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PGDM Human Resource Management

TRAINING AND DEVELOPMENT

"Training is intentional learning". Thus, it should include both intention clarity and learning efficacy to be effective. Development on the other hand, deals with much wider contexts of problem-solving. It is interesting to note that both Training and Development go hand in hand, preferably in a sequential manner to ensure the “quality” of human resource in a social unit such as an organization.


RECRUITMENT & SELECTION

Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organization to select the most appropriate people to fill job vacancies against defined position descriptions and specifications. Acquiring the best applicants for a role can be a competitive advantage for an Organization whereas ineffective recruitment and selection can result in enormous disruption, reduced productivity, interpersonal difficulties and interruptions to operations, customer service and long term costs. Once a pool of candidates has been identified through the recruitment process the most appropriate candidate, or candidates are identified through a selection process including but not limited to interviewing, reference checking and testing. The purpose of the selection process is to ensure that the best person or people are appointed to the role or roles using effective, fair and equitable assessment activities.


COMPENSATION & BENEFITS

“It is compensation which attracts employees to work, to motivate and mobilize them to make the things happen so as to accomplish an organizational goal.” The basic concept of compensation is a means to earn livelihood and money to support a family. It is a return on the investment of the efforts one puts in to do any job, using his/her competence or knowledge.

However, to conceptualize compensation correctly, we need to study: Concept of equity, Concept of compensation, Concepts of environmental elements influencing compensation.

Compensation refers to all the forms of financial return and tangible services and benefits employees receive as part of employment relationship. It is an integral part of human resource management that helps in motivating the employees and improving organizational effectiveness by paying salary or wage.

‘Salary’ refers to the payment for managers and professionals usually fit this category, whose pay is calculated at an annual or monthly rate rather than hourly, because hours worked need not be recorded. In contrast, for workers who are covered by overtime and hourly or daily payment, their pay is calculated as ‘wage’. The term compensation is of recent origin, which includes everything, an employee gets in return for efforts he/she makes to accomplished a given task, whether it is daily, weekly or monthly. It includes wage/ salary, allowances, perks and/or benefits and incentives. Basically it is an employee’s means of earning livelihood, for supporting his/her family and maintaining a standard of living. It is thus a part of the employee-employer relationship. Compensation can also be viewed as: A system of rewarding motivation and an employee's worth to the organization. It is a tool for an organization to foster the values, culture and the behavior of the employees.


LEARNING ORGANIZATION AND PERFORMANCE MANAGEMENT

The global competitive environment enhances the importance of the employee. They provide the competitive edge to organizations. Organizations with talented and motivated workforce offering outstanding services to customers offer a better position on their competitors even for the similar products. Organization and employee together can make the journey of goals achievement simpler. The facilitating of learning of its employee and providing a conducive environment is important for transformation of the organization.

Learning organization is the business term given to a company that facilitates the learning of its members and continuously transforms itself. The concept was coined through the work and research of Peter Senge and his colleagues. Performance Management means managing people at the best of their level or managing people well.

Significant performance development is an important challenge for the Organization Performance Management is an integrated and holistic concept of embracing the entire organization. It is the continuous process of identifying, measuring and enveloping the performance of individuals and teams and aligning performance with the strategic goals of the organization. The course explains the how performance management process works.

This course describes the specific performance management techniques for small and large organization, for profit and non-profit organization.


INTERNATIONAL HUMAN RESOURCE MANAGEMENT

In today’s business scenario, wherein the human mobility has increased with the world becoming narrower and smaller (aptly named as the global village), the managers of various organizations across the globe need to understand the various cultures, behavioral patterns, customs, norms to run a successful, sustainable business. This course will help the students, who are the future of the country, how to behave, lead and comprehend the people at various levels and positions to improve intra and interpersonal relationships.

In turn, this will help the students to grow and contribute, towards, the GDP on their respective countries.

Ultimately the course is designed to breed future leaders who can withstand the global turmoil, and lead a generation of leaders.


INDUSTRIAL RELATIONS AND LABOUR LAW

The course aims to provide an in-depth study of industrial relations and connected labor legislations. It helps to prepare the participants to understand the psyche of industrial labor and the issues involved in dealing with organized workforce.


ORGANIZATIONAL DEVELOPMENT & CHANGE MANAGEMENT

The only constant element in today’s economic world is change. It is not only the most frequent phenomenon in organizations, but also the most difficult as many change efforts in organizations fail. The change goals, e.g. to increase the effectiveness of processes or systems or to create synergies are frequently unmet even though on paper the efforts look very interesting and effective. The endeavors fail, not due to the plans or nicely set presentations but because the human factor has not been taken into consideration. The high complexity of change processes and the multiple challenges need the implementation of long-term holistic concepts and a strong commitment of managers and leaders within the organization.

Organizational development and change management are core elements of today’s management job descriptions. The aim is at creating an understanding of change and organizational development processes.

The knowledge of how organizations work comes mainly from basic behavioral science research and theory. It entails an understanding of the dynamics of the individuals, groups and goal oriented social systems. Knowledge of how change occurs involves understanding the process of change and changing. In the case of organizational development, gaining this knowledge is difficult because the phenomena are so complex and are themselves changing as they are being studies. The action arena of organizational development is the organization

Organizational development interventions refer to various activities which a consultant and client organization perform for improving organization performance by enabling organization members to better manage their behavior, their work group and organization culture. It is a complete strategy for change that encompasses theory, practice, methods and values. Organizations have implemented new forms of teams, such as self –directed teams, virtual teams and cross-functional teams. These new types of teams combined with the complexity of work today, frequently require increased collaboration and problem solving in a global environment. In addition, teams not only play a central role in an organization’s effectiveness, but they also play a central role in the accomplishments and implementation of organization change such as shifts in strategy.


STRATEGIC HUMAN RESOURCE MANAGEMENT

To understand the forces that have resulted in the emergence of Strategic HRM, the factors that constitute environment of an organization, provide insights into the theoretical foundations and practical implications of Strategic Human Resource Management and understand different approaches and their relative merits in Strategic HRM.

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2019-2021

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