CERA of Human Resource Management

Question: Discuss about the CERA of Human Resource Management. Answer: Introduction: DE Vos and Cambre (2016) depicts that employee are the most crucial part of the organization and in order to attain greater profitability and productivity development programs must have to be evaluated. Law (2013) furthermore portrays that the first step is to consider the business goals and then finalizes the appropriate skills and knowledge the employee required to attain the goals. Furthermore, an effective career management plan has to be carried out so that the skills can be enhanced for achieving innovative ideas. Civil Engineering Research Association (CERA) has research scholar rather than employees and they are liable to formulate innovative ways for building infrastructures, roads, bridges and airports. These infrastructures must have to comply with all the government and environmental policies of the nation. The following section comprises of the measures to evaluate employee development progress. Career management: DE Vos and Cambre (2016) explained that career management provides a direction to the employee of an organization to proceed with a certain goal. It comprises of four steps- self-assessment, reality check, goal setting and action planning. In this context, Marsden et al. (2013) depict that an organization has to collect information about their employees and then formulate career option depending on the skills and ability of the employee. Berk (2015) portrays that several psychological tests can analyze their personality traits and business skills. Moreover, reality check ensures the strength and weakness of an employee that can be used for the organizations benefits. It is also evident that the career development management is not same for all employees and it should be based on the educational qualification of the employee (Berk, 2015). Thus, it can be said that for an effective career management, CERA has to be customized these programs for each individual. Final ly, in the context of action planning, industries and companies must determine the goals they want to attain through their business procedure. Williams (2013) depicts that in these management programs, employees are allowed to formulate short-term and long-term goals (Marsden et al., 2013). Moreover, there training plays a crucial role as it ensures the progress and the most effective strategy is to bring in a professional trainer to conduct formal training on the new techniques of the civil engineering (Ozer Vogel, 2015). Mowday et al. (2013) moreover suggest that e-learning activities should also be implemented so that civil research scholar can utilize the technology-based learning programs and communicate with their trainer anywhere. Sarne and Goldsmith (2013) on the other hand depict that implementation of this technology also improves the communication among the scholars and their trainers. Thus, the technology and the interpersonal relationships can be achieved through these training programs. Smither et al. (2016) moreover depict that informal learning is also a powerful approach for encouraging the employee to keep them associating with the organization. CERA can also utilize OODA learning process for implementing informal learning that comprises of four steps - observe, orientation, the decision for the formulation of the effective learning environment and then finally take actions for implementing desired environment (Bednall et al., 2014). In the context of the first step, managing authorities of CERA shouldscan the environment in order to gather information whether the scholars can learn effectively (Doms.csu.edu.au, 2017). Furthermore, synthesizing the data and information during the observation has to be evaluated. Managers of CERA also take feedback regularly from the scholar so that knowledge can be gathered whether the implemented system is beneficial for them and then carry out the conceived decision (Doms.csu.edu.au, 2017). CERA should cycle through the four action stepsso that effective employee development progress can be analyzed and improvised. Moreover, the contemporary organization emphasizes on employee motivation so that they can get extra financial and non-financial benefits for achieving their goals. Lazaroiu (2015) suggested that employees desire to be recognized and hence organization should take appropriate steps. Thus, CERA can highlight the strength and weakness of the research scholar and formulate short-term and long-term goals according to their competencies. The trainer should be allowed to evaluate the skills and competencies regularly to monitor their job performance and problem-solving technology (Griffin, 2013). Additionally, these evaluations will help CERA to provide challenging roles and responsibility based on the skills of efficient employees and in this way the concerned organization can also motivate their employee to perform well in future. Reference List Bednall, T., Sanders, K., Runhaar, P. (2014). Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study. Academy Of Management Learning Education, 13(1), 45-61.doi:10.5465/amle.2012.0162 Berk, B. A. (2015). A 7-Step Career Checkup: These Questions Will Help Determine If You Are Still on Track to Obtain That Dream Job.Journal of Accountancy,219(4), 103. DE Vos, A. N. S., Cambre, B. (2016). Career Management in High?Performing Organizations: A Set?Theoretic Approach.Human Resource Management. Doms.csu.edu.au. (2017). Welcome | EQUELLA, fromhttps://doms.csu.edu.au/csu/file/677decc2-6646-404b-8e59-8920a739d262/1/CERA%20.zip/CERA%20/index.html (Retrieved 11 January 2017) Griffin, R. W. (2013).Fundamentals of management. Cengage Learning. Law, B. (2013). Career management: Place, space and social enclaves.Journal of the National Institute for Career Education and Counselling,31(1), 3-8. Lazaroiu, G. (2015). Employee Motivation and Job Performance.Linguistic and Philosophical Investigations, (14), pp.97-102. Marsden, P., Caffrey, M., McCaffery, J. (2013). Human Resources Management Assessment Approach.Capacity Plus. Mowday, R. T., Porter, L. W., Steers, R. M. (2013).Employeeorganization linkages: The psychology of commitment, absenteeism, and turnover. Academic press. Ozer, M., Vogel, D. (2015). Contextualized Relationship Between Knowledge Sharing and Performance in Software Development. Journal Of Management Information Systems, 32(2), 134-161. Sarne, L., Goldsmith, D. S. (2013). GAO Mentors Build Relationships, Cultivate Talent, Make a Difference. Public Manager, 42(4), 16-19. Shepherd, D., Woods, C. Marchisio, G. (2013). Combat hardened strategy: Doing the OODA loop.University of Auckland Business Review,16(1), p.48. Smither, R., Houston, J., McIntire, S. (2016). Organization development: Strategies for changing environments. Routledge. Williams, C. (2013).Principles of management. South-Western/Cengage Learning.