Indika Mediwaka P&O Blogs

  As per Amstrong (2006), E learning could be defined as “Delivering the training & development opportunities through electronic methods”. It is not much about technology, but more focus has been given on the learning aspect of it. There are different types of e learnings available (Armstrong, 2006). They are, ·          Self Paced e-learning – Learner is using technological methods without an instructer ·          Live e-learning – Learner & Instructor both available actively via electronic method ·          Collaborative e-learning – Support through Discussion Forums, Chat rooms to share the knowledge & experience while learning Pinto, (2020) has listed some advantages & challenges of e-learning process Advantages 1.        Efficiency  – E-learning offers a very efficient way to deliver lessons. Use of videos, sharing of resource links, serving assessment tests can all be done at the click of a button. 2.        Affordability  – E-learning is far more

  Existing rapid changes in technology have affected businesses in many more ways in organizational adjustments to a workforce looking for remote and mobile job opportunities and human resources has had to adapt swiftly. If HR wants to continue to play a critical role in helping businesses and manage organizational change, HR must-have to adopt to the current technological aspects. (Biro, 2016) Mobile Technology Digitalized HR apps on mobile platforms, allow individuals to access their information more readily than ever before. In NTB Plc employees ae being given access to a digitalized HR platform. Previously the employees need to visit or email HR every time you had a question about your benefits or paycheck; instead, if it is able to log on to a portal where all that information was at your fingertips. It could use the same portal to request Leave, Time off, or Attendance corrections etc. Mobile HR apps make it easy for employees to access this kind of information anywhere and anyt

  The QWL is explained as deliberately and ceaselessly intending to improve the quality of working life including expanding the feeling of satisfaction individuals get from their work by, so far as could be expected under the circumstances, lessening repetitiveness, expanding assortment, self-rule and duty, and trying not to put individuals under a lot of pressure (Armstrong, 2006). As per Kotresh P, following are the good effects of QWL 1. Job Involvement: Job involvement indicates the extent of people’s identification with, or ego involvement, in the job. Job involved people spend more time on job and turn out better performance.   2. Sense of Competence: Sense of competence denotes the feelings of confidence that an individual has in his own competence.   3. Job Satisfaction: Job satisfaction is a set of favorable or unfavorable feelings with which employees view their jobs and the environment in which these are performed. Better quality of work life makes both job

  What is “Performance Management”? Performance Management is identified as a precise cycle for improving organizational performances by building up the performances of people and groups. It is a method for improving outcomes by comprehension and overseeing performances inside a concurred system of arranged objectives, norms and competency necessities. It centers individuals around doing the correct things by explaining their objectives which is possessed and driven by line management. (Armstrong, 2006). Aims of Performance management as expressed by global organizations Empowering, motivating and rewarding employees to do their best. Armstrong  World Industries Focusing employee’s tasks on the right things and doing them right. Aligning  everyone’s individual goals to the goals of the organization. Eli Lilly & Co Proactively managing and resourcing performance against agreed accountabilities and objectives. ICI Paints The process and behaviors by which managers manage the perf

  ·    What is “Performance Appraisal”? Performance Appraisal can be characterized as the proper evaluation and rating of people by their managers at periodical review meetings. Interestingly it is a persistent and a lot more extensive, more complete and more regular cycle of the management that explains shared desires, underscores the help part of supervisors who are required to go about as mentors instead of judges, and spotlights on what's to come (Armstrong, 2006). This has been undermined in light of the fact that time and again it has been worked as a top-down and generally administrative framework claimed by the HR Department rather than by line managers. It would in general be in reverse looking, focusing on what had turned out badly, instead of anticipating future improvement needs. There was practically no connection among them and the requirements of the business. (Armstrong, 2006). ·    As per Levinson (1976) Performance appraisal consists with three functions To pr