The significance of human resource development increases every day, so it is very important to promote and administer human resource development with a long-term perspective, and to integrate research into policies, turn vision into action, changing the curriculum, formal mentoring, informing about technological change, and involving the society in decision-making. (Khan, 2007) According to Peter F. Druker, 'the prosperity, if not the survival of any business depends on the performance of its managers of tomorrow'. The human resource should be nurtured and used for the benefit of the organisation. The effective performance of an organization depends not just on the available resources, but its quality and competence as required by the organization from time to time. The difference in the level of performance of two organizations depends on utilization value of human resources. Moreover, the efficiency of production process and various areas of management depend to a greater extent on the level of human resources development. The more important aspects of human resources are aptitude, values, attitudes and beliefs. The vitality of HR to OUDCE depends upon the level of its senior staff development. Though the positive personnel policies and programs motivate the employees by their commitment and loyalty but these efforts only cannot keep the organization dynamic. For OUDCE to be dynamic it should possess dynamic human resource, dynamic here means that Human resources should acquire capabilities continuously, adopt the values and beliefs and aptitude in accordance with changing requirements of the University. When OUDCE staff use their initiative, take risks, experiment, innovate and make things happen, then the organization will be said to have an enabling culture. Hence competent human resources can be said to be dynamic in an enabling culture. OUDCE can develop, change and excel, only if it possesses developed human resources. Thus, HRD plays significant role in making the human resources vital, useful and purposeful.

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HUMAN RESOURCE MODEL

Chandrchud J., P.N. Bhagwati J., V.R. Krishna Iyer J., Jaswant Singh J., V.D. What is common is the nature of the employer-employee relations. Arawati Agus, Rajni Selvaraj, The mediating role of employee commitment in the relationship between quality of work life and the intention to stay, Employee Relations: The International Journal, 10.1108/ER-07-2019-0292, ahead-of-print, ahead-of-print, (2020). Personnel Management & Industrial Relations – By Rustom S. Davar – Vikas Publishing House. Purchasing & Materials Management – By P. Gopalkrishnan –.

On the Job training

This is one of the most widely used method of training senior Management staff at OUDCE, as Senior executives realise that this 'increases the knowledge, skill and talent of an employee for attempting a particular job' (Flippo, 2003) OUDCE HR department realises that effective on the Job training is important for the newly recruited senior manager and for the organisation as well. This will ensure that he/she will perform the job correctly and also with efficiency. A senior manager needs training for promotion and for his/her self-improvement. Senior Managers are trained straightaway after they have been appointed and subsequently from time to time. It is also crucial along with the introduction of new techniques and methods. Olivia Serrat says that 'It is necessary to develop overall personality of senior management' (Serrat, 2010) and this is also important for developing positive attitude towards fellow staff, responsibilities and organisation.

Coaching or mentoring is a common method used by OUDCE on newly recruited senior management, in this case a superior imparts job knowledge and expertise to a subordinate manager. The trainee is briefed about what is expected of him/her and how it can/should be done. The superior frequently monitors and checks the performance of his subordinate and directs him to improve his/her deficiencies. This method effectiveness really depends on the capacity and the interest taken by the superior and also by the subordinate. (Kaylan, 2009) The author feels that this method has its limitation in the sense that a trainee manager cannot develop much beyond the limits of his own superior's abilities. (People can only do what they are capable of i.e. they cannot extend their maximum capability) and also success of the coaching depends on the interest and initiative taken by the trainee-manager. (Kaylan, 2009)

Managerial / Executive Development Programmes

Security Analysis and Portfolio Management – Donald E. Fischer and Ronald J. Jordon 2 Investment Management by Preeti Singh 3., and Employee Relations. .; Employer Employee relations- an overview. Arun Kumar – Marketing management – Vikash Publication B.Com (Hons) CBCS 2016-17 AB onwards P. Employee turnover has been one of the most widely investigated organizational phenomena and to understand turnover a number of models have been proposed from time to time. Turnover models can be basically classified as, content model (explains why employees leave) and process model (explains how employee leaves). The current study deals with the early process models of employee turnover to.

Employee Relations Management By P N Singh Pdf Ke

P. N. Singh argues that 'Management development is an activity designed to improve the performance of existing managers, provide a supply of managers to meet the need of organisations in future' (Singh, 2007) OUDCE HR department is fully aware of the fact that managerial talent is the most important asset that any organisation can possess. Management development ensures that suitably qualified persons will be ready and on hand to fill the vacancies, as and when the need arises. Oscar peterson hymn to freedom pdf. Managerial development consists of all means by which senior management learn to improve their performance (Deb, 2006). OUDCE HR Department uses this strategy to improve the effectiveness of managers in their current jobs and to prepare them for more senior jobs in future. It also develops the culture of the Organisation so that it could be equipped to achieving excellence because the managers are helped to grasp their full potential. This is also closely related to training for promotion, which is the training given to a senior member of staff after the promotion but before joining the post. The aim is to enable an employee to adjust with the work assignment at the higher level. OUDCE Staff at senior management are given refresher training to update their professional skills, information and experience. Training for managerial development is given to managers so as to nurture their competence and thus enabling them to take on higher roles.

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Off the Job Training

As the name implies, this method of training is done on behalf of OUDCE, usually away from the premises. It involves theory (background knowledge), practical training, assessment and examinations. Oxford University has a department that specifically deals with staff training it’s called Oxford Learning Institute (OLI) main aim is to develop and sharpen University staff skills. OLI runs exceptional training courses for staff aspiring to apply for higher positions, or ones who are interested in management roles and also orientation programmes for existing managers from the different departments/colleges that make up Oxford University. Departments/Colleges depute their managers for short orientation courses and update the knowledge and information of their managers in specific areas. Seminars, workshops and conferences are arranged for the training of managers by various associations such as CIPD, chambers of commerce and other consultants.

6- What role Performance Management plays in achieving higher performance in your chosen organisation? Mention the use of performance appraisal strategies to evaluate the performance of the senior management and suggest ways to improve it.

The major focus of performance management is achieving results i.e. useful products and services for customers inside and outside the organization (McNamara, 2006). There is increased competition from businesses both nationally and internationally, and this has meant that OUDCE has to be more careful about the choice of strategies in order to remain competitive. Every unit or member in the organization must be doing what they're supposed to be doing as this ensures that the strategies are implemented effectively. Performance management redirects OUDCE HR efforts toward effectiveness; this means that the systems and processes are applied in the right way to the right tasks or responsibilities in order to achieve results. Jim Cadwell, CEO of Connections online says 'All of the results across the organization must continue to be aligned to achieve the overall results desired by the organization for it to survive and thrive'. (Cadwell, 2008). By doing this then it can be said that the organization and its various parts are really performing. OUDCE adapts to the Performance Management Cycle (See Index 1 Fig 1)

The objective of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. OUDCE HR managers assess the performance of staff in order to maintain organizational control, disburse rewards and discipline to further organizational goals. And also the managers diagnose the strengths and weaknesses of the staff so as to identify the training and development needs of the future. In general staffs are interested in having an assessment of their work from the viewpoint of personal development, work satisfaction and involvement in the organization. Thus, a spirit of mutuality is essential in an effective performance appraisal system. (LeMere-Labonte, 1989).

OUDCE uses the following performance appraisal strategies:

Conventional Appraisal

This is the most common appraisal that OUDCE managers use to conduct staff appraisal. In this case a form is given to the appraisee (manager being appraised) to fill in and send back to the appraiser (manager conducting the appraisal), who then reviews it and then set an appraisal date for both appraiser and appraisee to discuss any concerns brought out on the form. These reviews cover a particular time period, citing achievements and strengths, as well as ascertaining areas that need development. They are often carried out annually, with all employees assessed round about the same time. Teaching and research aptitude pdf. These appraisals form lists any change of duties, difficulties encountered during the period following the last appraisal, objectives that have been achieved so far. Evaluating the advancement against these objectives allows the manager to assess how well an employee is doing. The appraiser provides specific and constructive feedback to the appraisee that he/she can use as a basis for improvement, as well as to define objectives for the next year.

Safari 32 bit download mac. This appraisal is closely tied to 360 – Degrees Review - OUDCE HR department always encourage feedback on colleagues’ performance. This strategy is considered to be the most valuable aspects because the opinions that are voiced are anonymous, and hence this encourages a higher level of honesty. HR department then tactfully incorporate it into your performance appraisal

Self-Evaluation Review

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This is another appraisal strategy, it in corporate a self-evaluation section into performance appraisals, it gives the manager an opportunity to contemplate about his performance over the time period being assessed and list what his capabilities are (strengths and weaknesses). An employee can also detail their achievements and successes over the period, as well as areas where they feel they can improve. This gives the manager good background information on which to build discussion and objectives. Self-evaluations follow a guideline which guides the employee through the process. OUDCE senior staffs are always encouraged to provide validation and evidence to areas where they feel they have made achievements.