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SUBJECT: Army Human Resources Systems
1. Purpose: To information about the criticality of Army Human Resources Systems.
2. Facts:
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
b. The Human Resources (HR) department uses many systems to accomplish its mission. These systems all function to benefit both soldiers and the mission.
c. Systems that fall under PIM, such as eMILPO and iPERMS, track soldier information. These systems specifically track duty
The Army Problem Solving Model was design to be use when time is not critical. The Army Problem solving model is a systematic way to arrive at the best solution. This system considers the risk and a detail analysis of each course of action to prepare an unbiased solution for the decision maker. In contrast with the Rapid Decision Makin and Synchronization Process (RDMS) was design to give the commander the ability make timely and effective decision without the expending too much time on processing or analyzing all the information.
The HR Department has the task of communicating in writing and orally, to conduct training, makes referrals, and provide on personnel program policies and procedures. In addition, personnel prepare reports, claims documents, and training materials.
The Importance of Accountability in a U.S. Army Unit Within a Company under the Battalion level, there is a necessity for accountability for every soldier that is assigned to that unit. With the given chain of command to those companies, there is a figure head to that company and she or she is the representation of that company. She or she governs and directs the company as well ensures the accountability for her or her individuals assigned. Within that company, we have such formations to receive information and to ensure the safety as well as the accountability of the soldiers that are assigned to that company. When we have an insufficient or missing soldier this falls on the company figure head and he or she has to take action in accordance to that soldiers actions.
(U) IPB and MDMP: In order to fully understand the IPB process, an understanding of how MDMP and IPB are interrelated needs to be addressed. IPB is utilized to minimize unknown elements concerning an adversary, terrain, weather and civil considerations for a variety of operations including on-going and future operations. IPB provides a framework that assists in identifying information, facts and assumptions pertaining to the Mission, Enemy, Terrain and Weather, Troops and Support available, Time available and any Civil Considerations (METT-TC). While this does not answer everything that may occur, it does facilitate effective staff planning. By using the IPB Process and MDMP, the Commander and Staff are able to select a Course of Action (COA) and begin the orders process...
The Army Problem Solving Model (APSM) as well as the Rapid Decision Making and Synchronization Process (RDSP) are the forms of decision-making process or techniques with a systematic, logical approach to problem designed for commanders to help make better decision and to find better solution as problem occur. The ASPM as well as RDSP are similar and different to each other in some areas.
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
The Human Resources Sergeant (HR Sergeant) in the profession has the responsibility to balance the role of the profession’s Human Resources Leaders and the Army professional culture. The HR Sergeant in the Professional Arms has the role of supporting the Army culture. The HR Sergeant also ensures that a balance in the leadership role is attained. All these are for the purpose of achieving one common goal of the military in defending the U.S Society.
The purpose of AR 525-93 is to set forth policies, procedures, roles and responsibilities for Army institutions to conduct deployment and redeployment operations effectively. Over the decades the Army has seen a myriad of processes for deployments. As time has passed, many of the processes have incorporated new and ever-changing automated systems. It is imperative for planners at all levels to continually utilize, maintain and improve these deployment related systems to remain a ready force. It is the Army’s objective to create a ready force that is trained and available to move and fight at a moment’s notice.
The BN S2 battle rhythm process is a technical sequence for parallel staff planning. BN S2 intelligence superiority is established by continuous reporting of the battle rhythm. The working groups are reported by platoon leaders, Assistant Battalion S2 (BN AS2), BN S2, Brigade Assistant S2 (BCT AS2), and Fires and Effects Coordination Cell (FECC). The connections are made to working groups for brigade targeting of 4 x BN S2/AS2, BCT AS2, and FECC. Working groups continue on one weekly meeting for target development. Continuous working groups provide targeting structure importance. Thereafter intelligence products connect to continue planning. The connections are made to working groups for battalion targeting of Company Intelligence Support Team Officer (COIST) and BN S2. Working groups continue on three weekly meetings for target development. Those areas of reporting will be marked by current intelligence reports. Robert Clark writes,
Previously RFI management was decentralized in the MIB where each section was responsible for its own RFI management. The 24th MIB in Europe remedied this by establishing a RM&D at Battalion level that reports directly to the MIB commander for asset management (see figure 1). This required the development of tracking software and some form of report to track efficiency, which were developed and tested.
Headquarters, Department of the Army (29 August 2007), FM 3-11.20 Technical Escort Battalion Operations, pgs 1-1 thru 2-14
A helpful feature that the Army Battle Command System has is a touch screen monitor which allows the officer to place icons on the map and have it appear on screens throughout the system which makes them able to show enemy position, possible ambush locations, fugitive hide outs and locations of newly found roadside bombs.
The conclusion is that a DSS that would help decision makers to sort information, get an overview and suggest when dangerous events are about to occur, would be much appreciated. Such a system would enchance coalition forces information sharing since each decision maker could use the information useful to her/him and also see the bigger picture. That would allow for more collaboration between adjacent troops. DSS can be defined as a ‘what-if’ approach that uses an information system to assist management in formulating policies and projecting the likely consequences of decisions. DSS also use computer to facilitates the decision-making process of unstructured decision. But, DSS also have limitations/disadvantages that need to be solved.
As an organisation grows and expands, the human resource department. will know that the organisation needs to recruit more staff and they plan carefully and carefully. Recruiting staff in an organisation is very expensive. and costly, so the human resource function helps the organisation to.
Human Resource Management is the title given to define formal systems arranged for the management of people within a company. There are many responsibilities of a human resource manager. These responsibilities usually fall into three major areas: employee compensation, staffing and defining and/or designing work. The purpose of Human Resource Management is to maximize the capacity of a company by bettering its employees. This is unlikely to change in the future even though the pace of business is always changing . Edward L. Gubman said in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."