no break in service due to a permanent separation since that permanent status. The employee may, but is not required to, satisfy the minimum qualifications of the T&D classification. The employee shall possess any licensure, certificate, or similar credential that is a component of the minimum qualifications.

An employee may apply and be selected for a T&D assignment without the agreement of their current appointing power. The receiving appointing power must notify the loaning appointing power of the nature and length of the T&D assignment. The loaning appointing power may hold the employee no more than fourteen (14) calendar days after the date of the written notice. Pursuant to CCR, Title 2, Section 438.5, Termination and Corrective Action by Executive Officer, any participating agency or employee may terminate a temporary assignment or loan at any time for any reason.

Selection Process for T&D Assignments

Pursuant to California Code of Regulations (CCR) Title 2, Section 439.3 (a), CCR Title 2, Section 249.1, and CCR Title 2, Section 439 (b), the selection process for a T&D involves the use of job-related criteria and any other selection instrument or procedure designed to objectively and fairly, evaluate and compare the candidates.

T&D Classification

T&D assignments may be made to any of the following:

The same classification as the employee’s current classification, but a different position.
A different classification with substantially the same salary range as the employee’s “from” classification.
A different classification with a promotional salary range provided that:
The higher salaried class is the class in the employee’s desired occupational area that will provide the appropriate training experience.
There is not another class nearer in salary to the employee’s current class that will provide the appropriate training experience. If such a class exists, that class shall be used for purposes of the T&D assignment.
The higher salaried class is not in the same class series as the employee’s current class, unless the T&D assignment involves an apprenticeship program approved by the Department of Industrial Relations, Division of Apprenticeship Standards.
A different classification with a demotional salary range provided that the assignment to the lower class is not used where other action, such as voluntary demotion, medical demotion, corrective action, or disciplinary action, is relevant to the employee’s situation.

Note: While on a T&D assignment the employee remains in the civil service classification they were in prior to accepting the T&D.

Procedure

T&D Initiation

The following chart outlines the procedure to initiate a T&D Assignment:

Completion of a T&D Assignment

After completion of a T&D assignment, the employee will satisfy the minimum qualifications of the target classification and may be appointed to the target classification after taking the exam. It is crucial to note that the employee should not take the exam prior to meeting the minimum qualifications.

In accordance with CCR, Title 2, Section 439.4, after completion of a T&D assignment, the employee shall have the absolute right to return to their former position. However, an employee who successfully completes a T&D assignment in a different position, regardless of whether the classification is the same or different, or whether the appointing power is the same or different, may be appointed to the same position in which they served the T&D assignment, provided that all of the following apply:

The appointment is by way of transfer, list appointment, or demotion.
The employee satisfies the minimum qualifications of the classification.
The employee competed for the assignment pursuant to CCR, Title 2, Section 439.3 and the assignment was advertised pursuant to CCR, Title 2, Sections 249.1, 249.1.1, and 249.2, unless otherwise exempted.

After an employee is appointed, they will serve the applicable probation period, unless the employee has already served in the same class under the same appointing power.

The following chart outlines the procedure to transition an employee to permanent at the successful conclusion of a T&D assignment:

Apprenticeship Programs

A T&D assignment is utilized when an employee is selected to participate in one of the Apprenticeship Programs at DGS. At the conclusion of a T&D assignment for an Apprenticeship Program. the employee performing the assignment shall be mandatorily reinstated to their previous position, rather than being appointed to the target classification in the position they served the T&D in. Since the candidate will be returning to their previous position number at the end of the Apprenticeship Program, the previous unit/division shall fill behind the employee as limited term. The program can begin the recruitment process for the position that the apprenticeship T&D position is tied to approximately sixty (60) days before the conclusion of the apprenticeship T&D assignment. Please note, the candidate selected to fill the vacancy left by the apprenticeship T&D assignment ending cannot be appointed to the position until the day following the end date of the T&D assignment. The T&D Assignment Agreement that was provided to program and the employee will specify the end date of the T&D assignment. The Personnel Officer will notify the employee that the T&D assignment will be ending and the date the employee will return to their previous position.

The following chart outlines the procedure to mandatorily reinstate an employee to their previous position after a T&D assignment:

DGS OHR 1089 - Training & Development Assignment Agreement

Government Code Sections

19050.8 – Appointments
19400-19401 – Upward Mobility

California Code of Regulations

249.1 – Advertising for Job Vacancies
Article 19.1. Temporary Assignments or Loans
437 - Definitions
438.5 - Termination and Corrective Action by Executive Officer
439 - Purpose of Training and Development Assignments
439.1 – Eligibility for a Training and Development Assignment
439.2 – Training and Development Classification
439.3 – Selection Process for Training and Development Assignments
439.4 – Completion of a Training and Development Assignment

Other Reference Materials

Bargaining/Contracts

Responsible Control Agencies

Department of Human Resources
State Personnel Board

Department of General Services Office of Human Resources

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Unit 21 Training & Development

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Preview text, unit 21 training & development - subha ghosh, assignment and business introduction.

In this assignment I will be exploring how training and development is the key to running a successful business. BMW (Bavarian Motor Works) is a world leading, big manufacturer of luxury automobiles and motorcycles, Public limited company. As well as one of the Germans big three manufacturers of luxury automobiles. It was founded by Karl Rapp, Camilo Castiglioni, Gustav Otto, and Franz Josef Popp, on the 7th of March 1916 in Munich, Germany. They began producing aircraft engines in 1913 (during WW1). Before the business was known as BMW, it was originally known as ‘Rapp Motorenwerke’ and then in 1917, the company became known as Bayerischer Motoren Werke GmbH (BMW), which is what is known as today. BMW operates 30 productions in 14 countries and has a global network in more than 140 countries.

Reasons for training in a selected business

Training is the process of learning the skills and/or knowledge for a particular job or activity, this job oriented. Whereas Development is a process that creates growth, progress, positive change or the addition of physical, economic, environmental, social, and demographic components, this is career oriented. BMW uses training to fulfill business objectives. The distinct reasons for training are: Strategic, Operational, Individual, and Departmental.

Strategic is an outline of the actions and decisions a company plans to take to reach its business goals and objectives. This defines what the business needs to do to reach its goals, which can help guide the decision-making process for hiring and resource allocation. This contains; increased profit, Market leader, and Increased turnover.

Increased Profit

BMW can Increase profitability by improving customer service, as this will give them a better relationship with the consumers as well as the opportunity to gain more consumers. Customer service training would help improve customer service.

Increased Turnover

BMW can Increase their turnover by increasing their sales volume, as this would improve services and secure customer loyalty. Sales training would help improve sales, as it makes sure they do their job effectively.

Market Leader

BMW could increase market share by increasing innovation, as this would help create new products and services as well as developing products. Innovation could also help develop how the business operates, to encourage this BMW could train their staff through a development programme.

Operational

Business operations refer to activities that businesses engage in daily to increase the value of the enterprise and earn a profit. This includes: productivity, Health & Safety, Workforce Flexibility, Modern technology, Legislations, Internal Promotions, Employee Motivation & Performance.

Productivity

Productivity measures how efficiently production inputs are being used in an economy to produce a given level of output. Increasing productivity would lead to employees producing better quality service and goods, which would help increase BMW’s revenue and growth. Giving staff productivity training would increase the team's efficiency and improve their skills so that they can produce better quality work.

Health and Safety

Under health and safety law, employers have a duty to consult with their employees, or their representatives, on health and safety matters. Health and safety training will contribute towards making your employees competent in health & safety, which would reduce the risk of having accidents. In addition, the Health and Safety at Work Act 1974 requires that BMW provides information, instruction and training is needed to ensure, so far as is reasonably practicable, the health & safety of your employees.

Workforce Flexibility

A flexible workforce describes a staff that is optimized for when it is needed. This flexibility can mean multiple things depending on the business. A flexible workforce could be a mix of full-time, part-time, and temporary employees for BMW. BMW could train their managers to help them develop their performance management through manager training and train their employees to help their communication with communication training. They could do interpersonal skills development for the team.

Meet Customer Service Targets

This target measures its progress on a long term objective of good quality customer service. BMW stated that ‘Ready to go the extra mile to satisfy the needs of our customers’ This gives BMW the opportunity to see what they should improve on to make sure they exceed the customer expectations; this also helps gain customer loyalty and helps BMW gain potential customers.

As time goes on BMW would continue to change and develop as well as external factors that could impact the business, so individuals would need to enhance their skills and knowledge. This includes: new procedures/ business change, new job role, new equipment/ technology, new products/ services, new range of customers.

New procedures/Change

New procedures or business change could mean that staff's roles and responsibilities could change as well as external factors, which could mean that staff would gain new skills or must develop on the skills they have. Change could increase the efficiency of work processes, which could improve customer service.

New Job Role

When staff get promoted, they will take on new tasks and responsibilities, which would mean that they would have to acquire new skills or develop on existing skills, they would also need to gain more knowledge on the new task they would be taking on. To help staff they could undergo promotional training which helps prepare potential candidates to handle more responsibilities and duties, to help the individual be more eligible.

New Equipment/ Technology

Since BMW is a manufacturing company, they would be introducing new equipment and technology, so it would be important for every individual to understand and know how to use the new equipment, this can be done through training.

New product/ Service

As BMW is continually innovating and producing new products, which would mean their employees would need training to enhance their knowledge on the new products or services, for the products and services to be successful. Giving training to staff on this would give the product more opportunity to be successful and give staff more confidence when selling.

New range of customers

BMW diversified their products to attract different customers with different tastes. Such as BMW having different model series of a product, like sedan style models are given three series which include 3 series, 5 series, and 7 series. By producing different types of products this would attract customers and increase sales.

How a selected business identifies Training needs

Training needs analysis.

I will now be describing how BMW as a business identifies training, through the process of Training needs Analysis.

Training needs analysis (TNA) is a process that a business goes through in order to determine all the training that needs to be completed in a certain period to allow their team to complete their job as effectively as possible, as well as progress and grow.

Why do businesses carry out TNA?

Businesses would carry out training and Analysis as this is cost and time effective as you can allocate budgets for training and development effectively, which can maximize impact on return on investment for BMW.

TNA helps review staff's current skill level, which would help BMW understand where staff needs improvement on their skills or knowledge. This would allow BMW to aid their staff to develop their skills and knowledge.

It helps BMW gain or review new skills that would help them aid their business to success. In addition, TNA would be beneficial as this would help BMW areas of their important priority.

BMW would have a TNA process like the one below:

This is a formal assessment of something with the intention of instituting change if necessary. BMW would use reviews to analyze their employee's skill level and work habits. They could do this by: Direct observation, questionnaires, consultation with persons in key positions, interview, Interpret Key performance indicator, work samples, assessment/survey, focus group, or review of relevant literature.

Assistants/Shadowing

This is where an individual from an area of the organization works alongside and acquires experience in the position of another employee, as well as get insight into that specific work area. BMW would allow the new employee to accompany another employee from the sales sector to observe what they do in their daily activities.

This is a training approach in which a more experienced or competent individual gives advice and direction to an employee in order to help enhance the individual's abilities, performance, and career. BMW’s managers or leaders can help teach a trainee to enhance their level of skills, abilities and performance.

Apprenticeships programs

The Apprenticeship Training programme is the combination of on-the-job training and the classroom training, wherein the workers earn while learning the skills required for performing the specialized job. As BMW is a manufacturing business then each employee would need to carry out this program. The apprenticeship training programme lasts for 4-5 years until the worker becomes an expert in his field.

Job rotation

Job rotation is the systematic movement of individuals from one job to another inside an organization to meet various human resources objectives such as onboarding new employees, training them, advancing their careers, and avoiding job ennui or burnout. An administrative employee might spend part of the week looking after the reception area of a business, dealing with customers and enquiries.

Mentoring/ Buddy

It's a flexible relationship which allows for social discussions. A buddy is available to provide advice and support to ensure a smooth transition. It's a more formal, structured process with the mentor often being at a higher level in the organization or has previous experience.

Temp/Interim/ Acting/ Roles

This is management that is providing management resources and expertise on a temporary basis. This may be defined as the temporary appointment of a proven heavyweight interim executive manager to lead a company during a period of transition, crisis, or change.

Progression schemes

A progression plan is the most obvious solution to your employees' desires for greater personal development opportunities. This should lay out a clear pathway of continuous growth which both you and the specific team member can reference to observe progress.

Peer training

Peer training may be used for a variety of reasons, including new recruits who need to learn the business from the bottom up or a team that is lacking in a certain skill. This is a training method in which your employees are the instructors, and they train their coworkers.

External Training

External training includes 'open' programs, in which one or more of your employees attend training that

has been publicized. 'Closed' programs, in which you commission training to be provided only to your employees.

The types of external training:

 E-learning/Online courses  Vocational & Professional courses  Seminars  Conferences  Workshops

E-learning/ Online courses

A learning system based on formalized teaching but with the help of electronic resources is known as E learning. While teaching can be based in or out of the classrooms, the use of computers and the Internet forms the major component of E-learning. During covid lockdown BMW could have set up online courses/E-learning, for their employees, so that they are still active.

Vocational & Professional courses

A vocational course is a training programme which focuses more on practical work, rather than traditional academic exams. The 'Vocational' part of the name refers to the fact that this course prepares you for a vocation - a particular skill set required in different types of jobs.

A seminar may be defined as a gathering of people for the purpose of discussing a stated topic. Such gatherings are usually interactive sessions where the participants engage in discussions about the delineated topic. BMW can do a seminar to discuss ideas or their opinions on a topic related to the business.

Conferences

A meeting of two or more persons for discussing matters of common concern the president is in conference with his advisers. BMW holds annual conferences, as on 17 and 18 March 2021 the BMW Group Annual Conference 2021 took place.

An interactive session, often taking a full day or more, in which clients, researchers and/or other participants such as customers work intensively on an issue or question. The process often combines elements of qualitative research, brainstorming and problem solving. For example, BMW could use workshops to motivate or enhance team building skills.

In the first week, the new employee will have the chance to meet immediate colleagues and others in other departments. It is a good idea to determine how much information should be offered to the new employee and who will be introduced to him or her. It will be necessary to introduce the new employee to many of your company's policies and procedures in the first week. Other procedures can be discussed in subsequent weeks. Priorities which ones are important and introduce them in your first week.

A new employee's induction process should continue through the first month and beyond once the basic elements have been completed and they are familiarizing themselves with the company and developing relationships with their colleagues. It may also incorporate reviews of progress and learning, as well as giving the new employee certain tasks and allowing them to take charge of their own learning. During their learning and growth process, it is imperative that new employees feel accepted and appreciated in your organization.

Internal and External training

Internal training has its advantages and disadvantages that comes along with it. The advantage of internal training is that it is more convenient to train employees, it is cost effective for BMW. Team building opportunities would help Kendric collaborate with his coworkers, which would help boost his productivity. In addition, the training course material may be tailored to the demands of the organization. This enables professionals to obtain more targeted training that is relevant to the business challenges that their organization may be experiencing. As a result, this training can be customized to fit the company's needs.

On the other hand, internal training could make Kendric feel added pressure, burden or distraction, with balancing work and training, this could lead to Kendric's demotivation or decrease in work performance. Internal training might become inactive if it is not improved on a regular basis. In this case, Kendric may be disinterested in or not take the training seriously, which would negatively impact BMW. There are no networking opportunities as everybody would already know each other. In addition, there could be potentially outdated content, which could lead to Kendric not getting up to date or accurate information, which could lead to some complications.

External training would help benefit Kendric, as it is frequently performed off-site, the environment would change, this change of environment will assist Kendric to focus, preventing him from being drawn back into work, and provide a chance for networking. They can learn and network with people in similar jobs and enterprises. An outsider approaches your workers with no preconceived notions about them or the firm. This implies they may identify inefficiencies or possibilities for development inside the organization. They will also have worked with a variety of firms and people, giving them a distinct viewpoint. In addition, while Kendric is situated to teach personnel when the training is directly connected to your business, it is more beneficial to search for this elsewhere. Professional trainers and coaches possess the necessary abilities to educate and train.

However, using external training would mean an increase in training costs, it is more expensive than internal training, there are additional costs and expenses. It is time consuming as it can take long to organize. Moreover, generic training offered by an external source will not perfectly meet the needs of any organization.

Evaluation contribution training and Development has had in a selected business

Achieving their objectives.

In this section I will be evaluating the contribution that the training and development make to fulfilling the objectives of BMW.

The objective of BMW is to be profitable and to enhance long term value from a technological, structural and cultural perspective. It is also to become the world's leading provider of premium products and premium services for individual mobility by 2020 and upgrade assembly operations to manufacturing. Pursue hybrid technology and effectively introduce Hydrogen automobiles in the next ten years, as well as product expansion through co-branding future items. Their company slogan is ‘The Ultimate Driving Machine’.

Firstly, training and development has positively contributed to BMW achieving its objectives of increasing products or services by 10% each year. BMW uses a training program and/or course on their staff to equip them to understand and leverage innovation framework, and techniques, and helps them explore deeper within for innovative ideas. In this course, their employees would learn how to align resources and processes to develop an innovative culture, assess new opportunities and potential threats in their industries, and harness disruption to position their organizations for growth. By training the staff it could stimulate strategic thinking, which would enable them to produce more ideas for new products or services, this ensures that productivity within the business will increase, as well as BMW's growth and performance. In addition, training the staff on innovation would help gain more customers, and the opportunity to have a world dominated innovation. This allows BMW to gain more innovative products or services, which would help increase the likelihood of BMW achieving the objective of increasing products and/or services by 10% each year.

Another objective of BMW is to become the market leader in premium manufacture of automobiles and motorcycles. To do this BMW has an effective leadership training program course, this is teaching their employees the power to influence their coworkers, they will also learn to motivate their team and gain effective methods of influence, which would direct the employees with a strategy to meet the company's needs. In doing so it would influence the increase in productivity of the workforce, as it would encourage the employees to strive to develop their skills and new skills. This would also help increase employee engagement and reduce staff turnover, as well as enable better decision making. By doing this it would attract elite talent to the brand, enriches BMW’s content marketing strategy. The effectiveness of the leadership training course would help increase the possibility of BMW achieving its objectives of becoming the market leader in premium manufacture of automobiles and motorcycles.

Moreover, an objective for BMW is to reduce costs by 20%. Training and development would have a negative impact on BMW being able to achieve their objectives. BMW holds courses and they hold conferences and get together at times. The costs of the venue, accommodations, travel (for the employees that do not live locally), meals, audio equipment, as well as the cost for employees attending, the overall costs would be very expensive. In addition, the cost of the courses for the staff would also be expensive. Depending on the venue catering would be provided. As the costs are expensive this could limit how much BMW could spend on resources and it could decrease the economies of scale, this could reduce the opportunities that BMW could gain in the future. Overall, this could be very expensive so training and development may impact BMW in a negative way, as it could limit BMW’s expenses in other things.

To help reduce costs by 20%, I recommend that BMW use video conferencing, or virtual training and

This would outline the objectives, needs, strategy, and curriculum to be addressed when training users on the new or enhanced information system. In order to plan, this would imply time and resource investment before reaping any rewards. BMW may have a training department with the necessary expertise to conduct an internal TNA, or it may have a budget that permits it to hire the services of an external business to conduct a TNA. BMW would use the investment to their benefit to make sure that the training meets their standards, and it is effective so that they would have a good outcome.

Training evaluation is the systematic process of analyzing if training programs and initiatives are effective and efficient. Trainers and human resource professionals use training evaluation to assess if employee training programs are aligned with and meet the company's goals and objectives. A training programme is evaluated to determine whether it met its objectives or not. Analyzing the training event with suitable assessment tools may significantly enhance the outcome of future training. To evaluate their employees BMW uses assessment training and course feedback.

Delivery is the presentation of discussions, demonstrations, and exercises or activities that will help the learners gain the required knowledge and skills for performing a task or learning a subject.

Trainers, Training space, Audio visual equipment, Refreshments, Technology, can have an impact on the delivery costs for training.

The trainers can have an impact on the delivery costs of training, as budgets may vary if the training departments charge the other department of developing training courses. In addition, if the trainer levels of expertise are high then the cost would be high, as the cost of external trainers can vary depending on the level of expertise. However, if BMW has their own internal training department they will have a budget in place to cover the expense of hiring training personnel.

Training spaces, such as the location and venue impacts costs. Depending on the venue the costs may vary, as hotels in big cities will come at a high price, but it could be cost effective. If BMW has another space or room, they can organize their own venue in the company, which would mean they wouldn’t have to spend much.

Audio visual equipment, such as laptop and projector. In some venues they would provide the business with the training equipment needed.

Refreshments may be provided in most of the venues that the business hires. If they arrange their own, then they would have to provide the catering.

Technology should be provided at training centers depending on which one the business hires as some may have bad service or have slow Wi-Fi, which could cause complications. Any other specialized technology would be an added cost.

Programme Design & Development

Programme design the training to ensure that it is appropriate for purpose and will benefit the company and individuals. Setting objectives, developing learning materials, handouts, activities, and exercises that

consider a range of learning styles and preferences of individuals attending the training are all part of this process.

Purchase of training materials, such as workbook, script notes, handouts, slides, and more. Purchasing off-the-shelf materials, products that have already been created, packed, tested, and are ready to use can be expensive. BMW could develop their own training material which would come out cheaper.

Purchase of supplies such as pens, markers, paper, projectors and more. Most of them would be essentials, as a result, the trainer must determine what materials to purchase with the money.

Recommendation

Programme design and development

From the research and knowledge gained, I recommend that BMW focuses on programme design and development as purchasing the materials and resources needed altogether is expensive which could mean that BMW could miss out on opportunities to purchase other things that they might need. To reduce the amount of money that they should spend they could do this through internal training as they could send most of the resources via email, this would reduce the amount they spend, increasing their chances of gaining other resources or equipment.

For delivery I recommend that BMW does external training as then this way they could do virtual training, this would reduce the cost of audio visual, equipment's, and refreshments, allowing them to use the costs for other resources.

I recommend that BMW for evaluation does paper feedback to reduce the cost of doing course feedback or the company could do group discussion on feedback, which would mean that they would not have to spend money on assessment training. In addition, this could be more time efficient and effective if used successfully.

I suggest that instead of BMW doing external TNA they could do internal TNA, this would allow the employee to discuss matters among themselves in the company. This could also allow individuals to identify knowledge gaps before they become an issue, as a team.

To conclude, there are many factors that impact the costs, and there are positive and negative reasons for using external and internal training that could impact BMW. These could also impact BMW's success; however, this depends on whether BMW can successfully carry out external or internal training in the most effective way that would benefit the employees.

Multiple Choice

Module : BTEC Level 3 Business (Unit 8)

University : nottingham trent university, this is a preview.

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HR ASSIGNMENT TRAINING AND DEVELOPMENT ASLAM NALIR NAMAD31

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The paper discusses the significance of Human Resource Management (HRM) in achieving competitive advantage in organizations. It emphasizes the concept of Human Capital and its role in aligning organizational goals with human resource strategies. The discussion includes training and development as essential components for succession planning and employee motivation, while also reflecting on the importance of integrating HRM processes across various departmental functions to foster a culture of entrepreneurship and innovation within the organization.

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The paper delineates the role effectiveness of culture, values and traditions in the present day business scenario particularly in the Indian context. Whatever might be the change in any field, the prime element is “human beings”, who should not be brushed aside as normal or simple factors. The discussion clearly brings out the fact that the whole transformation on HRM practices portrays a travel from idealism to realism and from the „employees” ascending the status of “co-owners” to match the galloping changes in the sphere of people management practices per forced by the objective of harnessing the best talent, a scarce component commanding an unparalleled demand. To harness and attain this kind of workforce, it is essential for all organisations to have a bastion in terms of the culture, values and attitudes amongst their employees. This paper attempts to accentuate on these vital aspects and their impact on the organisational culture as a whole.

Journal of Modern Accounting and Auditing, September 2017, Vol. 13, No. 9, 412-420 doi: 10.17265/1548-6583/2017.09.004 , 2017

Any enterprise now is a significant part of the world economy both in terms of trade and employment. The performance of a business organisation is in part dependent on the capability of its human resource (HR). The knowledge and experience of employees is a source of competitive advantage, however, whether this is realised or not may depend on having the right HR policies. Managers therefore seek to implement best practice, and in multinationals there is the potential for intra-organizational learning across national boundaries. The human being is the most important element in the development process and its ultimate goal. Attention to the management of human affairs and the effort to make man an effective contributing member in the development plans within organizations, is the responsibility of those working in the field of human resources management (HRM) which has become a distinguished field of management worldwide and plays an important role especially in the developing countries. This study discussed personnel management to HRM and how HRM functions.

isara solutions, 2019

HRM is the process of managing people in organizations in a structured and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities. This is the traditional definition of HRM which leads some experts to define it as a modern version of the Personnel Management function that was used earlier.

The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

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