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human resource management (hrm) is the strategic and coherent approach to the management of an organisation's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. the terms "human resource management" and "human resources" (hr) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. in simple sense, hrm means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. clinics that have a lot of technical equipment such as those that offer laser eye surgery have a strategic approach to hrm. features its features include: organizational management personnel administration personnel management manpower management industrial management but these traditional expressions are becoming less common for the theoretical discipline. sometimes even industrial relations and employee relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies. the theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. the field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process. hrm is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. as such, hrm techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. hrm is also seen by many to have a key role in risk reduction within organizations. academic theory the goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. the key word here perhaps is "fit", i.e. a hrm approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (miller, 1989). the basic premise of the academic theory of hrm is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. fields such as psychology, industrial engineering, industrial, legal/paralegal studies and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. many colleges and universities offer bachelor and master degrees in human resources management. one widely used scheme to describe the role of hrm, developed by dave ulrich, defines 4 fields for the hrm function: strategic business partner change management employee champion administration however, many hr functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. in addition, hr organizations also have the difficulty in proving how their activities and processes add value to the company. only in the recent years hr scholars and hr professionals are focusing to develop models that can measure if hr adds value. critical academic theory postmodernism plays an important part in academic theory and particularly in critical theory. indeed karen legge in 'human resource management: rhetorics and realities' poses the debate of whether hrm is a modernist project or a postmodern discourse (legge 2004). in many ways, critically or not, many writers contend that hrm itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of hrm (man as individuals). critiques include the notion that because 'human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. man is not machine, no matter what attempts are made to change it i.e. fordism / taylorism, mcdonaldisation (modernism). critical theory also questions whether hrm is the pursuit of "attitudinal shaping" (wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. many critics note the move away from man as machine is often in many ways, more a linguistic (discursive) move away than a real attempt to recognise the human in human resource management. critical theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. it also considers the complex subject of power, power games, and office politics. power in the workplace is a vast and complex subject that cannot be easily defined. this leaves many critics to suggest that management 'gurus', consultants, 'best practice' and hr models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead management as a whole to fall into the trap of oversimplifying the relationship. business practice human resources management comprises several processes. together they are supposed to achieve the above mentioned goal. these processes can be performed in an hr department, but some tasks can also be outsourced or performed by line-managers or other departments. when effectively integrated they provide significant economic benefit to the company. workforce planning recruitment (sometimes separated into attraction and selection) induction and orientation skills management training and development personnel administration compensation in wage or salary time management travel management (sometimes assigned to accounting rather than hrm) payroll (sometimes assigned to accounting rather than hrm) employee benefits administration personnel cost planning performance appraisal careers the sort of careers available in hrm are varied. there are generalist hrm jobs such as human resource assistant. there are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, eeo (equal employment opportunity) specialists or college recruiters. training and development specialism is often conducted by trainers and orientation specialists. compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators. professional organizations professional organizations in hrm include the society for human resource management, the australian human resources institute (ahri), the chartered institute of personnel and development (cipd), the international public management association for hr (ipma-hr), management association of nepal man and the international personnel management association of canada (ipma-canada), human capital institute (hci) functions the human resources management (hrm) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. activities also include managing your approach to employee benefits and compen

URL analysis for ahhrm.org.uk

http://www.ahhrm.org.uk/healthcare-administration.html

Whois Information

Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;

Domain name:
ahhrm.org.uk

Registrant:
DR Prav K Solanki

Trading as:
DR Prav K Solanki

Registrant type:
UK Individual

Registrant's address:
adamson house wilslow road
didsbury
macnhester
M20 2YY
United Kingdom

Data validation:
Nominet was able to match the registrant's name and address against a 3rd party data source on 10-Dec-2012

Registrar:
Mr Pravesh Solanki [Tag = THEFRESHUK]
URL: http://www.thefreshuk.com

Relevant dates:
Registered on: 26-May-2008
Expiry date: 26-May-2018
Last updated: 27-Nov-2015

Registration status:
Registered until expiry date.

Name servers:
ns.heartinternet.co.uk
ns2.heartinternet.co.uk 79.170.43.3

WHOIS lookup made at 15:01:54 17-Oct-2017

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  REFERRER http://www.nominet.org.uk

  REGISTRAR Nominet UK

SERVERS

  SERVER uk.whois-servers.net

  ARGS ahhrm.org.uk

  PORT 43

  TYPE domain

OWNER

  ORGANIZATION DR Prav K Solanki

TYPE
UK Individual

ADDRESS
adamson house wilslow road
didsbury
macnhester
M20 2YY
United Kingdom
Data validation:
Nominet was able to match the registrant's name and address against a 3rd party data source on 10-Dec-2012

DOMAIN

  SPONSOR Mr Pravesh Solanki [Tag = THEFRESHUK]

  CREATED 2008-05-26

  CHANGED 2015-11-27

STATUS
Registered until expiry date.

NSERVER

  NS.HEARTINTERNET.CO.UK 79.170.40.2

  NS2.HEARTINTERNET.CO.UK 79.170.43.3

  NAME ahhrm.org.uk

DISCLAIMER
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:
Copyright Nominet UK 1996 - 2017.
You may not access the .uk WHOIS or use any data from it except as permitted
by the terms of use available in full at http://www.nominet.uk/whoisterms,
which includes restrictions on: (A) use of the data for advertising, or its
repackaging, recompilation, redistribution or reuse (B) obscuring, removing
or hiding any or all of this notice and (C) exceeding query rate or volume
limits. The data is provided on an 'as-is' basis and may lag behind the
register. Access may be withdrawn or restricted at any time.

  REGISTERED yes

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