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10 Perbedaan Antara zakat Maal dan Zakat Fithr

Judul : 10 Perbedaan Antara zakat Maal dan Zakat Fithr Penulis : Isnan Ansory, Lc, MA Terbit : Fri, 22 May 2020 Halaman : 36 hlm. Kategori : Zakat Views: 5.239 views Share: | 531

Judul : 10 Perbedaan Antara zakat Maal dan Zakat Fithr Penulis : Isnan Ansory, Lc, MA Terbit : Fri, 22 May 2020 Halaman : 36 hlm. Kategori : Zakat Views: 5.239 views Share: | 531

DYNAMIC HR

Model MSDM untuk Bisnis Berkelanjutan dan Karyawan Bahagia

Perkembangan di dunia bisnis hari ini semakin mengarah pada cita-cita bisnis yang bukan hanya sekedar mencari keuntungan, tetapi membuat bisnis yang berkelanjutan dengan karyawan yang sejahtera dan bahagia. Belajar dari pengalaman empiris selama puluhan tahun, kedua penulis merumuskan sebuah model pengelolaan SDM yang disebut Dynamic HR. Dengan penuliss mempraktikkan model ini, sebuah perusahaan dapat mencapai arahan-arahan strategis perusahaan, yang pada akhirnya menyumbang pada sustainable business excellence. Saat ini, di tengah suasana bisnis yang sangat dinamis, diperlukan organisasi yang adaptive dan relevan sesuai dengan kebutuhan bisnis, sistem manajemen kinerja yang menghasilkan extra mile performance dan transformative leader yang dapat memimpin transformasi organisasi. Semua ini juga didukung pengelolaan talenta yang unggul dengan memberikan competitive reward yang sesuai dengan kontribusi karyawan dan kinerja organisasi serta menyiapkan future-oriented HR talent. Penulis juga mengetengahkan tentang fungsi departemen HR dan HR Information System sebagai enabler dalam mewujudkan elemen-elemen di atas. Diperkaya dengan berbagai studi kasus di perusahaan serta toolbox yang membantu pembaca, buku ini diharapkan dapat menjadi panduan para pemimpin organisasi dan para praktisi manajemen SDM untuk menavigasi perusahaan di era digital yang super dinamis saat ini.

Belajar dari pengalaman empiris selama puluhan tahun, kedua penulis merumuskan sebuah model pengelolaan SDM yang disebut Dynamic HR. Dengan penuliss mempraktikkan model ini, sebuah perusahaan dapat mencapai arahan-arahan strategis ...

HR Through Case Studies

About the book: With the rapid advancement in technology in the past few years, management students are required to acquire all-round understanding of their respective disciplines and specializations along with general knowledge. Case study approach in Management education is extensively accepted these days as an important tool of teaching strategy. Practical application of the subject knowledge is also essential and various tools are now available to acquaint the students with critical case studies. It has progressively changed the dynamics of traditional learning methodologies. This book endeavours to provide as much knowledge as possible on HR issues through case studies. It is a fine compilation of 24 cases, written over years of experience of working at sensitive areas. Out of these, three are real-life cases experienced at Tata Steel. Various HR aspects have been covered in this book. These case studies throw light on the real-life business situations where practicing managers face new challenges. This book would prove to be a rich source of learning for students of HR, Management, Personnel, and of life itself.

These case studies throw light on the real-life business situations where practicing managers face new challenges. This book would prove to be a rich source of learning for students of HR, Management, Personnel, and of life itself.

HR at Your Service

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management 9 1.1 Meaning of Human Resources 9 1.2 Human resource functions 9 1.3 Organization culture 9 1.4 Human resource activities in management 10 1.5 HR specialists 11 1.6 Strategic aspects of HRM 12 1.7 The HR manager 12 1.8 Industrial relations 13 1.9 The role of HR department 13 1.10 Effects of a good HR policy 15 1.11 Responsibilities of HR department 15 2 Manpower planning, recruitment and selection 18 2.1 Expansion of organization 18 2.2 HR or manpower planning 18 2.3 Self-regulatory manpower control 21 Problems caused by expansion of organization 22 2.5 Scientific management 22 2.6 Organization and Method Studies (O & M Studies) 23 2.7 Recruitment 24 2.8 Policy of recruitment 24 2.9 Recruitment process 26 2.10 Selection 30 3 Induction, Training and Employee Development 34 3.1 Induction 34 3.2 Training and development 36 3.3 Need and benefits of training 36 3.4 Types of training programmes 37 3.5 Training and development methods 38 3.6 Characteristics of a good training programme 38 3.7 Designing the training programme 39 3.8 Evaluation of training 40 4 Health, Safety, Security and Welfare 43 4.1 HR department's responsibilities 43 Fire prevention and fire fighting 46 4.3 Medical facilities 48 4.4 Safety and security officers 49 4.5 Prevention of theft and pilfering 49 4.6 Employee welfare 49 5 Motivation, Employee Counseling, Resignations and Retirement 52 5.1 Motivation 52 5.2 Style of management 52 5.3 Changes in management attitudes 53 5.4 Contributors and theorists 53 5.5 Motivation strategies 57 5.6 Managerial styles in HR management 59 5.7 Disciplinary action 59 5.8 Employee counseling 60 5.9 Equal Opportunity Policy 61 5.10 Resignations 62 5.11 Retirement 63 Executive Education 6 Performance Appraisal 64 6.1 Purpose of Performance Appraisal 64 6.2 Importance of Performance Appraisal 65 6.3 Steps in Appraisal 65 6.4 Methods, techniques and tools 66 7 Remuneration 75 7.1 Remuneration policy 75 7.2 Systems of remuneration 76 7 .3 Standard employee benefits 77 8 Personnel Records and Statistics 79 8 .1 Need for Personnel Records 79 8.2 Information in Personnel Records 79 8.3 Formats of Personnel Records 80 8.4 Reports 83 8.5 Learning Organizations 84 9 Industrial Relations 85 9.1 Trade Unions 85 9.2 Collective bargaining 85 9.3 Industrial action 85 9.4 Joint consultation 86 9.5 Staff Associations 86 9.6 The Role of HR Manager 86 10 References 87

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

The Essential HR Handbook

A Quick and Handy Resource for Any Manager Or HR Prof

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management 9 1.1 Meaning of Human Resources 9 1.2 Human resource functions 9 1.3 Organization culture 9 1.4 Human resource activities in management 10 1.5 HR specialists 11 1.6 Strategic aspects of HRM 12 1.7 The HR manager 12 1.8 Industrial relations 13 1.9 The role of HR department 13 1.10 Effects of a good HR policy 15 1.11 Responsibilities of HR department 15 2 Manpower planning, recruitment and selection 18 2.1 Expansion of organization 18 2.2 HR or manpower planning 18 2.3 Self-regulatory manpower control 21 Problems caused by expansion of organization 22 2.5 Scientific management 22 2.6 Organization and Method Studies (O & M Studies) 23 2.7 Recruitment 24 2.8 Policy of recruitment 24 2.9 Recruitment process 26 2.10 Selection 30 3 Induction, Training and Employee Development 34 3.1 Induction 34 3.2 Training and development 36 3.3 Need and benefits of training 36 3.4 Types of training programmes 37 3.5 Training and development methods 38 3.6 Characteristics of a good training programme 38 3.7 Designing the training programme 39 3.8 Evaluation of training 40 4 Health, Safety, Security and Welfare 43 4.1 HR department's responsibilities 43 Fire prevention and fire fighting 46 4.3 Medical facilities 48 4.4 Safety and security officers 49 4.5 Prevention of theft and pilfering 49 4.6 Employee welfare 49 5 Motivation, Employee Counseling, Resignations and Retirement 52 5.1 Motivation 52 5.2 Style of management 52 5.3 Changes in management attitudes 53 5.4 Contributors and theorists 53 5.5 Motivation strategies 57 5.6 Managerial styles in HR management 59 5.7 Disciplinary action 59 5.8 Employee counseling 60 5.9 Equal Opportunity Policy 61 5.10 Resignations 62 5.11 Retirement 63 Executive Education 6 Performance Appraisal 64 6.1 Purpose of Performance Appraisal 64 6.2 Importance of Performance Appraisal 65 6.3 Steps in Appraisal 65 6.4 Methods, techniques and tools 66 7 Remuneration 75 7.1 Remuneration policy 75 7.2 Systems of remuneration 76 7 .3 Standard employee benefits 77 8 Personnel Records and Statistics 79 8 .1 Need for Personnel Records 79 8.2 Information in Personnel Records 79 8.3 Formats of Personnel Records 80 8.4 Reports 83 8.5 Learning Organizations 84 9 Industrial Relations 85 9.1 Trade Unions 85 9.2 Collective bargaining 85 9.3 Industrial action 85 9.4 Joint consultation 86 9.5 Staff Associations 86 9.6 The Role of HR Manager 86 10 References 87

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

The Big Book of HR

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management 9 1.1 Meaning of Human Resources 9 1.2 Human resource functions 9 1.3 Organization culture 9 1.4 Human resource activities in management 10 1.5 HR specialists 11 1.6 Strategic aspects of HRM 12 1.7 The HR manager 12 1.8 Industrial relations 13 1.9 The role of HR department 13 1.10 Effects of a good HR policy 15 1.11 Responsibilities of HR department 15 2 Manpower planning, recruitment and selection 18 2.1 Expansion of organization 18 2.2 HR or manpower planning 18 2.3 Self-regulatory manpower control 21 Problems caused by expansion of organization 22 2.5 Scientific management 22 2.6 Organization and Method Studies (O & M Studies) 23 2.7 Recruitment 24 2.8 Policy of recruitment 24 2.9 Recruitment process 26 2.10 Selection 30 3 Induction, Training and Employee Development 34 3.1 Induction 34 3.2 Training and development 36 3.3 Need and benefits of training 36 3.4 Types of training programmes 37 3.5 Training and development methods 38 3.6 Characteristics of a good training programme 38 3.7 Designing the training programme 39 3.8 Evaluation of training 40 4 Health, Safety, Security and Welfare 43 4.1 HR department's responsibilities 43 Fire prevention and fire fighting 46 4.3 Medical facilities 48 4.4 Safety and security officers 49 4.5 Prevention of theft and pilfering 49 4.6 Employee welfare 49 5 Motivation, Employee Counseling, Resignations and Retirement 52 5.1 Motivation 52 5.2 Style of management 52 5.3 Changes in management attitudes 53 5.4 Contributors and theorists 53 5.5 Motivation strategies 57 5.6 Managerial styles in HR management 59 5.7 Disciplinary action 59 5.8 Employee counseling 60 5.9 Equal Opportunity Policy 61 5.10 Resignations 62 5.11 Retirement 63 Executive Education 6 Performance Appraisal 64 6.1 Purpose of Performance Appraisal 64 6.2 Importance of Performance Appraisal 65 6.3 Steps in Appraisal 65 6.4 Methods, techniques and tools 66 7 Remuneration 75 7.1 Remuneration policy 75 7.2 Systems of remuneration 76 7 .3 Standard employee benefits 77 8 Personnel Records and Statistics 79 8 .1 Need for Personnel Records 79 8.2 Information in Personnel Records 79 8.3 Formats of Personnel Records 80 8.4 Reports 83 8.5 Learning Organizations 84 9 Industrial Relations 85 9.1 Trade Unions 85 9.2 Collective bargaining 85 9.3 Industrial action 85 9.4 Joint consultation 86 9.5 Staff Associations 86 9.6 The Role of HR Manager 86 10 References 87

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

Financial Analysis for HR Managers

Tools for Linking HR Strategy to Business Strategy

HR leaders and practitioners: master the financial analysis skills you need to become true strategic business partners, gain an equal seat at the table, and get boardroom and CFO buy-in for your initiatives! In this one-of-a-kind book, Dr. Steven Director covers everything mid-to-senior-level HR professionals need to formulate, model, and evaluate their HR initiatives from a financial perspective. Drawing on his unsurpassed expertise working with HR executives, he walks through each crucial financial issue associated with strategic talent management, including quantifiable links between workforces and business value, cost-benefit analyses of HR and strategic financial initiatives, and specific issues related to total rewards programs, including stock, stock options, and pension costs. Unlike other finance books for non-financial managers, Financial Analysis for HR Managers focuses entirely on core HR issues. Director helps you answer questions such as: How do you model HR's financial role in corporate strategic initiatives such as the introduction of a new product line? How do you select bonus drivers to send the right signals to managers (and uncover suboptimal hidden signals you might be sending now)? How do you design compensation packages that are fully consistent with your goals? How do you identify and manage pension-finance costs and risks that can dramatically impact the long-term financial health of the business? HR leaders and aspiring leaders are under unprecedented pressure to provide credible, quantitative answers to questions like these. This is the one and only book that will help them do so.

HR leaders and aspiring leaders are under unprecedented pressure to provide credible, quantitative answers to questions like these. This is the one and only book that will help them do so.

Professional HR

Evidence- Based People Management and Development

A new breed of HR Professional is needed who can offer the sort of effective people management that can change the way organizations work. They will first have to resolve the legacy left by an absence of professionalism in people management amongst both operational managers and the HR departments that serve them. Much of the problems that currently undermine capitalism and governance today can be traced back directly to insufficient attention being paid to the professional management of human capital. This text offers an objective scale to gauge levels of professionalism that can be applied to management in any sector. Paul Kearns has also developed a clear 10-step guide for anyone looking to develop their HR professionalism in a practical way. With an insightful Foreword by Professor Jeffrey Pfeffer and with these tools, readers will be encouraged to move away from the old world ineffectiveness of people management by looking towards a New Norm and the huge potential it offers for value and wealth. Suitable for managers and students studying HR, Professional HR provides the answer for what could be the next iteration of the capitalist system, with professional, evidence-based people management at its heart.

This text offers an objective scale to gauge levels of professionalism that can be applied to management in any sector.

Management and HR Development - a Humanistic Approach for Integration Post Graduate Studies in Intercultural Cooperation

Hpd - Impulse ; Human Potential Development

Applying Advanced Analytics to HR Management Decisions

Methods for Selection, Developing Incentives, and Improving Collaboration

Dramatically improve human capital management decisions by applying advanced analytics and "Big Data" technologies and processes! Pioneering HR technology expert James Sesil identifies widespread flaws in today's HR decision-making processes, and reveals how advanced analytics can help organizations make far more robust decisions about employee selection, performance management, strategy alignment, collaboration, and more. In this book he shows how to integrate Business Intelligence, ERP, Strategy Maps, Talent Management Suites, and advanced analytics -- and use them together to make far better decisions. You'll learn how to measure and improve the value of HCM decision-making in workforce/succession planning, talent acquisition, career development, corporate learning, and beyond. Sesil teaches key lessons from sources ranging from online dating services to Moneyball-style sports player selection processes. He shows how to systematically improve decision-making through more complete and sophisticated collaboration and new Collective Intelligence approaches. You'll learn how to use both internal and external data sources more effectively, and review a wide variety of advanced tools now available from vendors such as OrcaEyes, Vemo, Aruspex, Peoplefluent, Infor/Lawson, DecisionLens, Oracle, Ultimate, Cogniti, IBM, SAP, and Microsoft. Sesil concludes by demonstrating how to build "data driven" cultures and organizations that truly want to bring objectivity to decision-making, and will actually use these remarkable new tools. This book will be an invaluable resource for every HR executive, manager, analyst, and IT professional seeking new opportunities for competitive advantage through human capital and technological innovation.

This book will be an invaluable resource for every HR executive, manager, analyst, and IT professional seeking new opportunities for competitive advantage through human capital and technological innovation.