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1(2), (2022):15-23. DOI: http://doi.org/10.46632/jdaai/1/2/3
Jayalakshmi VA, M. Ramachandran, Chandrasekar Raja, Prabakaran Nanjundan
Organizations have a function called human resource management that emphasizes organization and guiding principles. How people are managed within organizations is the main focus of HR. There are procedures within HR departments and units for numerous measures of responsibility in general, including hiring employees, providing them with training and growth opportunities, evaluating their performance, and rewarding them. HR is concerned with lab our relations, including collective bargaining and reconciling company policies with rules resulting from governmental law. Transactional tasks like payroll and benefits administration predominated the role at first, but because of globalization, organizational integration, technology advancement, and subsequent study, HR now links with strategic efforts. In the past, human resource management (HRM) stood alone as a discipline. In reality, payroll and other administrative difficulties are generally handled by human resource and operations managers. The two topics are investigated independently by various social scientists in academia, which frequently draw from distinct disciplinary backgrounds and publish in different publications. However, on a fundamental level, operations and human resources are strongly intertwined. A function is a setting that frequently clarifies or limits the consequences of human resource operations like compensation, training, staffing, and communication. Several studies have looked into the relationship between employee performance and an organization’s bottom line. The important research on human resource management (HRM) challenges in the travel and hospitality sector is structurally reviewed in this article. Human resource management initiatives in the past have focused on three different business strategies: management fit strategies, labour functions with predictable manpower, specific strategic objectives or needs, environmental supply conditions, and human resource coordination mechanisms that align management strategy and structure overall effort. This article reviews the literature on each of these strategies and presents a taxonomy that compares them. an association between a company’s business and human resource strategies. Discussions about the study and practical implications follow. Information technology has significantly changed human resources (HR) processes and practices in recent years. However, there aren’t many studies that have looked at its efficacy and the majority of those that don’t assess how much these new systems aid businesses in achieving their HR objectives of luring, inspiring, and keeping people. There are numerous restrictions connected with present systems for a reason: One-way communication systems are used, it’s impersonal and passive, personal communication authorization isn’t always granted, and it frequently creates an unnatural barrier between people and companies. As a result, the main goals of this article are to analyses the present effects of technology on HR procedures, take into account the literature that has been published on the subject, and examine the benefits and potential drawbacks of employing these systems. We also offer strategies for utilising technology in future HR operations and research
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