HUMAN RESOURCES MANAGEMENT

According to Armstrong 2006, “Talent management is the use of an integrated set of activities to ensure that the organization attracts, retains, motivates and develops the talented people it needs now and in the future” (Armstrong, 2006)  It is a systematic process that consists of continuous flow including the levels of recognizing the unoccupied positions, appointing the appropriate persons, equipping the persons with suitable skills according to the position and retaining them to achieve desired organizational goals. Furthermore, talent management is a business strategy refers to attract, develop and retain a superior workforce targeting a high level of performance through competitive advantage. Process of Talent Management •    Planning Initially, organizations should identify their actual requirements for human capital and develop the job scope targeting the next step of recruitment. •    Attracting Seeking for talented people who are with capabilities to ident

According to Armstrong 2006, “Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes, and assumptions that may not have been articulated but shape how people behave and things get done. Values refer to what is believed to be important about how people and organizations behave. Norms are the unwritten rules of behavior” (Armstrong, 2006) Every organization has its own exclusive social and psychological environment which represents the shared values, organizational behaviors, quality of products or services provided, as well as the vision, mission, goals, and objectives. It is hard to identify ideal and standard format for organizational culture hence it emerges and develops within the organization according to its values and behaviors. Generally, it is not being specifically defined or communicated among employees, but from the beginning of the employment, that means from the recruitment level, values, and features of the organizational culture bei

As explained by Locke in 1976, job satisfaction or employee satisfaction is an enjoyable or optimistic emotional level that occurs from the evaluation of a person’s employment or employment experience. It means job satisfaction is an attitude and self-motivating a feeling which an employee feels about his or her employment. Job satisfaction or employee satisfaction plays a major role in an organizational context since, efficiency, quality of work, profitability, productivity, employee commitment and as well as organizational success depend on the same. In an employee’s view, job satisfaction is important in areas such as salaries, employment stability, recognition, career development, rewards, healthy work-life balance, etc. In an employer’s view, employee satisfaction is essential since factors such as employment contribution, organizational performances, sustainability, retention and employee turnover are depending on the same. According to the findings of Hulin a

The base of the employment relationship is a mutual contract held between employer and employee. Employee and employer work together to achieve common organizational goals while employee provides skills, efforts and dedication to fulfill the needs of the employer and employer provide salary and non-monetary things such as recognition and career development opportunities to the employee in return within a legal framework. Strong employee relation is a key factor of organizational success which may cause high productivity, performances and employee satisfaction. Moreover, it can be used as an effective tool when handling grievances and labor-related matters arise within organizations. According to the findings of Macneil(1985) and Rousseau and Wade-Benzoni(1994), employment relationships can be divided into two components as Transactional contracts and Relational Contracts. ·          *  Transactional Contracts – It is a financial contract which is limited for a selected

Reward management can be explained as an extension to HRM strategies and policies rewarding employees fairly and equitably according to their value to the organization. It is a systematic process which targets to achieve organizational goals while fulfilling the needs of stakeholders including employees. Reward Management connects with the design, implementation, and maintenance of the reward system in an organizational context. Reward management is some kind of psychological and the motivational process that concerned about both financial rewards (salary and payroll, Increments, bonuses) and non-financial rewards (recognition, appreciation, training, and development) According to Armstrong (2006) “reward system consists of, ● Policies that provide guidelines on approaches to managing rewards. ● Practices that provide financial and non-financial rewards. ● Processes concerned with evaluating the relative size of jobs (job evaluation) and assessing individual perfor