...HRM level 2_ Module 1_Eve Lawrence What is HRM? Human resource management (HRM) is a complete and clear approach to the development and employment of people within an organization. HRM is structured and supported by a number of theories relating to the behaviour of people and organisations, strongly concerned with ethical employment and how people should be treated in terms of moral values. HRM aims to build good relationships with employees based on trust and personal achievement therefore benefiting the achievement of business goals. HRM deals with all aspects of employees within an organization. Areas of HRM include recruitment, interviews, orientation, induction, motivation, learning, performance reviews, employee relations & wellbeing, training, development, change management and complying with employment law. The core purpose of HRM is to develop and make efficient use of the workforce within an organization. HRM is people management within organizations designed to maximise employee performance focusing on the company’s strategic objectives. Effective HRM enables employees to contribute productively to the overall company direction and accomplishment of the organizations goals and objectives. What was the main message of the Harvard framework? Through my research and understanding I have come to the conclusion that the main message of the Harvard model by Beer et al is that decisions and actions made by line managers have a long term effect on relationships...
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...Fundamentals of Human Resource Management [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 133 133–154 [12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 134 133–154 9 Recruitment and Selection Filip Lievens and Derek Chapman RECRUITMENT AND SELECTION Few people question that recruitment and selection are key strategic domains in HRM. At the same time, recruitment and selection also have an image problem. First, recruitment and selection are often viewed as ‘old’ ingrained HRM domains. It seems like the traditional recruitment and selection procedures have been around for decades, which is at odds with the ever changing internal and external environment of organizations. Hence, practitioners often wonder whether there are any new research-based ways for recruiting and selecting personnel. Another image problem for recruitment and selection is that a false dichotomy is often created between so-called macro HR (examining HR systems more broadly) and micro HR (examining individual differences). It is further sometimes argued that organizations should value macro approaches and write off micro approaches as not being relevant to the business world. We posit that these image problems and debates only serve to distract and fracture the field and hide the fact that excellent HR research and practice needs to take both...
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...MEMORANDUM TO: Human Resources FROM: Patricia Coleman RE: Staffing System Management DATE: June 9, 2013 Staffing System Management Defined The staffing system management of an organization is the capability to employ, increase, and keep employees which is the key factors that determines an organization staffing system success in the following years. Organizations must develop a staffing system to manage and support the employees’ needs. Developing a crucial staffing system will improve the superiority of the employees at different levels of the organization, which will become a strategic main concern for the business. Senior management will be the lead for the accomplishment of a highly profile staffing system and hold every employee responsible for the outcome. A staffing system is simply a well thought-out staffing strategy that outlines the procedures in recruiting, screening, interviewing, and hiring new staff members. The new system must be accurately designed and executed for the hiring process to go smoothly and ensuring the system will provide guidance for the employees to follow through with the phases from start to finish. The efficient of the staffing system will consist of five steps for the organization to be successful: • 1- Describing the ideal candidate • 2- Developing a list of qualified candidates • 3- Screening the applicants • 4- Interviewing the applicants and checking their references • 5- Deciding on the qualified applicant or candidate...
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...an annual health check, says EJ Sarma. It plays a vital role in instilling a sense of confidence in the management and the HR functions of an organisation A healthy HR function in an organisation is as important as the physical and mental well being of a human body. Typically the basic reason why organisations prefer to conduct an HR audit is to get a clear judgement about the overall status of the organisation and also to find out whether certain systems put in place are yielding any results. HR audit also helps companies to figure out any gaps or lapses and the reason for the same. Since every company plans certain systems and targets, an HR audit compares the plans to actual implementation. The concept of HR audit has emerged from the practice of yearly finance and accounting audit, which is mandatory for every company, to be done by external statutory auditors. This audit serves as an examination on a sample basis of practices and systems for identifying problems and ensuring that sound accounting principles are followed. Similarly, an HR audit serves as a means through which an organisation can measure the health of its human resource function. Organisations undertake HR audits for many reasons: 1 To ensure effective utilisation of human resources. 2 To review compliance with tons of laws and regulations. 3 To instill a sense of confidence in the human resource department that it is well-managed and prepared to meet potential challenges and opportunities. 4 To maintain...
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...Human Resource Management Review 18 (2008) 87–99 Contents lists available at ScienceDirect Human Resource Management Review j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / h u m r e s Job analysis for a changing workplace Parbudyal Singh ⁎,1 School of Administrative Studies, York University, 4700 Keele Street, Toronto, Ontario, Canada M3J 1P3 a r t i c l e i n f o a b s t r a c t Job analysis sits at the heart of all human resource practices, making it a critically important management activity in every organization. However, with increasing competition, shorter product life-cycles, rapid technological innovations, and the changing nature of organizational structures, its underlying assumptions are becoming increasingly questionable in today's dynamic work environment. Moreover, the methods used by traditional job analysis are simply not applicable to many new and emerging jobs and some authors feel it may even be an obstacle to organizational success. This has led to calls for a more proactive and strategic approach to job analysis so that the procedures will continue to be relevant. In this article, I emphasize the need for a strategic approach to job analysis, present a strategic job analysis framework, and discuss implications for organizations. © 2008 Elsevier Inc. All rights reserved. Keywords: Strategic job analysis Job analysis Changing workplace Competency modelling 1. Introduction Job analysis may be viewed as...
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...MODULE 1: HUMAN RESOURCE PLANNING Contents 1.0 Introduction 1 2.0 Developing an HR Plan 2 2.1 Forecasting Hiring Needs 2 2.2 Employment Arrangements 14 3.0 Succession Planning 15 3.1 Non-Family Succession 15 3.2 Family Succession 17 4.0 Creating a Personnel Manual 20 5.0 Conclusion 24 TEMPLATES: A. Staff Forecasting Chart B. Employee Attributes Checklist C. Minimum Wage Rates D. Human Resource Planning Checklist E. Management Assessment Form F. Personnel Policy Manual Template CTION Module 1 - p 1 1. INTRODUCTION Many business owners prepare a business plan before starting their business. However, small business owners often do not include human resource planning as part of their over-all business plan. They may start out with only a few employees or none at all. Over time, it is important to properly forecast employment needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can impact on overall business success. The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed...
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...Training on Business results. International Journal of Human Resource Management, 14: 956-980. * Armstrong, M. and Baron, A. (1998) Performance Management: The New Realities. London: Institute of Personnel and Development. * Arthur, W. A., Jr.,Bennett, W., Jr., Edens, P. S., & Bell, S. T. 2003. Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88: 234-245. * Bartel, A. P. 1994. Productivity Gains from the Implementation of Employee Training Programs. Industrial Relations, 33: 411–425. * Beer, M., Spector, B., Lawrence, P. R., Mills, D.Q., Walton, R. E. (1984), A Conceptual View of HRM. in Managing Human Assets. Free Press, New York Chap.2 * Bernolak, I. (1997), Effective Measurement and Successful Elements of Company Productivity: The Basis of Competitiveness and World Prosperity, International Journal of Production Economics, 52, 1 - 2, pp. 203-213. * Bishop, J. 1991. On-the-job Training of New Hires, in Market Failure in Training? ed. David Stern and Jozef M. M. Ritzen, New York: Springer-Verlag, pp. 61–98. * Borman, WC (1991) Job Behavior, Performance, and Effectiveness, In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (2nd ed., Vol. 2, pp. 271-326), Palo Alto, CA, Consulting Psychologists Press * Brewster, C., & Bournois, E. 1991. Human Resource Management: a European Perspective". Personnel Review, 20(6): 4–14...
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...companies of Alum-Titan’s size have established a reliable and effective human resource functions. In Alum-Titan’s, the management has to perform duties designed for the function; this tends to load more obligations to the management. As a result, there has been wastage of time that could have used to attend to other duties. Moreover, though the management has tried to somehow perform the tasks, lack of human resource function is a great barrier to the company. Therefore, I can urge the company to hire part time/temporary human resource function if it cannot afford permanent, to assist the controller on undertaking the human resource responsibilities. Otherwise, the organization can train its management personnel to attain enough expertise on human resource concepts and principles to avoid incurring much expense. To eliminate and control unethical relationships, the organization should have established human resource function to effectively enforce ethical codes and standards. In addition, the company should also establish a potential mechanism to deal with individuals who engage in such mal-practices. It is an obligation of human resource function to update such policies to clarify the organizational expectations to both the managers and employees (Mathis, & Jackson, 2010). However, according to the case study, the company’s handbook includes Sexual Harassment Policy. Therefore, the organizational management should effectively enforce this to control occurrence of such issues...
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...Reference Adair, J. (1986). Effective team building. Aldershot: Gower. Armstrong. M. (2006). A handbook of Human Resource Management Practice (10th edition) London: Kogan Page , Bakan, J. (2004). The Corporation: The Pathological Pursuit of Profit and Power. New York: Free Press. Becker, H.S. (1982). Culture: A Socialogical View. Yale Review, pp 513 – 527 Birkinshaw, J.. The Structure behind Global Companies. Cited in Pickford. J (2001) Financial Times Mastering Management 2.0. Harlow: Financial Times: Prentice Hall Brooks, I. (2009) Organisational Behaviour. 4TH ed. Harlow: Pearson/FT Prentice Hall. Buchanan, D. and Huczynski, A. (2010). Organizational behaviour. 7th ed. Harlow: Pearson/FT Prentice Hall. California Department of Pesticide Regulation. (2010). CONSERVATION MANAGEMENT PRACTICES GUIDE: REDUCING VOLATILE ORGANIC COMPOUND (VOC) EMISSIONS FROM AGRICULTURAL PESTICIDE APPLICATIONS . Available at: http://ucanr.org/blogs/UCDWeedScience/blogfiles/6526.pdf. [Last accessed 07.04.2012.] Drucker, 1989 cited in Mullins, 2010, p. 552 Hersey, P and Blanchard, K.H. (1988) Management of Organisational Behaviour; Utilising Human Resources. 5th edition. Englewood Cliffs: Prentice Hall Kew, J. and Stredwick, J., 2008. Business environment: managing in a strategic context. 2nd ed. London: Chartered Institute of Personnel and Development Mullins, L. 2010. Management and organisational behaviour. 9th ed. Harlow: Pearson/FT Prentice Hall. Pittock, Barry, ed. (2003)...
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...assignment, have been referenced in the Harvard format. I further confirm that I have read and understood the Maldives Business School rules and regulations about plagiarism and copying and agree to be bound by them. | Assignment summary information | Unit | Unit 10: Strategic Human Resource Management | Assignment type | This is an individual assignment. | Tasks | Submit on | Do on | Task 1: AC 1.1, 1.2, 1.3: A review for senior managers | 10 May 2015 | NA | Task 2: AC 2.1, 2.2, 2.3, 2.4, 3.1, 3.2: A human resource plan | 28 May 2015 | NA | Task 3: AC 4.1, 4.2, 4.3, 4.4: A report for the head of the HR department | 27 June 2015 | NA | Extensions | An extension must be applied for in writing by individual students and will only be granted for valid reasons. | Late submissions | Late submissions will be charged MVR 500. | Resubmissions | Two resubmissions are allowed. Each resubmission will be charged MVR 100. | Assessor(s): | Aishath Shaheen | Internal verifier: | Adam Umar | Assessor(s) please fill the table below AFTER the evaluation. | Assessment criteria | Assessment Guidance | Feedback | Achieved/Yes/No | IV Comments | LO 1: Understand how the strategic management of human resources contributes to the achievement of organizational objectives | 1.1 Explain the importance...
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...the dilemma or must be narrow scoped and focus on the problems at hand in the organisation. Pfeffer (1998a) states the basis of training being to provide skilled and motivated workforce and he clarifies it under what he called ‘best practices’. This clearly shows that the process of training goes beyond just educating the worker or rather intellectual emancipation but it also motivates the workers in and after the process for instance if workers are sent for training because they are lacking computing skills, they not only benefit the knowledge on computers but also get motivated as they feel that the organisation is putting them into consideration by investing knowledge in them and is prioritising their intellectual wellbeing so this shows that the process of training goes beyond what may seem to be the problem but also goes an extra mile in motivating them too. Beardwell and Holden (2001) state that the focus of the analysis of training needs must not be on tackling the current problem but must be based in wider perspective of remaining relevant in the contemporary business trends. This shows that the aspect of training has a broader scope on enhancing competitiveness through the sowing of appropriate and relevant information in the human assets. The aspect of training needs analysis must...
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...Is Best Practice Dead? Abstract In the light of globalization, HRM becoming from being a mere support function to one of strategic importance and researchers have argued that HRM policies and practices are more significant because they can act as mechanisms for co-ordination and control of international operations. Meanwhile, “best practice” on HRM has been acknowledged to constitute a major constraint when MNCs try to implement global strategies, mainly because of the different cultural and institutional framework of each country in which the MNC operates. Some even argue that best practice is dead. This essay will examine that although best fit play an important role in the practice of strategic HR management, best practice is still valuable in the context of a multinational corporation (MNC). Introduction In the light of globalization, HRM is evolving from being a mere support function to one of strategic importance and researchers have argued that HRM policies and practices are more significant because they can act as mechanisms for co-ordination and control of international operations. Strategic Human Resource Management (SHRM) involves the development of a consistent, aligned collection of practices, strategies and policies to facilitate the achievement of the organization’ strategic objectives (Mello, 2002). The theory of SHRM does, actually, advocate two ways of linking HRM to strategy. The “best fit” approach is associated with the contingency approaches....
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...Jackielyn B. De Mesa September 26, 2015 MSSW Dr. Lolita Pablo Journal Review Title of the Book: Human Resource Development Review (Jamie L. Callahan, Editor) Title of the Article: The Role of Self-Reflection, Emotional Management of Feedback and Self- Regulation Processes in Self-Directed Leadership Development Author: Paul L. Nesbit No. of Pages: 18 pages SUMMARY The self- directed leadership development is conceptualized within a framework of emphasizing a self understanding phase and self-change phase that are dependent on the integrated operation of three skills concerning one’s ability to manage emotional reactions to feedback, to carry out effectively the practice of self-reflection, and to enact self regulatory processes for development. It is suggested that the accomplished operation of these skills enable more refined and effective self development efforts allowing leaders to respond to changing work environments in a continuous and productive fashion. However, once learned and incorporated into ones behavioral repertoire, the operation of self development strategies would become self guiding. Given that self-development can be considered as metaskills- skills that allow for the development of other skills. It requires developing self awareness of competency strengths and deficits as a primary focus in leaders self development. This process requires self initiated obtainment of performance feedback and self-reflective analysis...
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...A COMPARISM OF HR POLICIES AND PRACTICES IN CHINA AND PAKISTAN INTRODUCTION The introduction of globalization has brought an awareness of the differences in partaking in business activities from one country to the other and from region to region. This is because policies and structures that guide the successful conduct of business activities vary. Human Resource is the most important asset for any organization as it is the source of achieving competitive advantage as well as the development of organisational strategy. In order to succeed, organisations must ensure that they have an effective HRM system in order to achieve organisational objectives. CHINA Name: Peoples Republic of China Population: 1.35 billion Capital: Beijing Largest City: shanghai Area: 9.6 million sq km (3.7 million sq miles) PAKISTAN Name: Islamic Republic of Pakistan Population: 176.7 million (UN, 2011) Capital: Islamabad Largest City: Karachi Area: 796,095 sq km (307,374 sq Major languages: Mandarin Chinese Major religions: Buddhism, Christianity, miles), excluding Pakistaniadministered Kashmir (83,716 sq km/32,323 sq miles) Major languages: English, Urdu, Punjabi, Sindhi, Pashto, Balochi Islam, Taoism Life expectancy: 72 years (men), 76 years (women) (UN) Monetary unit: 1 Renminbi (yuan) (Y) = Major religion: Islam 10 jiao = 100 fen; Life expectancy: 65 years (men), 67 years (women) (UN) CHINA Main exports: Manufactured goods...
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...SYSTEMS ENGINEERING HANDBOOK A GUIDE FOR SYSTEM LIFE CYCLE PROCESSES AND ACTIVITIES INCOSE-TP-2003-002-03 June 2006 INCOSE Systems Engineering Handbook v. 3 SYSTEMS ENGINEERING HANDBOOK A GUIDE FOR SYSTEM LIFE CYCLE PROCESSES AND ACTIVITIES INCOSE-TP-2003-002-03 INCOSE SYSTEMS ENGINEERING HANDBOOK, version 3 June 2006 Edited by: Cecilia Haskins Copyright © 2006 International Council on Systems Engineering, subject to restrictions listed on the inside cover. INCOSE-TP-2003-002-03 June 2006 INCOSE Systems Engineering Handbook v. 3 This INCOSE Technical Product was prepared by the Systems Engineering Handbook Development Team of the International Council on Systems Engineering (INCOSE). It is approved by INCOSE for release as an INCOSE Technical Product. Copyright © 2006 by INCOSE, subject to the following restrictions: Author use: Authors have full rights to use their contributions in a totally unfettered way with credit to this INCOSE Technical Product. Abstraction is permitted with credit to the source. INCOSE use: Permission to reproduce this document and use this document or parts thereof by members of INCOSE and to prepare derivative works from this document for INCOSE use is granted, with attribution to INCOSE and the original author(s) where practical, provided this copyright notice is included with all reproductions and derivative works. Content from ISO/IEC 15288:2002(E) are used by permission, and are not to be reproduced other than...
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