...contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management Model of...
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...Intermediate textbooks published by CIPD in September 2012 Many of our centres are providing students with all the resources required to succeed in their chosen qualification. CIPD offer bespoke textbook collections written by chief examiners and module authors to meet the needs of your students. To organise a collection specifically relevant for your students please email publishingmarketing@cipd.co.uk for more information. Introduction These three titles cover the content of the CIPD intermediate level core units in human resource management and development. The books are written and edited by CIPD accredited experts and offer a wealth of experience in teaching, writing and examining, whilst covering the unit learning outcomes. They also include a wide range of learning features such as reflective activities, annotated further reading, and case studies. Reviews Studying Human Resource Management ‘Through the successful collaboration of the core modules of the intermediate qualification into one text, a valuable resource to both learners and tutors has been created. It enhances the continuing alignment of educational objectives and the CIPD’s professional development framework to deliver and develop outstanding HR professionals.’ Ian Chapman, CIPD course leader, Warrington Collegiate ‘This is a clearly written text which successfully bridges the gap between theory and practice. Coverage of the core modules of the CIPD Intermediate qualification is...
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...PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 2 Human resource planning and resourcing 3 Work and job design 1 41 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Suddenly, he...
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...PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 1 2 Human resource planning and resourcing 41 3 Work and job design 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE...
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...SAGE India website gets a makeover! Global Products Enhanced Succinct Intuitive THE Improved Interactive Smart Layout User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...TERM PAPER ON: HRM: HRM PRACTICES BY NESTLÉ BANGLADESH LTD. i INSTITUTE OF BUSINESS ADMINISTRATION JAHANGIRNAGAR UNIVERSITY SPRING 2014 Term Paper on HRM Practices of Nestlé Bangladesh Ltd. TO: Shahriar Kabir Course Instructor HRM 201: Human Resource Management BY: Group members | ID | Zerin Tasnime | 1521 | Syeda Rifat Ara | 1531 | Mabia Khatun | 1538 | Yeasmin Akter | 2357 | S.M. Arifur Rahman | 2601 | Date of Submission: 03-03-2014 Letter of Transmittal March 3, 2014 TO Shahriar Kabir Institute of Business Administration Jahangirnagar University Subject: Submission of HRM practices by Nestlé Bangladesh Limited Dear Sir, This is our pleasure to submit the term paper on Nestlé, world’s largest health, nutrition and Wellness Company. We have prepared there on the reports is of the Study on Human Resource planning and personnel policies...
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...Associate professor Akash Jain(BM-010013) HRM Ankur Dixit (BM-010026) Deepak Sharm (BM-010046) Dharmesh Kr. Gautam(BM-010048) INSTITUTE OF MANAGEMENT STUDIES LAL QUAN, GHAZIABAD [pic][pic][pic][pic] Nestle-India-Mulls-To-Invest-Rs-350-Crore-To-Set-Up-New-Production-Facility ACKNOWLEDGEMENT We are highly grateful to our project mentor Prof. SANJAY MANGLA and Dr. S.R. Dash for his continuous support, supervision, motivation and guidance through out the tenure of our project in spite of his hectic schedule. he truly remained driving spirit in our project and his experience gave us the light in handling our research project and helped us in clarifying the concepts, requiring knowledge and perception, handling critical situations and in understanding the objective of our work. We will also not forget to thank all our faculty members and our friends who helped us in all the ways they could. Thanks to all. We would also like to express our heartiest thanks to all the respondents who took time for answering our questions INSTITUTE OF MANAGEMENT STUDIES Lal Quan,Ghaziabad(U.P) [pic] TO WHOMESOEVER IT MAY CONCERN This is to certify that we the students of PGDM Third semester of IMS lal kuan ghaziabad, have completed this project report on the topic of “A STUDY OF SATISFACTION OF EMPLOYEES IN HEALTH CARE CENTER” is correct to the best of our knowledge. AAKASH GAUR AKASH JAIN ANKUR DIXIT ...
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...of these disclosures. There are various factors which determine the extent of disclosures like the size of the firm, industry, high visibility, etc. Introduction Corporate Social Responsibility (CSR) is now prominent and evident more than ever due to the emphasis laid on businesses regarding environmental, social and ethical issues. This is because over the recent years, there have been social, political and economic pressures on corporate management to pay attention on social and environmental consequences of corporate activities. These pressures motivated the corporate management to actively participate in a wide range of social welfare activities. CSR now-a-days covers almost all issues like the use of child labor; inequality of employment; environmental impact; involvement in local community; products’ safety; company cultures; brand image and reputation. Apart from this, companies are now disclosing these activities in their annual reports, and one of the parameters to judge the performance of a company is CSR reporting. Corporate Social Responsibility CSR is defined by Naylor (1999) and mentioned in the work of Douglas et al. (2004) as “the obligation of managers to choose and act in ways that benefit both the interests of the organization and those of society as a whole.” Commission of the European Communities defines CSR as a concept by which “companies decide voluntarily to contribute to a better society and a cleaner environment”. It...
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...M01_FOOT0988_06_SE_C01.QXD 4/13/11 12:36 PM Page 1 CHAPTER 1 Introducing human resource management Objectives By the end of this chapter you will be able to: ● define what is meant by the term ‘human resource management’ ● understand the roles of line managers and human resource managers in managing people ● outline the range of activities with which practitioners of human resource management are likely to be involved ● demonstrate how human resource management can make a difference by adding value to an organisation ● outline some of the current issues facing HR managers. HRM? What’s it all about? This book is designed as an introductory text for students studying human resource management (HRM) either with a view to becoming HR specialists themselves, or for those who are starting or hoping to start a career in management. As you will discover, people management forms a large part of every manager’s job, whether they work in a large multinational organisation, a not for profit organisation or a small charity. Organisations also increasingly aim for all employees to be motivated and involved, so an understanding of the subject is important for everyone. As stated in the preface, we intend that you should become actively involved in your own learning as you progress through the book. Even though you are just beginning this subject, you may already have ideas about some of the topics that you are about to study and you may even have a general idea of the role and...
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...1. Choose three ‘best practice ‘models and outline the similarities and Differences between them . Ans The best practice approach This approach is based on the assumption that there is a set of best HRM practices that areuniversal in the sense that they are best in any situation, and that adopting them will lead tosuperior organizational performance.A number of lists of ‘best practices’ have been produced, the best known of which was pro-duced by Pfeffer (1998a), namely:1. employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment...
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... Faculty Guide CHANDAN MISHRA Dr. S.R. DASH SALES OFFICER- INSTITUTIONAL SALES GUEST FACULY NIPPO BATTERIES LIMITED IMS GHAZIABAD Nestle-India-Mulls-To-Invest-Rs-350-Crore-To-Set-Up-New-Production-Facility ACKNOWLEDGEMENT We are highly grateful to our project mentor Prof. SANJAY MANGLA and Dr. S.R. Dash for his continuous support, supervision, motivation and guidance through out the tenure of our project in spite of his hectic schedule. he truly remained driving spirit in our project and his experience gave us the light in handling our research project and helped us in clarifying the concepts, requiring knowledge and perception, handling critical situations and in understanding the objective of our work. We will also not forget to thank all our faculty members and our friends who helped us in all the ways they could. Thanks to all. We would also like to express our heartiest thanks to all the respondents who took time for answering our questions INSTITUTE OF MANAGEMENT STUDIES Lal Quan,Ghaziabad(U.P) [pic] TO WHOMESOEVER IT MAY CONCERN This is to certify...
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...Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence...
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...Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence...
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...CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major...
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