... |Samsung PEST Analysis |Change Drivers | |POLITICAL |Government: |Government: needed to improve the situation and| | |Was the second poorest country in the World (in|ensure the quality of the people rise at par | | |1954) and this was a huge concern. |with its other neighboring countries ie Japan, | | | |China and Russia. | | |Government strategy was to leverage on Samsung | | | |by promoting the company during the Seoul |Education: Improvement in the education was | | |Olympic games (1998) to showcase how S. Korea |also another change driver to ensure it became | | |was technologically advance in the World |the platform to maximize human potential at the| | |...
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...Asia Pacific Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations...
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...Vol. 1, No. 2 Training and Development Strategy and Its Role in Organizational Performance Abdus Sattar Niazi (Corresponding Author) MS Scholar, Iqra University Islamabad Campus, Pakistan Ph: +92 302 8500 777, Email: a.niazi55@hotmail.com Received: August 01, 2011 Accepted: August 11, 2011 DOI: 10.5296/jpag.v1i2.862 Abstract In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’ and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance. Keywords: Training and Development, Strategy, FMCG, Organizational Performance 42 www.macrothink.org/jpag Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 1. Introduction The objectivity of training and development and its continued learning process has always been leverage with the FMCG industry and now it has become rather an over arching trend of social needs, emphasizing that organizations must inculcate learning culture...
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...Chapter 1: Introduction Background Human Resource Development (HRD) as a function has not received much attention in most of the organization in Nepal. However, because of the intense competition in different sectors of business such as finance, aviation, manufacturing, the organizations in these sectors have come to realize that one of the way to have competitive advantage is to have a pool of dynamic employees. The growing demand for HR professionals in the country can serve as evidence to it. In such situation it is necessary for the students of MBA to acquire knowledge regarding existing HRD practices prevalent in the country. This would help the students, or the future manager, to identify where the weakness lies within the organization and how these weaknesses can be turned into strength. By assessing the status of HRD in any given organization the students also have an opportunity to implement the theoretical principles of HRD acquired in the class into real life situation. This report is an outcome of endeavor carried out by the students of HRD to understand the status HRD at Buddha Air Pvt. Ltd. Objective of the study The major objective of carrying out this study is to get an opportunity to test our knowledge regarding various HRD issues at Buddha Air Pvt. Ltd. The study also served the purpose of putting the theoretical knowledge gained through lectures and seminars into real-life situation. Since the study is designed as a case analysis, the study aimed at providing...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...Strategic Management of Human Resources Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question) 1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion? Answer: By Definition ‘SHRMis that approach of HRM that refers that how all the aims and the objectives of the organization can be achieved through the people of the organization itself. It is a very critical approach of HRM. These objectives are realized by the employees of the organization, where each employee is given some objectives to achieve. Through this the employee also showcases his performance and thus grows.’ Two approaches of SHRM are: 1) Best Fit 2) Best Practice Discussing both here below, Best Fit Approach: takes into consideration all the circumstances that the organization is facing and hence create a best fit of strategies to best solve the problems. These circumstances that the approach takes into account could be internal as well as external to the organization. The people working in the organization become the center to the approach and it is these people that help is sort out the circumstances. The strategies thus developed under this approach focuses on the needs of the organization and the people. This approach is said to be important and one of the best practices because it keeps into consideration the...
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...HRD – GROUP ASSIGNMENT “Organizational Performance & Organizational Development are Two sides of the same Coin” Submitted to: Mr. Muhammad Ather Submitted by: Ahmed Fazeel Ghumman Muhammad Omer Sher Rana Asif Sardar Muhammad Salim Qaz INTRODUCTION Charles Perrow in his article “ The Short and Glorious History of Organizational Theory ” talks about forces of light and darkness. The forces of darkness have been represented by the “Mechanical school of organizational theory” with characteristics like Centralized authority, Clear lines of authority, Specialization and expertise, Marked division of labor, Rules and regulations, Clear separation of staff and line. And forces of light represented as “Human relations school”. and enumerates their characteristics as: Delegation of authority, Employee autonomy, Trust and openness, Concerns with the whole person and Interpersonal dynamics. Now this describes the difference between the organizational perspective of 20th century and 21st century, Forces of darkness represents the “Organization as Rationale Systems” and Forces of Light represents “Organizations as Open systems”. These two concepts of organizational...
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...SPECIALISATION) SIXTH SEMESTER (2011 Admission) MANAGEMENT TRAINING AND DEVELOPMENT Question Bank 1. Rapid Creations has been acquired by Indigo Hues. Employees of the acquired company need basic training in A. Human relations B. New technology A. They are not convinced about their benefits B. They do not like to be away from their colleagues and friends C. They feel they are ill equipped that they need training D. None of the above 3. ____________, as a training method, helps the trainee gain cross functional knowledge A. Apprenticeship B. Simulation C. Job rotation D. Job enlargement 4. The method of training in which the trainee is given a series of questions to answer after reading relevant material is called A. Role playing B. Simulation exercises A. No of participants B. Reputation of the trainer C. Learning benefits to the trainees D. The amount paid in TAs and DAs paid to all trainees 6. Raj, a fresh chemical engineer has been provided training in a simulated work environment using the same equipment and materials that he would be using on the job A. Case exercise B. Computer modeling C. In basket training D. Vestibule training C. Programmed instruction D. Committee assignment C. Managerial aspects D. Company policy and procedures 2. Employees resist participating in training programs mainly because 5. The basic yardstick to measure the success of a training program is Management Training and Development Page 1 School of Distance Education 7. Mohan has an adventurous...
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...Implementation of the Human Resource Development Strategy for South Africa ANDREW WILLIE BARTLETT 21936048 Mini-dissertation submitted in partial fulfilment of the requirements for the Master’s degree in Development and Management at the Potchefstroom campus of the NorthWest University SUPERVISOR: MS LUNI VERMEULEN 2011 i ACKNOWLEDGEMENTS I wish to hereby express my sincere gratitude and appreciation towards the following persons for their support and assistance throughout this study: My Heavenly Father who blessed me with the opportunity, ability and strength to try to make a difference through this study. My wife, Elaine, without whose support, encouragement and assistance this study would not have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions that are regarded as strategic may occur at all levels of the organisation. There are usually two levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively...
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...BETWEEN HUMAN RESOURCE MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive strategy types...
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...expected level of performance. The difference between actual the actual level of job performance and the expected level of job performance indicates a need for training. A training analysis is conducted ultimately to identify what areas of knowledge or behaviors that training needs to accomplish with learners. The analysis considers what results the organization needs from the learner, what knowledge and skills the learner presently has and usually concludes with identifying what knowledge and skills the learner must gain. Usually this phase also includes identifying when training should occur and who should attend as learners. Ideally, criteria are established for the final evaluation of training to conclude if training goals were met or not. Depending on the resources and needs of the organization, a training analysis can range from a very detailed inventory of skills to a general review of performance results. The more complete the training analysis, the more likely that the employee's training will ultimately contribute results to the organization. This report is a Project Report prepared as a requirement for the conclusion of the MBA Program. As per requirement of MBA program of Metropolitan University, after completion of 62 credits a student has to complete a project program. The primary goal of project is to provide an on the job exposure to the students and an opportunity for translation of theoretical conceptions. Students are placed in enterprises, organizations, research institutions...
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...i STRATEGIC HUMAN RESOURCE MANAGEMENT ii For free online support material please go to the Kogan Page website: www.koganpage.com/strategichrm Password: SHRM53756 iii STRATEGIC HUMAN RESOURCE MANAGEMENT A GUIDE TO ACTION 4TH EDITION Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 1992 as Human Resource Management: Strategy and Action Second edition published as Strategic Human Resource Management: A Guide to Action 2000 Third edition 2006 Reprinted 2006 Fourth edition 2008 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers...
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...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 strategic management Hierarchy of strategy Ethics and corporate social responsibility Business ethics Corporate social responsibility HRM in practice 2.1: Killer...
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...------------------------------------------------- The HR function Line managers and HR ------------------------------------------------- Human capital management Impact of HR on performance ------------------------------------------------- International HRM Corporate social responsibility ------------------------------------------------- Knowledge management Lean working ------------------------------------------------- High-performance work systems Psychological contract ------------------------------------------------- Organizational behaviour Motivation and job satisfaction ------------------------------------------------- Engagement Commitment ------------------------------------------------- Selection methods Retention ------------------------------------------------- Talent management Flexible working ------------------------------------------------- Balancing work and family life Learning and development ------------------------------------------------- Performance management Reward management ------------------------------------------------- Employee relations References HRM General Armstrong, M (2000) The name has changed but has the game remained the same? Employee Relations, 22 (6), pp 576–89 This article argues that many of the practices associated with the concept of human resource management were flourishing under different names before...
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