Community Empowerment, Dr. SBM Prasanna, Dr. K Puttaraju, Dr.MS Mahadevaswamy [most inspirational books of all time .TXT] 📗

AND MASTER DATA MANAGEMENT

ERP facilitated the management of master data and personnel administration by providing simple data entry windows and tight procedure with integrated approach which enforces real time updating of data. ERP also facilitates faster reporting and master data analytics making processes simpler and decisions faster. With ERP the employee file can be created in the soft copy format with scanned copy of all the documents.

TIME MANAGEMENT AND LEAVE ADMINISTRATION

ERP helps in making the Time management and leave administration simple and easily manageable. Time Management system in ERP provides with a flexible means of setting up, recording and evaluating working times.

WORKFORCE PROFILE

With the implementation of ERP systems for HRM the data updating is made real time and at common location which ensures easy retrieval and processing of the data, Users can view the entire organization by time periods and can select a divisional, departmental, or workgroup view within the organizational hierarchy. With the tight integration between the workforce profile subject area, with its dashboards and metrics, and the underlying HR system of record, managers can get various trends and support for decision making into hiring the right type of candidates, prevention of attrition, manpower planning etc. Managers can get a prediction on trends of attrition like which levels have more attrition, which age group, gender, experience level age, education family profile people have shown trends of attrition and which all are the employees having many of the similar characteristics and hence are more prone to leave the organization. Based on this various measures can be taken to identify and retain the employees in the organization.

COMPENSATION MANAGEMENT AND SALARY ADMINISTRATION

Compensation Management in ERP covers a range of functions associated with salary and compensation administration:

Storing and reporting on job evaluation and salary survey results.

Participating in online salary surveys.

Planning compensation budgets and monitoring actual costs against budgeted costs.

Setting up compensation programs, such as Annual Salary review, Stock Option Program, that mirror.

Compensation policies.

Administering these programs so that employees receive compensation in line with company policy.

Administering and handling long-term incentives.

Projecting future personnel costs and simulating, what if scenarios.

CONCLUSION

A majority of contractor organizations have some “know-how” about the ERP systems and they think that the implementation of ERP systems could benefit their organizations by providing better integration of working environment, more automation and more flexibility in operations and information access.

ERP is a set of best practices for performing different duties in corporate organizations, including finance, human resource development, manufacturing and the warehouse. To address the uncertainties of economic and political conditions, business leaders must be able to constantly grow in terms of efficiency and efficacy. Human resource being a strategic partner in the overall growth and success of Organization needs to consistently outperform on all aspects. ERP system helps in better driving the Human resource management processes thereby contributing to the overall success of the organization.

References

Al-Mashari, M, 2002,”Enterprise Resource Planning Systems: a research agenda”, Industrial Management &Data Systems, vol 102, No 3, pp165-170

Cameron, K.S., & Quinn, R.E. 1999 “Diagnosing and Changing Organizational Culture”, Addison Wesley, Reading, MA Stephen P. Robbins, 1983, Organization Theory: The Structure and Design of Organizations, Prentice-Hall, ISBN 0136419100

Campbell, J.P, 1977, "On the Nature of Organizational Effectiveness," InP.S. Goodman & J.M. Pennings ,New Perspectives on Organizational Effectiveness Jossey Bass, San Francisco, CA.

C.G. Ash, J.M. Burn, 2003, A strategic framework for the management of ERP enabled E-business change, European Journal of Operational Research, vol 146, pp 374-387

Cliffe, S. (1999). ERP implementation. Harvard Business Review, 77 (1), pp. 16–17.

Davis, B., Wilder, C., (1998). False starts, strong finishes–companies are saving troubled IT projects by admitting their mistakes, stepping back, scaling back, and moving on. Information Week, 30 (November), pp. 41–43.

O'Leary, D (2000): Enterprise Resource Planning Systems: Systems, Life Cycle,Electronic Commerce, and Risk. Cambridge, UK: Cambridge University Press, 2000. P. 7.

 

GENDER BUDGETING & COMMUNITY DEVELOPMENT IN INDIA

Dr. VIDYA .H. N

HOD & Associate professor in History, Government Arts College, Hassan -573201

ABSTRACT

This paper looks at the issues connected with gender budgeting in India. Gender budgeting is become a necessary in evolving the women empowerment & welfare measures. The gender budgeting is gaining importance these days because the rights of the women are at stake. Women are facing multi faceted atrocities & their very existence has become vulnerable. There are several issues connected with gender budgeting & this paper spotlights the issues & addresses several key issues linked to gender budgeting in India. This paper evolves some prospective imperatives for creating awareness among communities towards this issue. This issue can assist in framing an integrated strategy towards gender budgeting. The communities can demand policy makers to frame rules only when they understand & identify the conceptions of gender budgeting. This will naturally streamline community empowerment.

Keywords : Gender Budgeting, community empowerment , expanding benefits, governmental policies, community Development

Gender budgeting & its mainstreaming is gaining importance as it strives to ensure the benefit of developmental measures taken by the government to reach all sections of women.( Klasen (2006), UNDP's gender‐related measures: some conceptual problems and possible solutions) . It is not an accounting exercise but an ongoing process of keeping a gender perspective in policy/ programme formulation, its implementation and review. ( Klasen (2006), UNDP's gender‐related measures: some conceptual problems and possible solutions).

THE CONCEPT OF GENDER BUDGETING

It means acknowledging the gender responsive allocation of budget with identifying gender patterns implementing policies & plans for gender filling gender gaps in society .Gender Budgeting is a powerful tool for achieving gender mainstreaming so as to ensure that benefits of development reach women as much as men. It is not an accounting exercise but an ongoing process of keeping a gender perspective in policy/ programme formulation, its implementation and review. GB entails dissection of the Government budgets to establish its gender differential impacts and to ensure that gender commitments are translated in to budgetary commitments. Thus it is an initiative whereby the overall policy framework and set of tools are designed to assist the government in bringing gender perspective while planning for the nation's public expenditure.( Bhattacharya (2013), Gender inequality and the sex ratio in three emerging economies).

The rationale for gender budgeting arises from recognition of the fact that national budgets impact men and women differently through the pattern of resource allocation. Women, constitute 48% of India’s population, but they lag behind men on many social indicators like health, education, economic opportunities, etc. Hence, they warrant special attention due to their vulnerability and lack of access to resources. The way Government budgets allocate resources, has the potential to transform these gender inequalities. In view of this, Gender Budgeting, as a tool for achieving gender mainstreaming, has been propagated.

ROLE OF GOVERNMENT

Government budgets allocate resources, has the potential to transform these gender inequalities.( The Final Population - 2011 Census of India, Ministry of Home Affairs). In view of this, Gender Budgeting has been adopted by the Government of India as a tool for achieving gender mainstreaming. Both central & state government allocate money through budgets.( The Final Population - 2011 Census of India, Ministry of Home Affairs).

Though Planning Commission  has always focused on women-related issues & various five year plans which started right from the very first plan and has continued to the 12th five-year plan. However, up until the year 2004, this process of gender budgeting was more reactive than proactive. (Bhattacharya (2013), Gender inequality and the sex ratio in three emerging economies).

The scenario largely changed after 2004 due to constant lobbying by the economists and women's groups which compelled the Ministry of Finance to authorise all the ministries to establish a Gender Budgeting Cell. ( Larsen, Mattias, ed. Vulnerable Daughters in India: Culture, Development and Changing Contexts).Even departments were asked to present annual reports and performance budgets highlighting the budgetary allocations for women. (Bhattacharya (2013), Gender inequality and the sex ratio in three emerging economies).

Gender budgeting entails dissection of the Government budgets to establish its gender differential impacts and to ensure that gender commitments are translated in to budgetary commitments.( The report of the ministry of women & child development 2013-14).The rationale for gender budgeting arises from recognition of the fact that national budgets impact men and women differently through the pattern of resource allocation. (The report of the ministry of women & child development 2013-14).Women, constitute 48% of India’s population, but they lag behind men on many social indicators like health, education, economic opportunities, etc. ( Bhattacharya (2013), Gender inequality and the sex ratio in three emerging economies).Hence, they warrant special attention due to their vulnerability and lack of access to resources. (The report of the ministry of women & child development 2013-14).The way Government budgets allocate resources, has the potential to transform these gender inequalities. In view of this, Gender Budgeting, as a tool for achieving gender mainstreaming, has been propagated.( Robeyns (2003), Sen's capability approach and gender inequality: selecting relevant capabilities).

Effective implementation of Pre Conception and Pre Natal Diagnostics Techniques (PCPNDT) Act.

Implementation of Protection of Women from Domestic Violence Act, 2005.

Fiscal allocation must be made for the salary of anganwadi & balawadi teachers and helpers in schools.

Improvement of retention rate of girls in the school.

Improvement in budgetary allocation for the Public Distribution System (PDS) to fortify the provision of good quality food grains.

Improvement in funds for protection and rehabilitation of child workers.

Social security and social protection for women in the informal sector and Small Scale Industries.

Training Institutes to provide women with more skills development in non-conventional areas.

Access to information, finance, training and marketing for women entrepreneurs, SHGs, vendors and self-employed women.

Night shelters with toilets and baths for homeless women and girls.

Community based half way homes, working women's hostels and multi-purpose activity centers to meet a variety of needs of women and girls.

Support in the area of education, health; housing and skill development must be provided to women-headed households.

Protection of interests of women in difficult circumstances such as child prostitutes, homeless women, street girls, abducted girls, child brides, women suffering from HIV/AIDS, single women and elderly women.

Safe transport like women special buses and local trains.

Well-maintained public toilets for women.

PROSPECTIVE ISSUES

All union territories & states should adopt gender budgeting initiatives uniformly.(The report of the ministry of women & child development 2013-14).

Regional workshops should be held to create awareness on gender budgeting initiatives

Ministry of women & child development should be strengthened towards gender budgeting initiatives

Capacity building towards gender budgeting initiatives is required

Empanelment of resource persons for creating awareness on gender budgeting initiatives is required

Regular evaluation of the gender budgeting schemes should be undertaken

Review meetings should be held on gender budgeting scheme implementation

General grant in aid schemes about gender budgeting should be evaluated periodically

It should evolve concepts for provision in substantive equality

The stark reality of gender based discrimination should be avoided

Family counseling center schemes should be strengthened in rural areas ( Robeyns (2003), Sen's capability approach and gender inequality: selecting relevant capabilities).

The Steering Committee on Women's Agency and Empowerment for the 12th Plan had suggested several important intrusions to address the gender-based disadvantages experienced by girls as well as young and elderly women. Various women's groups and economists have been demanding that the government review the format of the Gender Budgeting but hardly any progress has been made in this direction. ( Larsen, Mattias, ed. Vulnerable Daughters in India: Culture, Development and Changing Contexts).There are long overdue demands of various women's groups and economists with respect to budgetary allocation for various activities directed towards women empowerment. ( Larsen, Mattias, ed. Vulnerable Daughters in India: Culture, Development and Changing Contexts).

CONCLUSION-

Thus gender budgeting initiatives of the government should be strengthened to reach all women & should be made to reach all irrespective of geographical boundaries. It should become a multi sectoral programme. consideration of strategies to integrate this approach through a holistic rights based approach that links substantive equality to realization of other human rights of women in personal security, and socio-economic rights needs consideration . The stress on accelerating formal equality with broader concepts that can channelize development planning, law reform, budgetary allocation and policy measures, and