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Key Elements of the HRM Challenges in the Technology Era 21st Century

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  Key Elements of the HRM Challenges in the Technology Era   21st Century Abstract There is a strong belief that the roots of the Human Resource Management discipline were extracted from organizational psychology discipline. However, there are some challenges for successful organizations to achieve their goals. The wise organization leadership relies on human capital development and enhancement as they are the real engine of any day to day work. This paper aims to investigate the Challenges of Human Resource Management Professionals in COVID-19 Pandemic and Human Resource Management Challenges in the 21st century (technology era). Highlighting the importance of human resource manager’s challenges are the main objectives of this paper as well as the HRM influencing factors. Also, it is trying to elaborate on the challenges caused by COVID-19 and the recent 21st century.  Introduction No doubt, human resources management is the beating heart of any successful organization with an insight
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Tacit Knowledge Vs. Explicit Knowledge

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  Difference Between Explicit Knowledge and   Tacit Knowledge Knowledge refers to the facts, information, awareness and understanding gained by a person through experience, education or learning. It is broadly classified into two main categories – explicit knowledge and tacit knowledge.  Explicit knowledge  is the structured set of information which can be recognized, recorded, stored and shared. We all know that every person gains something from the surroundings, circumstances, incidents, patterns, observations, etc. This is what we call personal experience, which forms the base for  Tacit Knowledge . It is an unrecorded, hidden and unstated huge depository of knowledge, which is possessed by every person. The basic difference between explicit knowledge and tacit knowledge is that explicit knowledge is already codified, whereas tacit knowledge is rooted in the mind. Comparison Chart BASIS FOR COMPARISON EXPLICIT KNOWLEDGE TACIT KNOWLEDGE Meaning Explicit Knowledge is one which can be
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THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING

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  THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING Introduction The human resource function sometimes fails to play a major role in the organization’s strategy formulation process because. of the planning inadequacies of human resource executives. However, planning difficulties are not unique to such executives. Indeed, managers from all functional areas havewith strategic planning. This section will review these general problems and will address the specihuman resource management. Planning Problems it is well known that managers are action oriented, often preferring the action of decision-making or problem-solv in In contrast, part of the planning process is done isolation. There is a lack of feedback or knowledge of results for prolonged periods of time. Further, it is difficult to justify the time needed for planning in relation to more immediate problems that press for solutions. Thus, in spite of its value, many managers do not like to plan. In addition to these general planning
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FACTORS EFFECT FOR INTERNATIONAL DEVELOPMENTS

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 INTERNATIONAL DEVELOPMENTS 1.Global Competition Companies competing on a global basis will need to use worldclass labor to obtain the quality needed for some product markets. For example, the Dana Corporation uses it  trainingprograms to develop employees who can produce at the level of world competitive standards. One of Dana’s accomplishments has been to develop some of its U.S. workers into world-class machinists.129 One large food manufacturer has obtained specialized world-class information services by having programming done in Mexico and routing work done in England. Moving foreign nationals across international boundaries is another approach for highly skilled individuals. However, the use of U.S. expatriate workers in overseas holdings may be declining. In some U.S. companies with large overseas holdings, the number of U.S. expatriate workers is relatively small. For example, during one year, Honeywell had 27,15  employees overseas but only approximately 200 were U.S. citizen
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INVESTMENTS IN TRAINING AND DEVELOPMENT

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INVESTMENTS IN TRAINING AND DEVELOPMENT Current Practices in Training Investments As indicated earlier, heavy investments in training will be necessary for future strategies and competitive advantage. Nonetheless, U.S. companies seem to lag behind the practices of companies in several other industrialized countries. For example, a study by the Congressional Office of Technology Assessment reported that “auto workers in Japan receive more than three times as much training each year as workers in American-owned assembly plants in the U.S.” U.S. workers not going on24 to college do not receive the training of their counterparts in other industrialized countries. In contrast, technical workers in other industrialized countries are often trained in well-developed apprenticeship programs. Approximately 59 percent of the German workforce has been trained through 25apprenticeships. In Japan, new employees often receive months of training by their employers. Japanese companies are investing i
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Bundling Employee Resourcing and Talent Management

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Talent Management Introduction   The systematic attraction, deployment and development of individuals who are of particular value to the organization, either because they fulfil critical roles, or they possess high future potential.’ CIPD (2015) Bundling Employee Resourcing and Talent Management   A broader strategy for Resourcing and Talent Management would entail what is called “bundling” processes which cohere and mutually reinforce one another, which also aligning with the overarching strategy of the organization. Talent Management pipeline Armstrong proposes the following elements: Workforce planning Employee value proposition Resourcing plans which are integrated with a sense of practicality of recruiting the capabilities externally, the degree to which internal staff can be developed and a clear view of the  shortfall Retention strategy. Armstrong offers a set of elements which might support the talent management pipeline: A resourcing strategy (linked in to th
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Issues in international HRM

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Issues in international HRM The issues that affect the practice of international  as distinct from domestic HRM are the impact of  globalization, the influence of environmental and  cultural differences, the extent to which HRM policy  and practice should vary in different countries  (convergence or divergence), and the approaches  to employ and manage expatriates.   Globalization is  a term used to describe how trade and technology have made the world into a more connected and interdependent place . Globalization also captures in its scope the economic and social changes that have come about as a result. Globalization is the process of international economic  integration in worldwide markets. It involves the  development of single international markets for  goods or services accompanied by an accelerated  growth in world trade Any company that has economic interests or activities extending across a number of international boundaries is a global company. This involves some issues not p
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Relationship between T&D and Organizational performance

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 Relationship between T&D and Organizational performance Training refers to the process of increasing the knowledge, skills, and abilities of employees for doing work.   Development refers to the overall growth of the employees .  Tr aining & Development helps the employees in gaining the right set of skills and abilities to perform better and thus improve their performance . Training programmes also help the employees to improve their attitude towards the work, which is also an important factor necessary for improved performance. o Prepares for upcoming challenges o Fosters Leadership o Growth of the company o Increase knowleedge, skills attitudes of employees o Increased quality and quantity of work performance o Decrease absenteeism and turnover rates o Increase job satisfaction o Reduced wastage  Organizational performance   Employee performance   Employee Skills, Knowledge and Attitudes   Employee learning, education, and     training
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Coaching Vs Mentoring

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                                        Coaching Vs Mentoring C OACHING IS A PERSONAL (USUALLY                               ONE-TO-ONE) ON-THE-JOB                 APPROACH  TO HELPING PEOPLE     DEVELOP THEIR S KILLS                 AND  LEVELS OF COMPETENCE .        Measures Performances     Coach drives the relationship   Coaching can be standardized Introduction HR professionals need skills in coaching and mentoring to fulfil their important responsibilities for enhancing the knowledge and skills of employees and for providing guidance to line managers on conduction. Coaching Coaching is a personal (usually one-to-one) approach that enables people to develop their skills and knowledge and improve their performance. As Whitmore (2002: 8) suggested: ‘Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them.’ Clutterbuck (2004: 23) noted that: ‘Coaching is primarily focused on performance within the current
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