Piravam Road railway station

ഓക്കേ ഗുഡ് കണ്ടിഷൻ താങ്ക്സ്

station toilet is not cleaning its very bad🤮🤮

nhii hai to be happy with your friends with a new job

Very good experience with this travel and quality

very good experience with this travell

very very very very very super supet

1.A Function of Human Resource management  1. Job design and job analysis One of the foremost functions of HRM is job design and job analysis. Job design involves the process of describing duties, responsibilities and operations of the job. To hire the right employees based on rationality and research, it is imperative to identify the traits of an ideal candidate who would be suitable for the job. This can be accomplished by describing the skills and character traits of your top-performing employee. Doing so will help you determine the kind of candidate you want for the job. You will be able to identify your key minimum requirements in the candidate to qualify for the job. Job analysis involves describing the job requirements, such as skills, qualification and work experience. The vital day-to-day functions need to be identified and described in detail, as they will decide the future course of action while recruiting. 2. Employee hiring and selection Recruitment is one of the primary functions of human resource management. HRM aims to obtain and retain qualified and efficient employees to achieve the goals and objectives of the company. All this starts with  out of the list of applicants and favourable candidates. An HRM helps to source and identify the ideal candidates for interview and selection. The candidates are then subjected to a comprehensive  to filter out the most suitable candidates from the pool of applicants. The screened candidates are then taken through different interview rounds to test and analyse their skills, knowledge and work experience required for the job position. Once the primary functions of HRM in recruitment are completed, and the candidate gets selected after rounds of interviews, they are then provided with the job offer in the respective job positions. This process is important because these selected employees will, after all, help the company realise its goals and objectives. 3. Employee training & development Imparting proper training and ensuring the right development of the selected candidates is a crucial function of HR. After all, the success of the organisation depends on how well the employees are trained for the job and what are their growth and development opportunities within the organisation. The role of HR should be to ensure that the new employees acquire the company-specific knowledge and skills to perform their task efficiently. It boosts the overall efficiency and productivity of the workforce, which ultimately results in better business for the company. HRM plays a very crucial role in preparing employees for bigger tasks and responsibilities, which leads to the holistic development of employees at work. And an organisation which provides ample growth and development opportunities to its employees is considered to be a healthy organisation. 4. Compensation and Benefits Benefits and compensation form the major crux of the total cost expenditure of an organisation. It is a must to plug the expenses, and at the same time, it is also necessary to pay the employees well. Therefore, the role of human resource management is to formulate attractive yet efficient benefits and compensation packages to attract more employees into the workplace without disturbing the finances of the company. The primary objective of the benefits and compensation is to establish equitable and fair remuneration for everyone. Plus, HR can use benefits and compensation as a leverage to  as well as establish a good public image of the business. Therefore, one of the core HR department functions is to lay down clear policies and guidelines about employee compensation and their available benefits. One of the functions of HR manager is to ensure the effective implementation of these policies and guidelines. This creates equality and builds transparency among the employees and the management within the organisation. After all, the level of employee satisfaction at work is directly proportional to the compensation and benefits they receive. 5. Employee performance management The next activity on HR functions list is effective employee performance management. Effective performance management ensures that the output of the employees meets the goals and objective of the organisation. Performance management doesn’t just focus on the performance of the employee. It also focuses on the performance of the team, the department, and the organisation as a whole 2B. The elements is being an Champion. The employee champion HR rolechampion in HR is a person or team responsible for evaluating the employee morale in the workplace. Apart from the morale, the employee champion also determines the level of satisfaction that the employees have. This is vital information that is then processed later to improve workplace efficiency or to make the company a more attractive place to work at. For example, during initial tests, let’s assume that the employee champion finds a common problem in the layout of the workplace which hampers productivity and decreases work morale. This information can now be used to bring in the much-needed change that will ultimately contribute to improving the workplace, thereby making it even more attractive for current as well as future employees. The employee champion is also an employee who focuses on other employees, and nothing else. Sometimes, the employee champion might only focus on certain aspects, areas, teams, positions or employee experience touchpoints. You can selectively choose to boost a certain area within the company (let’s say an area that’s marred with lower than expected performance) with the help of the employee champion. When the champion figures out the current problems that are impeding productivity, they can report back to management, and suitable steps can then be taken. In many cases, the findings might direct the management towards giving out more incentives. However, it’s not rare for a dedicated employee champion to stumble upon more structural and strategic handicaps that need complex problem-solving skills to get rid of. Every workplace is unique and consequently, its dynamics and structure also differ wildly. Only a dedicated employee champion will be able to bring about the change that will go on towards improving the organizational capabilities and perhaps even unlock the hidden potential within a workforce. The natural employee champions Apart from the employee champion HR role, there are also natural employee champions. These are employees of your company who outperform others, strive to improve an area within the company, motivate their team, or more than one of the above. These employee champions don’t need any training. They are naturally inclined towards boosting workplace morale. Sometimes, they do it unknowingly or perhaps even unintentionally. It’s very important to categorically identify such people and incentivize them to let them know that you recognize their contribution to the overall work culture. Workforce commitment is single-handedly the most important factor in improving productivity within an office. A good natural employee champion doesn’t just boost morale but also inspires others to work with more commitment. This usually revolves around people skills, communication, mental support, and guidance. None of these are measurable skills or consistent skills. Employee champions might arise and fade away with time. Once you have an employee champion it’s important to retain theme  3B.  Difference between managerial function and operative function: Managerial Functions:      The Human Resource Manager is a part of the organisational management. So he must perform the basic managerial functions of planning, organising, directing and controlling in relation to his departme There functions are briefly discussed below: 1. Planning:      To get things done through the subordinates, a manager must plan ahead. Planning is necessary to determine the goals of the organisation and lay down policies and procedures to reach the goals. For a human resource manager, planning means the determination of personnel programs that will contribute to the goals of the enterprise, i.e., anticipating vacancies, planning job requirements, job descriptions and determination of the sources of recruitment.      The process of personnel planning involves three essential      Firstly, a supply and demand forecast for each job category is made. This step requires knowledge to both labour market conditions and the strategic posture and goals of the organisation.     Secondly, net shortage and excess of personnel by job category are projected for a specific time horizon.      Finally, plans are developed to eliminate the forecast shortages and excess of particular categories of human resources. 2. Organizing:      Once the human resource manager has established objectives and developed plans and programs to reach them, he must design and develop organisation structure to carry out the various operations The organisation structure basically includes the following: (i) Grouping of personnel activity logically into functions or positions; (ii) Assignment of different functions to different individuals; (iii) Delegation of authority according to the tasks assigned and responsibilities involved; (iv) Co-ordination of activities of different individuals. 3. Directing:      The plans are to be pure into effect by people. But how smoothly the plans are implemented depends on the motivation of people. The direction function of the personnel manager involves encouraging people to work willingly and effectively for the goals of the enterprise.      In other words, the direction function is meant to guide and motivate the people to accomplish the personnel programs. The personnel manager can motivate the employees in an organisation through career planning, salary administration, ensuring employee morale, developing cordial relationships and provision of safety requirements and welfare of employees.      The motivational function poses a great challenge for any manager. The personnel manager must have the ability to identify the needs of employees and the means and methods of satisfy those needs. Motivation is a continuous process as new needs and expectations emerge among employees when old ones are satisfied. 4. Controlling:      Controlling is concerned with the regulation of activities in accordance with the plans, which in turn have been formulated on the basis of the objectives of the organisation. Thus, controlling completes the cycle and leads back to planning. It involves the observation and comparison of results with the standards and correction of deviations that may occur.      Controlling helps the personnel manager to evaluate the control the performance of the personnel department in terms of various operative functions. It involves performance appraisal, critical examination of personnel records and statistics and personnel audit. 2. Operative Functions:      The operative functions are those tasks or duties which are specifically entrusted to the human resource or personnel department. These are concerned with employment, development, compensation, integration and maintenance of personnel of the organisation. The operative functions of human resource or personnel department are discussed below: 1. Employment:      The first operative function of the human resource of personnel department is the employment of proper kind and number of persons necessary to achieve the objectives of the organisation. This involves recruitment, selection, placement, etc. of the personnel.      Before these processes are performed, it is better to determine the manpower requirements both in terms of number and quality of the personnel. Recruitment and selection cover the sources of supply of labour and the devices designed to select the right type of people for various jobs. Induction and placement of personnel for their better performance also come under the employment or procurement function. 2. Development:      Training and development of personnel is a follow up of the employment function. It is a duty of management to train each employee property to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in the organisation. Proper development of personnel is necessary to increase their skills in doing their jobs and in satisfying their growth need.      For this purpose, the personnel departments will device appropriate training programs. There are several on- the-job and off-the-job methods available for training purposes. A good training program should include a mixture of both types of methods. It is important to point out that personnel department arranges for training not only of new employees but also of old employees to update their knowledge in the use of latest techniques. 3. Compensation:      This function is concerned with the determination of adequate and equitable remuneration of the employees in the organisation of their contribution to the organisational goals. The personnel can be compensated both in terms of monetary as well as non-monetary rewards.      Factors which must be borne in mind while fixing the remuneration of personnel are their basic needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the personnel department can make use of certain techniques like job evaluation and performance appraisal. 4. Maintenance (Working Conditions and Welfare):      Merely appointment and training of people is not sufficient; they must be provided with good working, conditions so that they may like their work and workplace and maintain their efficiency. Working conditions certainly influence the motivation and morale of the employees.      These include measures taken for health, safety, and comfort of the workforce. The personnel department also provides for various welfare services which relate to the physical and social well-being of the employees. These may include provision of cafeteria, rest rooms, counseling, group insurance, education for children of employees, recreational facilities, etc. 5. Motivation:     Employees work in the organisation for the satisfaction of their needs. In many of the cases, it is found that they do not contribute towards the organisational goals as much as they can. This happens because employees are not adequately motivated. The human resource manager helps the various departmental managers to design a system of financial and non-financial rewards to motivate the employees. 6. Personnel Records:     The human resource or personnel department maintains the records of the employees working in the enterprise. It keeps full records of their training, achievements, transfer, promotion, etc. It also preserves many other records relating to the behaviour of personnel like absenteeism and labour turnover and the personnel programs and policies of the organisation. 7. Industrial Relations:      These days, the responsibility of maintaining good industrial relations is mainly discharged by the human resource manager. The human resource manager can help in collective bargaining, joint consultation and settlement of disputes, if the need arises. This is because of the fact that he is in possession of full information relating to personnel and has the working knowledge of various labour enactments.      The human resource manager can do a great deal in maintaining industrial peace in the organisation as he is deeply associated with various committees on discipline, labour welfare, safety, grievance, etc. He helps in laying down the grievance procedure to redress the grievances of the employees. He also gives authentic information to the trade union leaders and conveys their views on various labour problems to the top management. 8. Separation:      Since the first function of human resource management is to procure the employees, it is logical that the last should be the separation and return of that person to society. Most people do not die on the job. The organisation is responsible for meeting certain requirements of due process in separation, as well as assuring that the returned person is in as good shape as possible. The personnel manager has to ensure the release of retirement benefits to the retiring personnel in time.

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பரவாயில்லைலலழழழளபநபமமளறளழழமமநலளமநழமட

good but not good but it is good