Induction Coulshed & Mullender (2006, pp158-159) argue that the orienting of new members of staff is sometimes ignored in management literature. This lack of attention to staff induction has been evident in my setting. I have worked for my employers for about 10 years and have never received formal induction training. However over recent years there has been a gradual process to improve this. Initially some personnel sections developed a brief induction package to explain issues like absence reporting, use of flexi leave and working hours. Whether you received this would depend on which geographic area you worked in. More recently this has been formalised with a general induction package developed by our training section and provided annually. This still focuses on conditions of service and is not routinely offered to new workers, but has to be applied for at appropriate times during its rolling programme. Induction to the actual post is dependent upon your line manager and there is no formal standard or monitoring of this. Before being a manager I was a practice teacher. I used to give new students Learning Styles Questionnaires. I found that most students tended to fall somewhere between being pragmatists and activists. I have tried to keep using these and find it a useful tool for creating discussion with new workers. I recognise that this is still not adequate to help new employees develop their roles and I hope to expand on it. Not enough action is being taken by my team to improve the quality of new members and although I do contribute, there should be a more holistic, systematic approach. EVIDENCE. Consequently, I did not always arrange for students to visit different resources and do the standard induction tour. In... ... middle of paper ... ...ottingham.ac.uk/987/1/07MBAlixhc15.pdf ) Torrington, D.P, Hall, L.A, Taylor, S. Human Resource Management (6th ed.). UK: FT Prentice Hall, 2005 Whipp, R., I. Kirkpatrick, and M. Kitchener 2004: The management of Children’s Residential Care: a Managed Service? London: Palgrave. Wright, T.A. & Hobfoll, S.E. (2004) Commitment, Psychological Well-Being, and Job Performance: An Examination of Conservation of Resources Theory and Job Burnout, Journal of Business and Management, Winter Vol.9 Issue 4. http://www.eurofound.europa.eu/ewco/studies/tn0911039s/tn0911039s_4.htm http://www.communitycare.co.uk/Articles/2010/06/10/114681/lga-finds-social-workers-morale-damaged-by-baby-p-case.htm http://www.lga.gov.uk/lga/core/page.do?pageId=1742737 http://connect.glasgow.gov.uk/NR/rdonlyres/5B16513C-A614-48CE-B046-117BF9979894/0/SUPERVISIONPROCEDUREMay2009.doc
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An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
An induction programme aims to bring in an employee or to familiarise the employee into the organisation or to the new post in an effort to turn him/her into a useful and productive worker. An element of the induction is the orientation which also aims to familiarise the employee into this position that they have assumed in order to inform them of what is expected of them in the job and assisting them to handle the tension of conversion.