...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 comprehensive and is a welcome addition to assist students in studying at this level.’ Dr. Margaret Inman, Head of Postgraduate and Professional Studies, Swansea Metropolitan University Developing People and Organisations 'With its clear overview of contemporary debates and rich in case material, this accessible book will help close the theory-practice gap with respect to people and...
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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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... 3 1.2 The functions of human resource management (HRM) in the Enterprise Rent A car 4 1.3 The roles and responsibilities of line managers in the HR department of Enterprise Rent-A-Car 5 1.4 Analyse the impact of UK legal and regulatory framework on human resource Management 6 Task 2 2.1 Analyse the reasons for Human Resource planning for Enterprise Rent A Car: 7 2.2 Outline the sages involved in planning its human resource requirements 8 2.3 Compare the recruitment and selection process of for Enterprise Rent-A-Car 10 2.4 Evaluate the effectiveness of the recruitment and selection techniques of the two 11 companies discussed above. Task 3 3.1 Assess the link between motivational theory and reward at Enterprise Rent-A-Car 12 3.2 Evaluate the process of job evaluation and other factors determining pay 13 3.3 Assess the effectiveness of reward systems in two different work contexts 14 3.4 Examine methods that are being used by businesses to monitor employee performance 15 Task 4 4.1 Identify the reasons for cessation of employment with Enterprise Rent-A-Car 16 4.2 The Exit procedures in two different organisations. 17 4.3 The impacts of the UK regulatory framework on employment cessation arrangements 17 Reference 19 Task 1 1.1 Personnel management and Human resource management. Since the introduction of the concept of HRM end of last century...
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....Page 3-5 (1.2) • Human Resource (Role & Functions)………………………………......................Page 6-8 Human Resource Managers and Line Managers (1.3) • Impact of Legal Framework ………………..................................................Page 9-10 Equal Opportunities, Employment Legislation and Discrimination Task 2 (2.1) Tesco and Scottish Power Case Study • Human Resource Planning & Stages……………………….......................Page 11-12 (2.2) Tesco and Scottish Power Case Study • Compare Recruitment and Selection …………………………………… Page 13-14 List of References • Authors…………………………………………………................Page 15 • Internet Source ………………………………….……………..Page 16 1.1 Human Resource Management vs. Personnel Management Human Resources Management developed from the origins of Personal Management. Personal Management helps in dealing with the management of people working within an organisation. It primarily focuses on systems that provide the foundations of employment. This method is used to ensure these systems are developed, maintained and established in order to go forth with the process of employing people. In line with that, these systems continue throughout the full length of a persons’ employment with the organisation. Set off with the system of entry into recruitment and selection. This is followed by the management of the relationship between organisation and employee such as incentives and bonuses, dealing...
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...The impact of information technology on the HR function transformation By Yu Long 0123404 Graduation Committee: First supervisor: Dr. T. Bondarouk Course coordinator: Pro. Dr. J. K. Looise Master Thesis, Business Administration HRM University of Twente March, 2009 Preface This master thesis concludes my life as a student, which is performed under the supervision of Twente University in the Netherlands. The research is the terminal of the program Human Resource Management. Doing this research not only improves my skill on literature searching, information analysis, but helps me to gain more profound knowledge about e-HR. During the research, I have got great support from several persons, and now, here is the opportunity to thank them. At first, I give special thanks to Jiajie Li, my boyfriend. He accompanies with me during the whole research period. Besides dealing with my impatient and anxious attitude, he also put great effort on improving my thesis. His optimistic and serious attitude influences me, and makes me continue the research with better and better results every time. His support is very meaningful for my research period. Secondly, I would like to thank Ms. Tanya Bondarouk, and Prof. Jan Kees Looise for their excellent support, feedback and guidance. Both of them give me fruitful advice on how to improve my work. And they always give me timely feedback on my work, which encourages and makes me belief that I can hand in a satisfactory report under the effort...
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...Human Resource Management? Nature of HRM Scope of HRM Objectives of HRM Functions of HRM Role of HRM HRM in the New Millennium Summary Self Assessment Questions Reference Books 1.0 Objectives After studying this unit, you will be able to: 1.1 Understand the basic concepts of human resource management (HRM). Explain what human resource management is and how it relates to the management process. Provide an overview of functions of HRM. Describe how the major roles of HR management are being transformed. Explain the role of HRM in the present millennium. Introduction Human beings are social beings and hardly ever live and work in isolation. We always plan, develop and manage our relations both consciously and unconsciously. The relations are the outcome of our actions and depend to a great extent upon our ability to manage our actions. From childhood each and every individual acquire knowledge and experience on understanding others and how to behave in each and every situations in life. Later we carry forward this learning and understanding in carrying and managing relations at our workplace. The whole context of Human Resource Management revolves around this core matter of managing relations at work place. Since mid 1980’s Human Resource Management (HRM) has gained acceptance in both academic and commercial circle. HRM is a multidisciplinary organizational function that draws theories and ideas from various fields such as...
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...DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES by Lisa Shane submitted in part fulfilment of the requirements for the degree of MASTER OF ARTS in the subject INDUSTRIAL AND ORGANISATIONAL PSYCHOLOGY at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: MR H VON DER OHE MARCH 2009 Student number: 33450625 STATEMENT I declare that “DEVELOPMENT AND VALIDATION OF A MEASURE THAT EXAMINES ATTITUDES TOWARDS e-HRM PRACTICES” is my own work and that all sources that I have used or quoted have been indicated and acknowledged by means of complete references. …………………… ..…………………… SIGNATURE DATE (MRS L SHANE) ii ACKNOWLEDGEMENTS So many people have come along this journey of personal and academic development with me. While completing this dissertation, I have had the greatest support and encouragement from many. I would like to express my gratitude to the following people: My wonderful husband, Bryan, who has shown such patience and understanding during this trying time. I would not have been able to accomplish what I have without you holding my hand the whole way through. Thank you for helping me realise that I could do it. My promoter, Mr. Hartmut von der Ohe, who has consistently provided encouragement and support, and given me the extra push that is needed to get through the writing of this dissertation. Also for having the extra energy and pushing me when I had all but given...
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...nature and complexity of the SHRM debate, and enable them to apply their knowledge and understanding. Introduction to strategic human resouce management This chapter charts the development of strategic human resource management. It assumes a certain familiarity with the evolution of HRM, early HRM models and frameworks and their theoretical underpinning as discussed in Chapter 1. The aim of this chapter is to provide a challenging and critical analysis of the strategic human resource management literature, so that you will be able to understand the synthesis both within and between strategic human resource management and strategic management in its various forms. Since the early 1980s when human resource management arrived on the managerial agenda, there has been considerable debate concerning its nature and its value to organisations. From the seminal works emerging from the Chicago school and the matching model of HRM (Fombrun et al., 1984), the emphasis has very much concerned its strategic role in the organisation. Indeed, the now large literature rarely differentiates between human resource management (HRM) and strategic human resource management (SHRM). Some writers have associated HRM with the strategic aspects and...
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...IIBM Institute of Business Management HUMAN RESOURCE MANAGEMENT www.iibmindia.in Subject: HUMAN RESOURCE MANAGEMENT Credits: 4 SYLLABUS Introduction to Human Resource Management Introduction: Nature, Philosophy, Need, Objectives and Evolution of Human Resources Management; HRM Functions; HRD Concept; HRD Strategy; HR Responsibilities; Environmental Factors of HRM: Environmental Factors, Challenges to HRM. Concepts and Process of Human Resource Planning Human Resource Planning: Importance, Process, Barriers; Strategic Planning; Human Resource Information Systems (HRIS); Forecasting Demands: Forecasting Supply; Man Power Forecasting. Emerging Trends in HRM Outsourcing and its HR Dimensions; Human Resource Planning and Downsizing: Voluntary Redundancy and Ways of Downsizing Processing; Importance of Bench Marking; Case Study: Bench Marking VRS Practices and Compensation Management. Job Analysis: Recruitment and Selection Job Analysis: 6 Steps, Job Description vs. Job Specification, Methods of Collecting Job Analysis Information; Role of Recruitment and Selection: Situational Factors in Recruitment, Recruitment Policy, External and Internal Sources of Recruiting and its Merits and Demerits, Selection Process and its Types, Structured Interview Guide. Training and Development Orientation; Training and Development; the Steps in Training Process; Career and Succession Planning: Career Stages, Career Development, Career Management Succession Planning; Case Discussion...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 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 be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...SPECIFICATIONS JOB EVALUATION JOB DESIGN DESIGNING JOBS – MOTIVATING JOBS JOB SATISFACTION WORK SAMPLING RECRUITMENT & SELECTION TRAINING & DEVELOPMENT INDUCTION & ORIENATION PERFORMANCE APPRAISALS INCENTIVES BASED COMPENSATION HUMAN RESOURCE AUDIT MOTIVATION THEORIES MORALE PERSONNEL POLICIES WORKERS’ PARTICIPATION IN MANAGEMENT UNIONS ORGANIZATIONAL DOWNSIZING MEANING OF ORGANIZATION STRUCTURE HUMAN RESOURCE MANAGEMENT ( H R M ) Definit io n 1 – Inte gr atio n “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” Definit io n 2 – Influe ncing “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action.” 2 Definit io n 3 – Applica bil ity “HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.” MEANING OF HRM: HRM is management function that helps managers...
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...the most important asset for any organization and it is the resource of achieving competitive advantage. Managing human resources is very challenging as compared to managing technology or capital and for its effective management, organization requires effective HRM system. HRM system should be backed up by strong HRM practices. HRM practices refer to organizational activities directed at managing the group of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals. The purpose of this study is to explore contribution of Human Resource Management (HRM) practices including selection, training, career planning, compensation, performance appraisal, job definition and employee participation on perceived employee performance. We describe why human resource management (HRM) decisions are likely to have an important and unique influence on organizational performance. Our hope is that this research forum will help advance research on the link between HRM and organizational performance. We identify key unresolved questions in need of future study and make several suggestions intended to help researchers studying these questions build a more cumulative body of knowledge that will have key implications for body theory and practice. This study comprehensively evaluated the links between systems of High Performance Work Practices and firm performance. Results based on a national sample of firms indicate that these practices...
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...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 strategic management Hierarchy...
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...– The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach – The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely related concepts: employability, knowledge, and competence. Findings – Employability is central to employee performance and organisational success. Individual employability includes general meta-competence and context-bound competence that is related to a specific profession and organisation. The concept of employability is wider than that of talent, but the possession of...
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...Human Resource Management IIBM INSTITUTE OF BUSINESS MANAGEMENT DISTANCE LEARNING PROGRAM HUMAN RESOURCE MANAGEMENT ( IIBM - B102 ) www.iibmindia.in www.iibmonline.com Author: VSP Rao Copyright © 2010, VSP Rao All Rights Reserved Produced and Printed by EXCEL BOOKS PRIVATE LIMITED A-45, Naraina, Phase-I, New Delhi-110 028 For IIBM Institute of Business Management Meerut - 250002 Distance Learning Education, IIBM Institute of Business Management The ultimate vision of this Institute is to ensure that all working executives and each young manager must possess the requisite research-oriented-business-acumen and the competitive managerial excellence in successfully tackling the new emerging management-related-problems of the country in the changing global scenario. Individuals who look upon education as a continuing activity and wish to enhance their knowledge in an existing discipline or acquire proficiency in a new area are sure to benefit from the offered Programs. Distance Education is an attempt to make education accessible beyond the close confines of a classroom and to make it available to those who aspire and endeavor. The pedagogy used is interactive with cutting-edge techniques and innovation. This has gone long way to strengthen skills and expertise students to meet much-needed requirement of management students; in industry or society. The Institute pioneered and offers more than 40 programs in the field of Management, Computer, Six Sigma and SAP Training...
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