UGC NET MANAGEMENT PYQ PAPER-2 Question-4 solved with explanation| CSIR NET Management PYQ Solution
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Загружено: 2026-01-13
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Electronic Human Resource Management (e-HRM) involves using internet technology to provide HR services. It integrates HR functions and information systems, aiming to improve efficiency and effectiveness.
e-HRM Implications in HR Processes
e-HRM significantly impacts various core human resource functions. Let's examine the implications mentioned:
Recruitment
e-HRM revolutionizes the recruitment process. Companies can post jobs online, manage applicant databases, screen resumes electronically, and conduct initial interviews via video conferencing. This makes the recruitment cycle faster and broader.
Selection
Similar to recruitment, e-HRM enhances selection. Online testing, automated background checks, and digital communication with candidates streamline the process. It allows for more efficient evaluation and faster decision-making during selection.
Training
e-HRM facilitates effective training through online platforms. Employees can access learning materials, participate in virtual workshops, and track their progress digitally. This aspect of e-HRM supports continuous learning and skill development.
Distinguishing Project Management Tools
While crucial for managing projects, some options listed are distinct from the direct functional implications of e-HRM:
• PERT (Program Evaluation and Review Technique): This is a project management tool used for planning and controlling projects with uncertain task durations.
• CPM (Critical Path Method): This is another project management technique used to identify the minimum project completion time and schedule tasks.
While PERT and CPM might be used to manage the implementation of e-HRM systems or large-scale HR initiatives like training programs, they are not the core HR functions that e-HRM directly facilitates or transforms. Instead, recruitment, selection, and training are fundamental HR activities directly enhanced and modified by e-HRM technologies.
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