Gudanar da albarkatun ɗan adam ( HRM ko HR ) hanya ce mai mahimmanci don gudanar da ingantaccen aiki da inganci na mutane a cikin kamfani ko ƙungiya wanda zai taimaka wa kasuwancin su kuma samun fa'ida mai fa'ida . An ƙera shi don haɓaka aikin ma'aikaci a cikin sabis na dabarun manufofin ma'aikaci. [1]  Gudanar da albarkatun ɗan adam ya fi damuwa da gudanar da mutane a cikin ƙungiyoyi, yana mai da hankali kan manufofi da tsarin . [2] Sassan HR suna da alhakin kula da ƙirar fa'idodin ma'aikata, ɗaukar ma'aikata, horarwa da haɓakawa, ƙimar aiki, da gudanar da lada, kamar sarrafa tsarin biyan kuɗi da tsarin fa'idodin ma'aikata. [3] Har ila yau HR ta damu da kanta game da canjin kungiya da dangantakar masana'antu, ko daidaita ayyukan kungiya tare da buƙatun da suka taso daga cinikin gama kai da dokokin gwamnati. [4] 

Wikidata.svghuman resource management
specialty (en) Fassara, Masana'anta, academic discipline (en) Fassara da type of management (en) Fassara
Bayanai
Ƙaramin ɓangare na functional management (en) Fassara
Bangare na administration (en) Fassara da management (en) Fassara
Gajeren suna GRH
Gudanarwan human resources (en) Fassara, executive (en) Fassara da Q12856933 Fassara
Studies (en) Fassara human material (en) Fassara
Uses (en) Fassara talent management system (en) Fassara
ISCO-88 occupation code (en) Fassara 1212
Facet of (en) Fassara management (en) Fassara

Babban manufar albarkatun ɗan adam (HR) ita ce tabbatar da cewa ƙungiyar ta sami nasara ta hanyar mutane. Masu sana'a na HR suna gudanar da babban birnin kungiya kuma suna mai da hankali kan aiwatar da manufofi da matakai. Za su iya ƙware wajen nema, ɗauka, zaɓe, horarwa, da haɓaka ma'aikata, da kuma kiyaye alaƙar ma'aikata ko fa'idodi. ƙwararrun horarwa da haɓakawa suna tabbatar da cewa an horar da ma'aikata kuma suna da ci gaba da ci gaba. Ana yin hakan ta hanyar shirye-shiryen horo, kimanta aiki, da shirye-shiryen lada. Dangantaka tsakanin ma'aikata tana magance damuwar ma'aikata lokacin da aka karya manufofin, kamar al'amuran da suka shafi tsangwama ko wariya. Gudanar da fa'idodin ma'aikata ya haɗa da haɓaka tsarin diyya, shirye-shiryen izinin iyaye, rangwame, da sauran fa'idodi ga ma'aikata. Sannan A gefe guda na filin akwai HR generalists ko abokan kasuwanci . Waɗannan ƙwararrun HR za su iya yin aiki a kowane yanki ko zama wakilan hulɗar aiki da ke aiki tare da ma'aikatan ƙungiyar .

HR samfuri ne na motsin dangantakar ɗan adam na farkon ƙarni na 20, lokacin da masu bincike suka fara rubuta hanyoyin ƙirƙirar ƙimar kasuwanci ta hanyar dabarun sarrafa ma'aikata. An fara mamaye shi ta hanyar aikin ma'amala, kamar biyan biyan kuɗi da gudanar da fa'idodi, amma saboda haɓakar duniya, haɓaka kamfani, ci gaban fasaha, da ƙarin bincike, HR As of 2015 Yana mai da hankali kan dabarun dabarun kamar haɗe-haɗe da saye, sarrafa hazaka, tsare-tsare na gado, dangantakar a tsakanin masana'antu da ƙwadago, da bambance-bambance da haɗawa . A As of 2015 yanayin aiki na duniya, yawancin kamfanoni suna mayar da hankali kan rage yawan kuɗin ma'aikata da kuma riƙe basira da ilimin da ma'aikatan su ke da shi.[ana buƙatar hujja] ba kawai yana haifar da tsada mai yawa ba amma har ma yana ƙara haɗarin sabon ma'aikaci ba zai iya maye gurbin da ya dace na matsayin ma'aikaci na baya ba. Sassan HR suna ƙoƙari su ba da fa'idodin da za su jawo hankalin ma'aikata, don haka rage haɗarin rasa sadaukarwar ma'aikaci da ikon mallakar tunani.

TarihiGyara

Abubuwan ci gaba na ka'idar da suka gabataGyara

Filin albarkatun ɗan adam ya fara ɗauka a cikin ƙarni na 19 na Turai. An gina shi akan ra'ayi mai sauƙi ta Robert Owen shekarun (1771-1858) da Charles Babbage (1791-1871) a lokacin juyin juya halin masana'antu.[5] Waɗannan mutanen sun kammala cewa mutane suna da mahimmanci don nasarar ƙungiya.[6] Sun bayyana tunanin cewa jin dadin ma'aikata ya haifar da kyakkyawan aiki; idan ba tare da ma'aikata masu lafiya ba, kungiyar ba za ta tsira ba.[7]

HR ya fito a matsayin takamaiman filin a farkon karni na 20, wanda Frederick Winslow Taylor ya rinjayi shekarun (1856-1915). Taylor ya binciko abin da ya kira " gudanar da kimiyya " (wani lokaci ana kiranta "Taylorism"), yana ƙoƙarin inganta ingantaccen tattalin arziki a ayyukan masana'antu. Sannan A ƙarshe ya mai da hankali kan ɗaya daga cikin manyan abubuwan da aka shigar a cikin tsarin masana'antu - bincike mai ban sha'awa  a cikin samar da ma'aikata.

A halin yanzu, a Ingila, CS Myers, wanda aka yi wahayi zuwa ga matsalolin da ba zato ba tsammani a tsakanin sojoji wanda ya firgita janar da 'yan siyasa a yakin duniya na farko na shekarun 1914-1918, ya kafa Cibiyar Nazarin Ilimin Masana'antu ta Kasa (NIIP) a shekarata 1921. [8] A yin haka, ya kafa iri don motsin dangantakar ɗan adam . Wannan motsi, a bangarorin biyu na Tekun Atlantika, wanda aka gina akan binciken Elton Mayo shekarar (1880-1949) da sauransu don yin rubuce-rubuce ta hanyar nazarin Hawthorne shekarar (1924-1932) da sauran nazarin yadda abubuwan motsa jiki, waɗanda ba su da alaƙa da ramuwa na kuɗi da yanayin aiki, na iya. samar da karin ƙwararrun ma'aikata. Aiki ta Abraham Maslow shekarata (1908-1970), Kurt Lewin (1890-1947), Max Weber (1864-1920), Frederick Herzberg (1923-2000), da David McClelland (1917-1998), kafa tushen karatu a masana'antu . da kuma ilimin halayyar kungiya, halayyar kungiya da ka'idar kungiya, an fassara shi  ta yadda za a kara da'awa  na halalta ga wani aiki horo.

Haihuwa da haɓaka tarbiyyaGyara

A lokacin da isasshen shaidar ka'idar ta wanzu don yin shari'ar kasuwanci don sarrafa ma'aikata dabarun, canje-canje a cikin yanayin kasuwanci - à la Andrew Carnegie shekarata (1835-1919), John Rockefeller (1839-1937) - kuma a cikin manufofin jama'a - à la Sidney ( 1859-1947) da Beatrice Webb (1858-1943), Franklin D. Roosevelt da New Deal na shekarar 1933 zuwa 1939 - sun canza dangantakar abokan aiki da ma'aikata, kuma horo na HRM ya zama tsari a matsayin "hulɗar masana'antu da aiki ". A cikin shekarata 1913 ɗaya daga cikin tsoffin ƙwararrun ƙwararrun HR - Cibiyar Ma'aikata da Ci Gaba (CIPD) - ta fara a Ingila a matsayin Ƙungiyar Ma'aikatan Jin Daɗi; ya canza sunansa shekaru goma bayan haka zuwa Cibiyar Ma'aikatan Jin Dadin Masana'antu, sannan kuma shekaru goma masu zuwa zuwa Cibiyar Gudanar da Ma'aikata kafin ta daidaita kan sunanta na yanzu a shekarata 2000. Daga shekarar 1918 farkon Soviet cibiyoyin sun fara aiwatar da wani takamaiman akida HRM mayar da hankali tare da fasaha management - na farko a cikin Red Army (ta hanyar siyasa commissars tare da jami'an soja), daga baya (daga 1933) a cikin wuraren aiki gabaɗaya (ta hanyar partorg posts). tare da manajoji na al'ada).

A cikin 1920, James R. Angell ya ba da jawabi ga wani taro kan bincike na ma'aikata a Washington yana ba da cikakken bayani game da buƙatar binciken ma'aikata. Wannan ya riga ya kai ga kafa Ƙungiyar Binciken Ma'aikata. A cikin shekarata 1922 an buga ƙaran farko na The Journal of Personnel Research, yunƙurin haɗin gwiwa tsakanin Majalisar Bincike ta Ƙasa da Gidauniyar Injiniya. Hakanan a cikin Amurka, cibiyar farko ta ilimi mai zurfi wacce aka keɓe don karatun wurin aiki- Makarantar Masana'antu da Ma'aikata - wacce aka kafa a Jami'ar Cornell a shekarata 1945. A cikin shekarar 1948 abin da zai zama mafi girma ƙwararrun ƙungiyar HR - Society for Human Resource Management (SHRM) - wanda aka kafa a matsayin American Society for Personnel Administration (ASPA).

A cikin Tarayyar Soviet, a halin yanzu, amfani da Stalin na ba da izini ya yi amfani da shi ta hanyar "Sashen HR" daidai a cikin Jam'iyyar Bolshevik, Orgburo, ya nuna tasiri da tasiri na manufofi da ayyuka na albarkatun ɗan adam, da Stalin. da kansa ya yarda da mahimmancin albarkatun ɗan adam, an misalta shi a cikin yawan tura shi, kamar yadda yake a cikin tsare-tsaren shekaru biyar da kuma tsarin Gulag .

A cikin rabin karshen karni na 20,  ƙungiyar sun ƙi sosai, yayin da ƙwararrun kula da ma'aikata suka ci gaba da faɗaɗa tasirin su a cikin ƙungiyoyi.[ana buƙatar hujja]A {asar Amirka, kalmar ar masana'antu da ma'aikata" ta zo amfani da ita don yin nuni musamman ga batutuwan da suka shafi wakilcin gama kai, da yawa.  yin la'akari da sana'ar proto-HR a matsayin "gwamnatin ma'aikata".[ana buƙatar hujja] [9] ayyukan HR na yanzu sun samo asali ne da bukatun kamfanoni a cikin shekarata 1950s don haɓakawa da riƙe basira.

A ƙarshen karni na 20, ci gaban sufuri da sadarwa ya sauƙaƙe motsin ma'aikata da haɗin gwiwa . Kamfanoni sun fara kallon ma'aikata a matsayin kadara. "Gudanar da albarkatun ɗan adam" saboda haka.[ana buƙatar hujja] ya zama babban lokaci don aikin-ASPA har ma da canza suna zuwa Society for Human Resource Management (SHRM) a shekarata 1998.

"Gudanar da babban jarin mutum " (HCM ) wani lokaci ana amfani da shi daidai da "HR", ko da yake "jallar ɗan adam" yawanci tana nufin raƙuman ra'ayi na albarkatun ɗan adam; watau ilimin da mutane ke kunshe da kuma iya ba da gudummawa ga kungiya. Sauran sharuɗɗan wani lokaci da ake amfani da su don bayyana filin HRM sun haɗa da "Gudanar da Ƙungiya", "Gudanar da Ma'aikata", "Gudanar da basira", " Gudanar da Ma'aikata ", "Gudanar da Ma'aikata", da kuma "Gudanar da Jama'a".

A cikin shahararrun kafofin watsa labaraiGyara

Shahararrun ayyukan watsa labarai da yawa sun nuna yadda ake gudanar da albarkatun ɗan adam a cikin aiki. A cikin jerin talabijin na Amurka na Ofishin, wakilin HR Toby Flenderson wani lokaci ana nuna shi a matsayin abin ƙyama saboda yana tunatar da abokan aiki akai-akai game da manufofin kamfani da dokokin gwamnati. Dogon wasan barkwanci na Amurka Dilbert akai-akai yana kwatanta manufofin HR na bakin ciki ta hanyar hali Catbert, "mugun daraktan albarkatun ɗan adam". Manajan HR shine taken taken a cikin fim ɗin Isra'ila na shekarar 2010 Manajan Albarkatun Jama'a, yayin da HR ɗin HR shine babban jarumi a cikin shekarata 1999 fim ɗin Faransanci Ressources humaines . Babban jigo a cikin matan cin abinci na BBC sitcom, Philippa, manajan HR ne. Jarumi na telenovela na Mexico Mañana Es Para Siempre darektan albarkatun ɗan adam ne. Up In the Air ya ta'allaka ne akan "downsizer" na kamfani Ryan Bingham (George Clooney) da tafiye-tafiyensa. Yayin da fim ɗin ke ci gaba, ana nuna HR a matsayin aikin sarrafa bayanai wanda ke hulɗa da mutane a matsayin ma'auni, wanda zai iya haifar da sakamako mara kyau ga mutane na gaske.

Yi aikiGyara

Ayyukan kasuwanciGyara

Dave Ulrich ya lissafa aikin HR kamar haka:

  • daidaita dabarun HR tare da dabarun kasuwanci
  • sake fasalin ayyukan ƙungiyar
  • saurare da amsawa ga ma'aikata
  • gudanar da canji da canji.

A matakin macro, HR ita ce ke kula da jagorancin ƙungiyoyi da al'adu . HR kuma yana tabbatar da bin ka'idodin aiki da aiki, waɗanda suka bambanta ta yanayin ƙasa, kuma galibi suna kula da lafiya, aminci, da tsaro. Dangane da wurin yanki, ana iya aiwatar da dokoki daban-daban. A cikin hukunce-hukuncen tarayya, ana iya samun dokokin tarayya da yawa waɗanda ke da mahimmanci ga manajojin HR su saba da su don kare kamfaninsu da ma'aikatansa. A cikin {asar Amirka, muhimman dokoki da ka'idoji na tarayya sun haɗa da Dokar Ka'idodin Ma'aikata na 1938, wanda ya haɗa da kafa mafi ƙarancin albashi da kuma kare haƙƙin wasu ma'aikata don samun karin lokaci. Dokar 'Yancin Bil'adama ta Tarayya ta shekarar 1964 ta kare kariya daga nuna bambanci kuma ta hana yin kowane yanke shawara na haya ko kora dangane da launin fata, shekaru, jima'i, da jinsi. Dokar izinin Iyali da Lafiya ta ba ma'aikatan da suka cancanta har zuwa makonni goma sha biyu na hutun da ba a biya ba saboda dalilai na iyali da na likita. Tabbatar da kamfanin ya bi duk dokoki da ka'idoji muhimmin al'amari ne na HR kuma zai kare kamfanin daga kowane irin 'alhakin doka'.[10] A cikin yanayi inda ma'aikata ke sha'awar kuma an ba su izini bisa doka don gudanar da yarjejeniyar haɗin gwiwa, HR za ta zama babban haɗin gwiwa na farko tare da wakilan ma'aikaci (yawanci ƙungiyar ma'aikata ). Sakamakon haka, HR, yawanci ta hanyar wakilai, yana shiga cikin ƙoƙarin shiga tsakani tare da hukumomin gwamnati (misali, a Amurka, Ma'aikatar Kwadago ta Amurka da Hukumar Kula da Ma'aikata ta Ƙasa ) don ci gaba da abubuwan da ta sa gaba.[11][12]

Gudanar da albarkatun ɗan adam yana da ayyuka na asali guda huɗu: ma'aikata, horarwa da haɓakawa, ƙarfafawa, da kiyayewa. Ma'aikata shi ne ɗaukar aiki da zaɓin yuwuwar ma'aikata da aka yi ta hanyar yin tambayoyi, aikace-aikace, hanyar sadarwa, da sauransu. Akwai manyan abubuwa guda biyu don ɗaukar ma'aikata: jawo ƙwararrun ƙwararrun ma'aikata waɗanda suka cika buƙatun ƙungiyar da ɗaukar kayan aiki. Dole ne Ma'aikatan HR su ƙirƙiri dalla-dalla a dabarun daukar ma'aikata kuma su sami tsarin aikin da za a gabatar yayin daukar ma'aikata. Na gaba, manajoji na iya sanya dabaru a cikin wurin ta hanyar ɗaukar albarkatun, ta hanyar faɗaɗa don nemo mafi kyawun ma'aikata da za a iya ɗauka ga ƙungiyar. Daukar ma'aikata yana da matukar fa'ida tunda kowane kamfani yana son ƴan takara mafi kyau. [13] Yin amfani da dabaru irin su kafofin watsa labarai na iya ɗaukar hankalin masu neman aiki. [13] Horowa da haɓaka shine mataki na gaba kuma ya ƙunshi ci gaba da aiwatar da horo da haɓaka ƙwararrun ma'aikata masu dacewa. Anan, ana ganin ƙarfafawa azaman maɓalli don kiyaye ma'aikata ƙwararru sosai. Wannan ya haɗa da fa'idodin ma'aikata, ƙimar aiki, da lada. Fa'idodin ma'aikata, kimantawa, da lada duk ƙarfafawa ne don kawo mafi kyawun ma'aikata. Aiki na ƙarshe, kiyayewa, ya haɗa da kiyaye sadaukarwar ma'aikata da aminci ga ƙungiyar. Sannan Kuma Sarrafa don riƙe ma'aikata ya haɗa da ayyuka masu mahimmanci don ci gaba da ƙarfafa ma'aikata da mayar da hankali don haka za su zaɓa su ci gaba da aiki kuma su kasance cikakke don amfanin kungiyar. Wasu kasuwancin suna yin duniya kuma suna ƙirƙirar ƙungiyoyi daban-daban. Sassan HR suna da aikin tabbatar da cewa waɗannan ƙungiyoyin za su iya aiki kuma mutane za su iya sadarwa a cikin al'adu da kan iyakoki. Har ila yau, horo na iya shiga cikin kula da motsi, musamman ga 'yan kasashen waje ; kuma akai-akai yana shiga cikin tsarin haɗaka da saye . HR ana kallon gabaɗaya azaman aikin tallafi ga kasuwancin, yana taimakawa rage farashi da rage haɗari.

A cikin kamfanoni masu farawa, ƙwararrun ƙwararrun ƙwararrun na iya yin ayyukan HR. A cikin manyan kamfanoni, ƙungiyar aiki gabaɗaya ana sadaukar da ita ga horo, tare da ma'aikatan ƙware a ayyukan HR daban-daban da jagoranci na aiki waɗanda ke yin dabarun yanke shawara a cikin kasuwancin . Don haka horar da masu sana'a don sana'a, cibiyoyin ilimi mafi girma, ƙungiyoyi masu sana'a, da kamfanoni sun kafa shirye-shiryen nazarin da aka keɓe a bayyane ga ayyukan aikin. Ƙungiyoyin ilimi da masu aiki na iya samar da takamaiman wallafe-wallafe. Har ila yau HR wani yanki ne na binciken bincike wanda ya shahara a cikin sassan gudanarwa da masana'antu / masana'antu, tare da labaran bincike da ke fitowa a cikin mujallu na ilimi, ciki har da waɗanda aka ambata a baya a cikin wannan labarin.

Ɗaya daga cikin ƙalubale na HRM akai-akai shine magance ra'ayi na haɗin kai (ganin kamfani a matsayin haɗin kai, wanda ya kamata ace ma'aikata da ma'aikata su yi aiki tare don kyakkyawar manufa) da kuma tabbatar da haɗin gwiwa na dogon lokaci na ma'aikata da masu daukan ma'aikata tare da kowa. sha'awa. [14]

Sana'o'iGyara

There are half a million HR practitioners in the United States and millions more worldwide. The Chief HR Officer or HR Director is the highest ranking HR executive in most companies. He or she typically reports directly to the chief executive officer and works with the Board of Directors on CEO succession.

A cikin kamfanoni, matsayi na HR gabaɗaya ya faɗi cikin ɗayan nau'ikan biyu: janar da ƙwararru. Gabaɗaya suna goyan bayan ma'aikata kai tsaye tare da tambayoyinsu, korafe-korafensu, da yin aiki akan ayyuka da yawa a cikin ƙungiyar. Suna iya "ma'amala da dukkan bangarorin aikin albarkatun ɗan adam, don haka suna buƙatar ɗimbin ilimi. Sanna Kuma Ayyukan ƙwararrun ma'aikatan albarkatun ɗan adam na iya bambanta sosai, ya danganta da bukatun ma'aikatansu." Kwararru, akasin haka, suna aiki a cikin takamaiman aikin HR. Wasu masu aikin za su yi aiki gaba ɗaya a matsayin ko dai na gama-gari ko ƙwararre yayin da wasu za su sami gogewa daga kowane kuma su zaɓi hanya daga baya. An zaɓi matsayin manajan HR a matsayin ɗaya daga cikin mafi kyawun ayyuka a Amurka, tare da matsayi na #4 ta CNN Money a shekarata 2006 da matsayi na #20 ta wannan ƙungiya a cikin shekarar 2009, saboda biyan kuɗi, gamsuwar mutum, tsaro na aiki., ci gaban gaba, da fa'ida ga al'umma.

Tuntuɓar albarkatun ɗan adam hanya ce ta aiki mai alaƙa inda mutane za su iya aiki a matsayin masu ba da shawara ga kamfanoni da kammala ayyukan da aka fitar daga kamfanoni. A cikin shekarata 2007, akwai shawarwarin HR 950 a duk duniya, wanda ya zama kasuwar dalar Amurka biliyan 18.4. Manyan kamfanonin samar da kudaden shiga guda biyar sune Mercer, Ernst & Young, Deloitte, Watson Wyatt (yanzu wani yanki na Towers Watson ), Aon (yanzu ya hade da Hewitt ), da kuma PwC consulting . </ref> Domin a shekarata 2010, HR consulting ya kasance matsayi na #43 mafi kyawun aiki a Amurka ta CNN Money .

Wasu mutane da ke da PhDs a cikin HR da filayen da suka danganci, kamar masana'antu da ilimin halin jama'a da gudanarwa, farfesoshi ne waɗanda ke koyar da ka'idodin HR a kwalejoji da jami'o'i. Ana samun su galibi a Kwalejoji na Kasuwanci a cikin sassan HR ko Gudanarwa. Yawancin furofesoshi suna gudanar da bincike kan batutuwan da suka faɗo a cikin yankin HR, kamar biyan kuɗi, ɗaukar ma'aikata, da horo .

Albarkatun ɗan adam na zahiriGyara

Fasaha tana da tasiri mai mahimmanci akan ayyukan HR . Yin amfani da fasaha yana ba da damar samun damar bayanai tsakanin ƙungiyoyi, yana kawar da lokacin yin ayyukan gudanarwa, ba da damar kasuwanci don aiki a duniya, da kuma rage farashi. [15] Fasahar watsa labarai ta inganta ayyukan HR a fagage masu zuwa:

E- daukar ma'aikataGyara

Fasahar bayanai ta rinjayi daukar ma'aikata galibi. [16] A da, masu daukar ma'aikata sun dogara da bugawa a cikin wallafe-wallafe da kuma kalmomin baki don cike gurbi. Kwararrun HR ba su iya aika aiki a wuri fiye da ɗaya ba kuma ba su da damar yin amfani da miliyoyin mutane, wanda ya sa lokacin jagorancin sababbin ma'aikata ya kasance da wahala. Kuma Tare da amfani da kayan aikin daukar ma'aikata na e-mail, ƙwararrun HR za su iya aika ayyukan yi da bin diddigin masu neman dubunnan ayyuka a wurare daban-daban duk a wuri ɗaya. Tambayoyi na tambayoyi, binciken bayanan baya da gwaje-gwajen magunguna, da shiga jirgi duk ana iya duba su akan layi. Wannan yana taimaka wa ƙwararrun HR su ci gaba da lura da duk buɗaɗɗen ayyukansu da masu nema ta hanyar da ta fi sauri da sauƙi fiye da da. Har ila yau daukar ma'aikata na e-mail yana taimakawa kawar da iyakoki na wurin yanki. [16]

Tsarin bayanan albarkatun ɗan adamGyara

ƙwararrun HR gabaɗaya suna ɗaukar takardu masu yawa a kullun, kama daga buƙatun canja wuri na sashe zuwa takaddun harajin ma'aikaci na sirri. Dole ne fom su kasance cikin fayil na dogon lokaci. Yin amfani da tsarin bayanan albarkatun ɗan adam (HRIS) ya ba da damar kamfanoni su adana da kuma dawo da fayiloli a cikin tsarin lantarki don mutane a cikin ƙungiyar don samun dama ga lokacin da ake bukata, ta haka ne ya kawar da buƙatar fayilolin jiki da kuma yantar da sarari a cikin ofishin. Har ila yau, HRIS yana ba da damar samun damar bayanai a cikin lokaci; Ana iya samun damar fayiloli a cikin daƙiƙa guda. Samun duk bayanan a wuri ɗaya kuma yana ba wa ƙwararru damar yin nazarin bayanai da sauri kuma a cikin wurare da yawa saboda bayanin yana cikin wuri mai mahimmancin sosai.

HorowaGyara

Fasaha tana ba ƙwararrun HR damar horar da sabbin membobin ma'aikata a cikin ingantacciyar hanya. Wannan yana ba ma'aikata damar samun damar shiga jirgi da shirye-shiryen horo daga kusan ko'ina. Wannan yana kawar da buƙatar masu horarwa don saduwa da sababbin hayar fuska da fuska lokacin kammala takaddun da suka dace don sababbin ma'aikata. Horarwa a cikin azuzuwan kama-da-wane yana ba ƙwararrun HR damar horar da ɗimbin ma'aikata cikin sauri da kuma tantance ci gabansu ta hanyar shirye-shiryen gwaji na kwamfuta. [15] Wasu masu ɗaukan ma'aikata suna zaɓar haɗa malami tare da horo na kama-da-wane ta yadda sabbin ma'aikata ke karɓar horon da ake ganin suna da mahimmanci ga rawar. Ma'aikata suna da iko mafi girma akan koyo da ci gaban su; za su iya shiga cikin horo a lokaci da wurin da suka zaɓa, wanda zai iya taimaka musu wajen gudanar da daidaitattun ayyukansu da rayuwa . Manajoji suna iya bin diddigin horon ta hanyar intanet, wanda Kuma zai iya taimakawa wajen rage raguwar tsadar horo da horo.

IlimiGyara

 
Makarantar Masana'antu da Harkokin Kwadago a Jami'ar Cornell ita ce makaranta ta farko a duniya don nazarin matakin koleji a cikin HR.

Wasu jami'o'i suna ba da shirye-shiryen karatu don albarkatun ɗan adam da fannoni masu alaƙa. Makarantar Masana'antu da Harkokin Kwadago a Jami'ar Cornell ita ce makaranta ta farko a duniya don nazarin matakin koleji a cikin HR. A halin yanzu tana ba da ilimi a matakin digiri na farko, na digiri, da matakan ƙwararru, kuma tana gudanar da shirin digiri na haɗin gwiwa tare da kuma Samuel Curtis Johnson Graduate School of Management .

Yawancin kwalejoji da jami'o'i suna gidaje sassa da cibiyoyi masu alaƙa da filin, ko dai a cikin makarantar kasuwanci ko a wata kwaleji. Yawancin makarantun kasuwanci suna ba da darussa a cikin HR, galibi a cikin sassan gudanarwarsu. Gabaɗaya, makarantun sarrafa albarkatun ɗan adam suna ba da ilimi da bincike a fagen HRM daga difloma zuwa damar matakin digiri. Kwasa-kwasan matakin masters sun haɗa da MBA (HR), MM (HR), MHRM, MIR, da sauransu. (Duba Jagoran Kimiyya a Ci gaban Albarkatun Dan Adam don manhaja. ) Jami'o'i daban-daban na duniya sun dauki nauyin horar da masu kula da ma'aikata tare da samar musu da dabarun mu'amala da juna ta yadda za su kyautata alaka a wuraren aikinsu. Kamar yadda fannin sarrafa albarkatun ɗan adam ke ci gaba da haɓakawa saboda ci gaban fasaha na juyin juya halin masana'antu na huɗu, yana da mahimmanci sosai ga jami'o'i da kwalejoji su ba da kwasa-kwasan da suka dace da gaba.

A cikin Ƙasar Amurka, Jami'ar Albarkatun Jama'a tana horar da ma'aikatan tarayya.

Ƙungiyoyin sana'aGyara

Akwai ƙungiyoyin ƙwararru da yawa, waɗanda wasu ke ba da horo da takaddun shaida. The Society for Human Resource Management, wanda ke tushen a Amurka, ita ce babbar ƙungiyar ƙwararrun ƙwararrun HR, tare da mambobi sama da kimanin 285,000 a cikin ƙasashe 165. Yana ba da rukunin ƙwararrun ƙwararrun Ma'aikata (PHR) takaddun shaida ta Cibiyar Takaddun Shaida ta HR. Cibiyar ma'aikata da Ci gaba, ta hanyar Ingila, ita ce mafi kyawun ƙwararru HR.

Ƙungiyoyi da yawa kuma suna yin hidima a cikin HR. Cibiyar Masu Ma'aikata (IOR) ƙungiya ce ta ƙwararrun daukar ma'aikata, tana ba wa membobin ilimi, tallafi da horo. WorldatWork yana mai da hankali kan "jimlar lada" (watau diyya, fa'idodi, rayuwar aiki, aiki, ƙwarewa, da haɓaka aiki), yana ba da takaddun shaida da shirye-shiryen horarwa da yawa waɗanda ke da alaƙa da biyan kuɗi da daidaiton aiki-rayuwa. Sannan kuma Sauran ƙungiyoyin niche sun haɗa da {ungiyar {asashen Amirka don Koyarwa &amp; Ci gaba da Ƙwararrun Ƙwararrun Ƙwararrun Ƙasashen Duniya .

Babban ƙungiyar ilimi wacce ta dace da HR ita ce Cibiyar Gudanarwa wacce ke da sashin HR. Wannan rarrabuwa ta shafi nemo hanyoyin inganta tasirin HR. Cibiyar ta buga mujallu da yawa da aka keɓe a wani ɓangare don bincike akan HR, ciki har da Cibiyar Nazarin Gudanarwa da Cibiyar Nazarin Gudanarwa, kuma tana gudanar da taro a shekara-shekara.

LabaraiGyara

Littattafan ilimi da masu aiki waɗanda ke hulɗa da HR na musamman:

  • Binciken Cornell HR
  • Mujallar HR ( SHRM )
  • Gudanar da Albarkatun Dan Adam
  • Binciken Gudanar da Albarkatun Dan Adam
  • Jaridar Duniya ta Gudanar da Albarkatun Dan Adam
  • Halayen Aiki ( LERA )

Labarai masu alaƙa:

  • Cibiyar Nazarin Gudanarwa
  • Cibiyar Nazarin Gudanarwa
  • Kimiyyar Gudanarwa na Kwata-kwata
  • Jarida ta Duniya na Zaɓi da Ƙimar
  • Jaridar Applied Psychology
  • Jaridar Gudanarwa
  • Jaridar Ƙwararrun Ƙwararrun Ƙwararru da Ƙungiya
  • Jaridar Psychology na Ma'aikata
  • Kimiyyar Ƙungiya
  • Ilimin halin dan Adam

Duba wasu abubuwanGyara

  • Gudanar da Buri
  • Tambayar cikin gida
  • Hukumar daukar ma'aikata
  • Tsarin sarrafa albarkatun ɗan adam
  • Kimiyyar Kiwon Lafiyar Ma'aikata
  • Ci gaban kungiya
  • Ka'idar kungiya
  • Samfotin aiki na gaske
  • daukar ma'aikata

Bayanan kulaGyara

Hanyoyin haɗi na wajeGyara

ManazartaGyara

  1. Johnason, P. (2009). HRM in changing organizational contexts. In D. G.Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.
  2. Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach. In D. G. Colligs & G. Wood (Eds.), Human resource management: A critical approach (pp. 1-16). London: Routledge.
  3. Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G. Collings, G. Wood (Eds.) & M.A. Reid, Human resource management: A critical approach (pp. 38-54). London: Routledge.
  4. Klerck, G. (2009). "Industrial relations and human resource management". In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 238-259). London: Routledge.
  5. "Archived copy" (PDF). Archived from the original (PDF) on 2021-01-19. Retrieved 2020-10-05.CS1 maint: archived copy as title (link)
  6. "About Cornell ILR". Cornell University School of Industrial and Labor Relations. Retrieved 2010-01-29.
  7. "About SHRM". Society for Human Resource Management. Archived from the original on 16 January 2009. Retrieved 22 December 2011.
  8. Mark O'Sullivan, 2014, What Works at Work, The Starbank Press, Bath, page 3.
  9. Compare Graphed frequencies of HR jargon in American English.
  10. Jonathan E. DeGraff (21 February 2010). "The Changing Environment of Professional HR Associations". Cornell HR Review. Archived from the original on 11 February 2012. Retrieved 21 December 2011.
  11. Wright, Patrick. "The 2011 CHRO Challenge: Building Organizational, Functional, and Personal Talent" (PDF). Cornell Center for Advanced Human Resource Studies (CAHRS). Retrieved 3 September 2011.
  12. Conaty, Bill, and Ram Charan (2011). The Talent Masters: Why Smart Leaders Put People Before Numbers. Crown Publishing Group. ISBN 978-0-307-46026-4.
  13. 13.0 13.1 cite web |last1=Ghodke |first1=Namrate | title=Roles & Responsibilities of HR Managers in Growing Organizations |url=https://www.sumhr.com/hr-manager-role/ |website=Sum HR
  14. Sonia Bendix (2000 ): The Basics of Labour Relations, p. 20.
  15. 15.0 15.1 1. Lepak, David P., and Scott A. Snell. "Virtual HR: Strategic Human Resource Management in the 21st Century." Human Resources Management Review 8.3 (1998): 214-34. Web. 22 Feb. 2016. The current and increased significance of information technology in Human Resources processes.
  16. 16.0 16.1 1. Ensher, E. A., Nielson, T. R., & Grant-Vallone, E. (2002). Tales from the Hiring Line: Effects of the Internet and Technology on HR Processes. Organizational Dynamics, 31(3), 224-244.