Human resources on Burger King
Human resources means when a business has a forecast and a projection of its future staff needs. This means that the business can develop appropriate strategies for the recruitment, training and development of its staff. Within a small business, with perhaps one or two employees, responsibility for human resources will lie with the owner or with the partners while large organizations with many employees on the other hand, will have a whole section devoted to personnel.
The social reformer
Before Hr emerged as a specialist management activity there were those in the nineteenth century who tried to intervene in the industrial affairs of the severely under privilege factory worker. At this time they are not employed by the company but rather acted on behalf of fellow workers.
The Human bureaucrats
We now come to the stage where organizations were increasing in size. Specialization was emerging at management level as well as on the shop floor. This led to the growth of personnel work only involved with staffing, careful selection, training and placement it was believed that by selecting staff with particular skill of the job would ensure the business would run smoothly and staff would be happy.
The Negotiator
The industrial revolution led the masses of workers to rebel against their treatment and pay. Trade unions forced organization to negotiate for some of the rights of the individual. The government encouraged the appointment of personnel officers to deal with negotiator on behalf.
* Man power planning
* Recruitment and selection
* Training and development
* Motivation and performance management
In an ideal world businesses should plan ahead when it comes to human resources. A well-organized business will have forecasts and projections of its future staffing needs. These will then be matched to forecasts and projections about the local labour market, which means that the business can develop appropriate strategies for the recruitment, training and
The social reformer
Before Hr emerged as a specialist management activity there were those in the nineteenth century who tried to intervene in the industrial affairs of the severely under privilege factory worker. At this time they are not employed by the company but rather acted on behalf of fellow workers.
The Human bureaucrats
We now come to the stage where organizations were increasing in size. Specialization was emerging at management level as well as on the shop floor. This led to the growth of personnel work only involved with staffing, careful selection, training and placement it was believed that by selecting staff with particular skill of the job would ensure the business would run smoothly and staff would be happy.
The Negotiator
The industrial revolution led the masses of workers to rebel against their treatment and pay. Trade unions forced organization to negotiate for some of the rights of the individual. The government encouraged the appointment of personnel officers to deal with negotiator on behalf.
* Man power planning
* Recruitment and selection
* Training and development
* Motivation and performance management
In an ideal world businesses should plan ahead when it comes to human resources. A well-organized business will have forecasts and projections of its future staffing needs. These will then be matched to forecasts and projections about the local labour market, which means that the business can develop appropriate strategies for the recruitment, training and