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Human Resource Management of Mozilla Foundation

Discuss Human Resource Management of Mozilla Foundation within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Mozilla Foundation is a non-profit organization that exists to support and provide leadership for the open source Mozilla project. ...



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Human Resource Management of Mozilla Foundation
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Netra Shetty
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Human Resource Management of Mozilla Foundation - January 27th, 2011

The Mozilla Foundation is a non-profit organization that exists to support and provide leadership for the open source Mozilla project. The organization sets the policies that govern development, operates key infrastructure and controls trademarks and other intellectual property. It owns two taxable for-profit subsidiaries: the Mozilla Corporation, which employs several Mozilla developers and coordinates releases of the Mozilla Firefox web browser, and Mozilla Messaging, Inc., which primarily develops the Mozilla Thunderbird email client. The Mozilla Foundation is based in the Silicon Valley city of Mountain View, California, USA.

The Mozilla Foundation describes itself as "a non-profit organization that promotes openness, innovation and participation on the Internet.".[3] The Mozilla Foundation is guided by the principles of the Mozilla Manifesto which is declared in several languages.[4][5] Mozilla Europe, Mozilla Japan and Mozilla China are non-profit organizations whose mission is to help promote and deploy Mozilla products and projects. They are independent of, but affiliated with, the Mozilla Foundation.

All small businesses must staff their operations. This involves bringing new people into the business
and making sure they are productive additions to the enterprise. Effective human resource
management matches and develops the abilities of job candidates and employees with the needs of
the firm. A responsive personnel system will assist you in this process and is a key ingredient for

Human resource management is a balancing act. At one extreme, you hire only qualified people who
are well suited to the firm's needs. At the other extreme, you train and develop employees to meet
the firm's needs. Most expanding small businesses fall between the two extremes -- i.e., they hire the
best people they can find and afford, and they also recognize the need to train and develop both
current and new employees as the firm grows.

The first section of this publication explains how to hire and train the right people and addresses the
characteristics of an effective personnel system, such as


Assessing personnel needs.






The second section of this publication addresses the training and development side of human
resource management. The third section discusses how the personnel system and the training and
development functions come together to build employee trust and productivity. These three sections
stress the importance of a good human resource management climate and provide specific guidelines
for creating such a climate. The appendixes include a self-assessment questionnaire to assist you in
evaluating the effectiveness of your personnel system and a list of general information resources.

Recruiting personnel.

Screening personnel.

Selecting and hiring personnel.

Orienting new employees to the business.

Deciding compensation issues.

Job rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her breadth of exposure to the entire operation. Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company, and to reduce boredom and increase job satisfaction through job variation.
Moving an employee from job to job. The purposes of job rotation are (1) to give employees experience with all organizational activities as a training process and (2) to offset boredom, which can occur when performing the same job over an extended period of time.
For example, if an employee falls sick or is on leave and can’t report to work and if there is a shortage of staff on a particular day, then thanks to the practice of job rotation, an organisation has enough skilled manpower to replace the employee temporarily and take up his job. Many organisations use job rotation as a tool to curb absenteeism. The reason being, if an employee gets something new to learn, he would be more willing to report to work.

For example, an administrative employee might spend part of the week looking after the reception area of a business, dealing with customers and enquiries. Some time might then be spent manning the company telephone switchboard and then inputting data onto a database.

Job sharing is an employment arrangement where typically two people are retained on a part-time or reduced-time basis to perform a job normally fulfilled by one person working full-time.
Job sharing is one alternative work option. Two people share the same position in a company, each working a part of the week. Here are resources that tell you about the advantages and disadvantages of this arrangement and how to make a success of it.

A major benefit of job-sharing is that it can help employees achieve a balance between work
and other activities, including family responsibilities. For some employees, it may offer the
only chance to continue working.

Apart from increased flexibility, job-sharing provides specific benefits such as:

The possibility of a partnership where one's skills and abilities are complemented by the other
opportunities to learn from the job-sharing partner; and
Mutual support and encouragement on the job.

Examples of employees who may be helped by job-sharing include:

• Workers with child or elder care responsibilities;
• Older workers who would prefer a phased retirement;
• Workers who wish to undertake studies while continuing in employment; and
• People with disabilities who want to work only part of the day or week.

Last edited by netrashetty; January 27th, 2011 at 02:48 PM..
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