An Assignment on

Human Resource Management

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Executive summary

The Personal Sources team was accountable for evaluating system elements that live beneath SAP
R/3 Personal Source features. Personal Sources consist of all system elements relevant to an worker's
Life-cycle while at an organization. These actions consist of the Business Framework, Cross-
Application Components, Business Management, Employees Growth, Employees Management,
Recruiting, Coaching and Events Management, Advantages, Settlement Management, Personal
Source Details System, Time Management, Paycheck Bookkeeping, Managers Pc, HR Funds and
Position Management, HR Work-flow, and Worker Self-Service.
Enterprise Structure
This structure is used to help in the confirming procedure. It is also used in identifying employees into
different categories to create them eligible or ineligible for particular procedures within each of the
individual segments of the SAP R/3 software.
Organizational Management
Organizational Management types the basis for the entire personnel preparing and development
system. The administration of architectural information helps research of the organizational structure
as well as organizational modifying. This component allows you to practice wide-ranging human
resources preparing, and enables you to create actual and suggested personnel circumstances
Introduction
Human Source Management (HRM) is the operate within an organization that concentrates on
recruitment of management and providing direction for the people who perform in the
organization. Personal Source Management can also be performed by line supervisors.
Human Source Management is the organizational operate that deals with the procedure of
people like compensation, choosing, performance management, organization development,
protection, health and fitness, benefits, employee inspiration, interaction, administration, and
training.
People are one of the key information into companies. The feedback offered by people to
companies comprises one of the aspects of manufacturing, along with capital, land and the
actual physical information of stock and equipment. Factors of manufacturing are those
information that are needed to create an organization effective, to enable it to maintain a
normal stage of performance. Apart from those companies which exist mainly for the
advantage of their associates such as Hendys individual societies, all companies use their HR
for effective reasons. All of the places we will consider in this section are designed to increase
human performance for the organization. It is a happy chance if this also requires fulfillment
and fulfillment for the HR themselves.
Hence Worker Interaction includes one's human body of perform involved with keeping
employer-employee connections that give rise to acceptable performance, inspiration, and
spirits. Basically, Worker Interaction is involved with avoiding and solving issues such as people
who occur out of or impact perform situations.
To see the importance of the employee regards we are going to discuss a actual research of
violence and pestering at perform in the perspective of HRM and Worker Connection
Management..
About Organization:
INTEGRATED AUTO PARTS LLC recognized in 1998 in Dubai, United Arab Emirates concerned in
the business of importing & re exporting of Auto Spare Parts from different parts of world
mainly from Europe during L/Cs via different Banks in UAE.
The firm has made a fantastic movement in its last 11 years of business having a capital of DHS
16,000,000.00 (DHS Sixteen Million only) banner towards its well-off future with name and
goodwill among its clients. The primary reason behind the growth and success is strong
professional commitments, hard work and dedication towards the business by all the
employees.
Organizational Background
Organization Profile.
The organization was established in 1998 in Dubai, United Arab Emirates involved in the
business of importing & re exporting of Auto Spare Parts from different parts of world
especially from Europe through L/Cs via different Banks in UAE.
The company promises to provide highest standard of spare parts so that our clients satisfied
with us keep strong relations with us in future as well.
Products.
We produce highest quality wheel rims, exhaust, cable harnesses, etc. For cars, buses and
trucks, trailers. Lowest prices for high quality goods and prompt service are our business motto.

Clients:
The company main client is ISACO (Iran Khodro Spare Parts Co) in Iran, Our imports are on the
basis of opening of L/Cs sight & L/Cs. Invoices, and we have very strong & firm relations with
our clients throughout the business years.
Vision:
To be the most famous and most leading Auto Spare Parts company in the GCC and Middle East
and to provide the high quality products to the users.
Mission:
IAP is the Auto spare parts company in the United Arab Emirates. The mission of this company
is to distribute auto spare parts by focusing on the brands of parts, its strategic partners, to
serve its customers and consumers, to satisfy the customers by creating the professional
management, marketing the products, developing the strategic alliances that are helpful in the
professional management, to develop the necessary expertise, using technology and financial
resources.
TOP LEVEL MANAGEMENT:
Mr. Mir Javad Yousaf Soleimani
Designation: Managing Director & Partner
Nationality: Iran
Working Experience: 12 Years
Mr. Seyed Hamid Seyed Ghassem Adabi
Designation: Partner
Nationality: Iran
Working Experience: 15 Years
The company is rep. Office of manufacturers operating from Dubai. We produce highest quality
wheel rims, exhaust, cable harnesses, etc. Like For cars, buses and trucks, trailers. Lowest prices
for high quality goods and prompt service are our business motto.
1. Research Methods.
Primary Data Research Methods:
Questions and their Answers, Meetings related to the research work, and interviews with the
specific person will be used for primary data collection.
Secondary Data Research Methods:
Documents related to research, Newspapers, Fact Sheets, Magazines related to research work,
Internet and the other company recourses will be used to collect the secondary data.

Discussion and analysis
1-Labor force trends .
This chapter broadly addresses the topic of employee relations and work motivation. It
examined theories and models of motivation that strive to answer the question of what
motivates and how is motivation harnessed. At the individual level of analysis, there is a
plethora of different approaches, most of which have some conceptual viability, empirical
support and practical use.
A critical task for future thinking and research is to integrate findings from diverse sources in
order to be able to produce a more coherent view of motivation, its content and mechanisms.
Contemporary research aspires to a more integrated perspective, but progress is slow due to
difficulties forming conceptual links and a difficulty comparing studies (due to non-
comparability of constructs and measurement). Some argue that motivation denotes, and is,
perhaps, best treated as an umbrella term pertaining to a set of motivational issues rather than
striving to pin it down as a precisely defined and measurable construct.
The psychology of group, team and leadership processes is also examined. It is frustrating to
find yet more theories and models within distinctive domains of investigation and a general lack
of cross-fertilization. Thus, whilst leadership processes are without doubt, inextricably linked
with group and team processes, there is little communication across these domains of research.
The psychological contract literature holds some promise for integrating considerations of
leadership with those of the motivated employee more generally. The leader may represent
the organization in the process of exchanging reward for effort and as such, may hold the key to
understanding motivational processes. The literature on group processes is also distinct from
the literature on teams and even the team building literature stands alone, as an isolated
consideration. Yet, there is an enormous social psychological literature on group processes
potentially relevant to our understanding of what constitutes an effective team.

2- Developments in employment law
The penalties for not being correctly staffed are costly. Planning staff levels requires that an
assessment of present and future needs of the organization be compared with present
resources and future predicted resources. Appropriate steps should then be planned to bring
demand and supply into balance. The central aim of modern human resource management is to
enhance the effective use, involvement and contribution of employees throughout the
organization. This, clearly, requires a great deal of information accretion, classification and
statistical analysis as a subsidiary aspect of personnel management. What future demands will
be is only influenced in part by the forecast of the human resource manager, whose main task
may well be to scrutinize and modify the crude predictions of other managers.
Industrial Welfare
Industrial welfare was the first form of human resource management (HRM). In 1833 the
factories act stated that there should be male factory inspectors. In 1878 legislation was passed
to regulate the hours of work for children and women by having a 60 hour week. During this
time trade unions started to be formed. In 1868 the 1st trade union conference was held. This
was the start of collective bargaining. In 1913 the number of industrial welfare workers had
grown so a conference organized by Seebohm Rowntree was held. The welfare workers
association was formed later changed to Chartered Institute of Personnel and Development.
Recruitment and Selection
It all started when Mary Wood was asked to start engaging girls during the 1st world war. In the
1st world war personnel development increased due to government initiatives to encourage
the best use of people. In 1916 it became compulsory to have a welfare worker in explosive
factories and was encouraged in munitions factories. A lot of work was done in this field by the
army forces. The armed forces focused on how to test abilities and IQ along with other research
in human factors at work. In 1921 the national institute of psychologists established and
published results of studies on selection tests, interviewing techniques and training methods.
Acquisition of other Personnel Activities
During the 2nd world war the focus was on recruitment and selection and later on training;
improving morale and motivation; discipline; health and safety; joint consultation and wage
policies. This meant that a personnel department had to be established with trained staff.

3- Workplace communication
Communication plays an important role in knowledge management. Employees are the
organizations brain cells, and communication represents the nervous system that carries
information and shared meaning to vital parts of the organizational body. Effective
communication brings knowledge into the organization and disseminates it to employees who
require that information. Effective communication minimizes the silos of knowledge problem
that undermines an organizations potential and, in turn, allows employees to make more
informed decisions about corporate actions.
An effective communicator must have a desire to communicate, which is influenced
both by ones personal values and the expectation that the communication will be
received in a meaningful way.
An effective communicator must have an understanding of how others learn, which
includes consideration of differences in how others perceive and process information
(e.g., analytic vs. intuitive, abstract vs. concrete, verbal vs. written).
The receiver of the message should be cued as to the purpose of the message, that is,
whether the message is to provide information, elicit a response or reaction, or arrive at
a decision.
The content, importance, and complexity of the message should be
Considered in determining the manner in which the message is communicated.
The credibility of the sender affects how the message will be received.
The time frame associated with the content of the message (long vs.short) needs to be
considered in choosing the manner in which the message is communicated
4- Technological changes
5- The employment relationship.


Evolution of HRM :
The progress of HRM can be tracked returning to Kantilla Artha Shastra where he suggests that
govt must take active interest in public and private enterprise. He says that govt must offer a
appropriate procedure for handling employee and employee regards In the middle ages there
were illustrations of leaders like Allaudin Khilji who managed the market and billed set prices
and offered set incomes to their people. This was done to fight rising prices and offer a
reasonable quality lifestyle during the pre-independence period of 1920 the business
partnership appeared. Many writers who have given the history of HRM say that HRM began
because of business partnership and the First World War.
The Sixties extended the opportunity of human resource beyond well being. It was a mixture of
well being, commercial regards, administration together it was known as personnel
management. With the second 5 season plan, heavy sectors began and professional
management became essential. In the 70s the concentrate was on performance of wile in the
80s the concentrate was on new technology, making it necessary for new guidelines. In the
90s the focus was on human principles and growth of people and with liberalization and
changing type of employees became more and more essential there by resulting in HRM which
is an progression of personnel management.
Scope of HRM/functions of HRM:
The opportunity of HRM represents all the actions that come under the advertising of HRM.
These actions are as follows
1. Recruiting planning:-Human resource preparing or HRP represents a procedure by which the
organization to recognize the variety of tasks empty, whether the organization has unwanted
team or deficiency of team and to deal with this unwanted or absence.
2. Job research design:-Another essential position of HRM is job research. Job research gives a
specific description about each and every job in the organization. Depending on this job
research the organization makes ads.
3. Recruiting and selection:-Based on information gathered from job research the organization
makes ads and posts them in the magazines. This is recruitment. A variety of programs are
obtained after the marketing is released, discussions are performed and the right employee is
chosen thus recruitment and choice is yet another essential position of HRM.
4. Alignment and induction:-Once the employees have been chosen an release or orientation
system is performed. This is another essential position of HRM. The employees are informed
about the background of the organization, explain about the organizational lifestyle and
principles and perform values and present to the other employees.
5. Coaching and development:-Every employee goes under system which allows him to put up a
better performance on the job. Coaching system is also performed for current team that have a
lot of encounter. This is known as refresher training. Coaching and development is one are
aware the organization usually spends a large amount.
6. Performance appraisal:-
7. Settlement preparing and payment
:-There are various guidelines regarding compensation. The HR is accountable to take care for
compensation of the employees.
8. Motivation, well-being, health and fitness and safety:-Motivation becomes essential to
maintain the variety of employees into the different methods to fulfill the employees so they
may do more performance.
9. Industrial relations:-Another essential position of HRM is keeping co-ordinal relations with
the partnership associates. This will help the organization to prevent attacks lockouts and
ensure sleek operating in the company
Conclusion
Conclusion and Recommendation:
To deal with violence as an organizational issue it is essential for the plan to concentrate
interest on avoiding the undesirable actions in general. If the plan just specializes in
individual functions of violence by named people an administration lifestyle of violence -
will not be handled. There must be a strong plan to deal with all these issues including
A declaration of commitment
A meaning of violence and harassment
Prevention measure
Duties of supervisors and supervisor
Trade partnership involvement
Contact officer
Information and training
In addition to the consequences on individual employees, violence at perform can also
have an impact on an organization. Victims of violence are likely to encounter from
stress-related diseases resulting in important stages of illness absence. Given that a
third of all illness absence is applicable to pressure; this can have a incredible impact on
companies. If situations outcome in a individual taking their company to an commercial
tribunal, which comes to the interest of the media, it can have a very bad impact on the
company's popularity. Any company who considers that the only way people will
continue to perform is if they are scared and nervous has got to be experienced with the
question of how they value and use their human resources.

References
References:
Research Methadology: Personal Interview and literature review (secondary data)
ABC Company dealing in trading (import/export in auto parts)
Dessler, Gary. Human Resource Management. 10th ed. Englewood Cliffs, NJ:
Pearson/Prentice-Hall, 2004.
Kleiman, Lawrence S. Human Resource Management: A Managerial Tool for Competitive
Advantage. Cincinnati: South-Western College Publishing, 2000.
Lado, A.A., and M.C. Wilson. "Human Resource Systems and Sustained Competitive
Advantage: A Competency-Based Perspective." Academy of Management Review 19,
no. 4 (1994): 699727.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive
Advantage. 5th ed. Boston: McGraw-Hill, 2006.
SHRM Online. Society for Human Resource Management. Available from
http://www.shrm.org.
Simon, H.A., The New Science of Management Decision, New York, NY: Harper and Row,
1960.
Swanson, E. B. and M. J. Culnan, "Document-Based Systems for Management Planning
and Control: A Classification, Survey, and Assessment", MIS Quarterly, 2, 4, Dec. 1978,
31-46.
Urban, G.L., "SPRINTER: A Tool for New Products Decision Makers," Industrial
Management Review, 8, 2, Spring 1967, 43-54.
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