...firms in Anhui, China. The company focuses on solving criminal cases, civil cases and it also provides legal services to the public. I worked in the human resource department of the company as an intern for 6 months. The company has a well-designed competitive business strategy called differentiation strategy and good human resource strategies called external differentiation and internal differentiation. The competitive business strategy for Hesen is to differentiate themselves from other law firms. The company has been trying to meet their clients’ special needs and make their services unique in certain respects. This differentiated competitive strategy has helped the company earn a large amount of money for the last five years. However, this well-designed business strategy results in high expenses to the. Hesen spends over twenty thousands dollar every year on development programs in order to provide services that other companies cannot or find difficult to imitate. In order to fit with the company’s overall business strategy, Hesen developed a combination of external and internal differentiation human resource strategy. Since there is no way for the company to provide all services to their clients, Hesen hires free agents to provide specific services. In addition, the company also has committed experts who have already worked for them for a very long time. These employees are loyal and have expertise in high level jobs which gives the company advantages over their competitions...
Words: 1637 - Pages: 7
...Strategic Human Resource Management Case Analysis at Home Depot Company By Musalia Doughty Table of Contents Executive Summary 3 1.0 Overview of the Organization 3 1.1 Corporate Hierarchy of Home Depot 4 2.0 Strategic Human Resource Management at Home Depot 5 2.1 Workforce Diversity Management at Home Depot 5 2.2 Disadvantages of Workforce Diversity 7 3.0 Strategy to Counter Diversity Issue at Home Depot 7 3.1 Employee Relations 8 4.0 Implementing Employee Relations at Home Depot 8 4.1 Team-working 9 4.2 Functional flexibility 10 4.3 Employee Involvement 10 4.4 Reward Mechanisms 10 5.0 Recommendations 11 6.0 Conclusion 11 7.0 List of references 12 Executive Summary Human resource management is a sensitive issue in an organization. The performance of any organization is determined by the workforce management practices in place. Owing to the competitive nature of workforce management, human resources are managed strategically (Aghazadeh 2003, p. 201). In this paper, a case study of strategic human resource management has been done. The company considered is called Home Depot. The paper briefly explores the company and its human resource strategy that was found to be diversity management. Thereafter, the paper has explored possible problems that company faces as a result of its diversity strategy. In response to the problems, the paper suggests inclusion of employee relation model in the diversity strategy already...
Words: 2918 - Pages: 12
...in Business ISSN: 2046-7141 Vol. 2, Issue. 1, (pp.01- 14) | 2012 An Empirical Analysis of the Human Resource Management Activities in Retail Sector: A Study of Saudi Arabian companies Dr. Abdalelah S. Saaty Dean, College of Business (COB), King Abdulaziz University, Rabigh, Saudi Arabia Mohammed Owais Qureshi Lecturer, Human Resource Management, College of Business (COB), King Abdulaziz University, Rabigh, Saudi Arabia Email: drzaidansari@gmail.com ABSTRACT Human resource management (HRM) generates competitive advantage for a company and also the subsequent performance of a company is influenced by a set of effective human resource management activities. The success evident in the Saudi Arabian retail industry is attributable to numerous lucrative activities undertaken by respective human resource departments. This ranges from planning endeavors to appropriate grievance handling mechanisms. In this study, we intend to assess the human resource practices in retail companies in the Kingdom of Saudi Arabia. Primary data based on 355 respondents were analyzed to assess human resource activities being practiced by retail companies in Saudi Arabia. Six factors were analyzed. ‘Human resource planning and recruitment’ was fairly practiced in retail organizations. Recruitment practices observe transparency and equality and thus offer due opportunities. It was also observed that human resource planning incorporated knowing and sourcing when, where, and how potential employees...
Words: 8633 - Pages: 35
...2013-2014 Human Resources Management Class Summary Gauthier Steiner European University 2013-2014 Human Resources Management Class Summary Gauthier Steiner Contents What is Human Resource Management? 3 Who Performs the Human Resource Functions? 4 Key Challenges for HR Managers 5 HRM and Strategy 6 Organizational Performance and the Human Resource Manager 7 Communicating Human Resource Programs 8 Equal Employment Opportunity & Diversity 9 Equal Employment Opportunity Laws 9 Landmark Court Cases 11 Compliance Agencies 12 EEO Implementation 12 Key terms of the chapter 13 Job Analysis and Job Design 15 Basic Terminology 15 Job Analysis 17 Job analysis method 19 Disadvantages of job analysis 21 Job Design 21 Advantages of job specialization 21 Job design consideration 22 Human Resources Management: Chapter 1: Strategy What is Human Resource Management? Human resource management (HRM, or simply HR) is the management process of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws. Nearing the 21st century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in a machine. "Human resources management"...
Words: 4729 - Pages: 19
...DEFINITION OF STRATEGIC HUMAN RESOURCE MANAGEMENT Strategic human resource management is that management think periodically to attain benefit to the company or meet the requirement of employee. Improving everything’s in business site, give training to employee, analysing and development technique. Moreover strategic human resource management can involve in any aspect of the company which relate with employee. Core element of strategic human resource management recruiting staff give training to them, solving employee issues as well maintain relation between organisation and staff .Also Human Resource Management help to motivate worker in work to increase productivity. Strategic human resource management play very key role in the company to maintain position or increase productivity....
Words: 815 - Pages: 4
...Human Resource Information Systems: Implementation in Taiwan Carol Yeh-Yun Lin Abstract Approaching the new century, human resource information systems (HRIS) capitalize on the synergy between the two precious assets, human resources and information technology. This study examines the content and context of HRIS in Taiwan. Research shows that higher HRIS level (DSS>MIS>EDP), usage by top managers, usage by HR staff, and HRIS experience contribute to greater organizational support and HRIS effectiveness. Training, support of the information systems department, involvement of human resource leaders, and computer literacy of HR staff are the most significant contributors to the effectiveness of HRIS. In addition, more emphases on support for decision making, timeliness, comprehensiveness, and accuracy can also enhance systems effectiveness. Introduction In an era striving for excellence, human resources become a crucial source of competitiveness (e.g., Porter, 1985; Ulrich, 1987). Pfeffer(1995) reported that the five best performing firms from 1972 to 1992 in the USA rely not on technology, patents, or strategic position, but on the management of their work force for sustained advantages in the marketplace. The business community also realizes that after people, information is its most important asset (Jenkins and Lloyd, 1985). During the past decade, information technology has greatly impacted the way businesses are managed. Reports on how information...
Words: 5333 - Pages: 22
...The analysis of Chapter 1 is a brief description of human resource management. Human resources is critical function in businesses, it enables a company to acquire, develop and utilize effective employees for the successful growth of the business. Human resources highlights the corporate culture of a business. Corporate culture is the system of shared values, beliefs, and habits within the organization that intertwines with the formal structure to produce the behavioral norms of business. The corporate culture is related to employer branding, which is how the customer perceives the company. The employees are a profile of how the company brand. The profile of the employees a company hires is a representation of the brand the company wants the customer to recognize it to be as a business. There a five functions of human resource management, staffing, human resource development, compensation, safety and health and employee and labor relations. Staffing consists of job analysis, human resource planning, and recruitment. Staffing requires the right number of employees with the appropriate skills required to complete the job, to have the employees in the right jobs at the right time. Job analysis is the process of determining skills, duties and knowledge required for performing jobs in the company. The human resource planning aspect is identifying and matching people with the open job positions. Recruitment is to attract qualified potential employees for the company. Another aspect...
Words: 654 - Pages: 3
...Introduction:- The company chosen for the assignment purpose is an independent foundation established in 1864 with the purpose of safeguarding life, property and environment [1]. A Norwegian company, primarily established to inspect and evaluate the technical condition of Norwegian merchant vessels, the company over the years have diversified into various sectors with the main purpose still intact. All parts of the question are covered in total in the various sections below. Organisational Structure & Culture:- The company’s organizational structure in brief can be glimpsed in Appendix 1- DNV.ppt [2]. For the purpose of assignment, one business unit of DNV will be under the “microscope” – Maritime more specifically the business unit called Maritime Services. The organizational structure for the same can be seen in Appendix 2 – Organizational Chart.ppt. Since the organization is fairly large and the scope of the assignment is limited, Maritime Services is the chosen domain. However, the various HR related practices extends to all parts of the organization as the HRM function is common to all business units with minor variations for some of the business untis. The company has a strong culture [3] where all members of the organization hold clear organizational values. Keeping in tune with the changing business landscape, the company is well equipped to react and adapt to the new market conditions. This is seen by how the employees have adapted to the present reorganization....
Words: 3411 - Pages: 14
...NAME: HUMAN RESOURCES MANAGEMENT 1. Explain the concept of human resources management and discuss the role of human resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to management of people...
Words: 3150 - Pages: 13
...Term paper on Human Resource Management Practices of Bangladesh: A Case Study on Orion Infusion Limited (OIL) Letter of Transmittal Date: August 17, .... Lecturer Department of Management Studies Faculty of Business Administration and Management Subject: Submission Report on Human Resource Management Dear Sir, Here we are submitting our report on “Human Resource Management Practices of Bangladesh: A Case Study on Orion Infusion Limited” prescribed by you in your course Human Resource Management. For this Purpose, we have gone through internet, different books, articles, journals, interview of authorities and employees of the respective organizations and class lecture sheets for the relevant information of the assigned topic. Please call me for any further information at your convenient time and place. Yours truly, Letter of Authorization Date: August 17, .... Lecturer Department of Management Studies Faculty of Business Administration and Management Subject: Declaration regarding the validity of the research report. Dear Sir, This is our truthful declaration that the “Report on Human Resource Management Practices of Bangladesh: A Case Study on Orion Infusion Limited ” we have been prepared is not a copy of any research report previously made by any other students. We also express my honest confirmation in support of the fact that the...
Words: 4116 - Pages: 17
...Job analysis and evaluation……………………………………………….3 2.1.1 Workforce Planning……………………………………………………3 2.1.2 Recruitment Phase………………………………………………………4 2.1.3 Selection and Training……………………………………………………4 2.1.4 Performance Management……………………………………………….5 2.1.5 Organisational Exit………………………………………………………..5 3. THE ELEMENTS OF THE STRATEGIC WORKFORCE PLANNING PROCESS AND LINKING THE IMPACT OF THE THREE LEVELS OF BUSINESS PLANNING ON WORKFORCE PLANNING (REFERING TO IMPALA-PETROLEUM)…………6 4. BARRIERS TO IMPEMENTING AN EFECTIVE PERFORMANCE MANAGEMENT SYSTEM IN IMPALA-PETROLEUM………………………………………………………….8 5. RELATE STRATEGIC HUMAN RESOURCE MANAGEMENT TO PERFORMANCE MANAGEMENT AT IMPALA-PETROLEUM BY APPLYING A MODEL LINKING HUMAN RESOURCE MANAGEMENT TO PERFORMANCE……………10 5.1 Strategic human resource management………………………………………….10 5.1.1 Performance Management……………………………………………………..10 5.2 Theoretical and empirical problems in the linkage between human resources management and performance…………………………………………………….11 5.3 A conceptual model in managing performance………………………………12 5.4 Key propositions of the model…………………………………………………13 5.5 Performance management at IMPALA-PETROLEUM…………………….14 6. CONCLUSION…………………………………………………………………..15 7. REFERENCES…………………………………………………………………..16 8. ASSESSMENT…………………………………………………………………...16 1. INTRODUCTION There are various phases in the employment process within personnel psychology which are used in the management of human resources. Human resource management...
Words: 5714 - Pages: 23
...dairy, household, toiletries and home-ware such as linen, books, stationery, pharmacy and beauty counters at selected outlets. The company has been in operation for last 20 years and they are focusing to provide best quality product and services to the customers. Currently they have 45 supermarkets in Sri Lanka and rapid expansion plans are underway to earn more profit and to have more customer base island wide. To that the management have to have proper effective strategies. In Sri Lanka upper markets are mainly accounted in the order of priority, quality, range of products, price, location, environment, parking and customer service etc. To achieve these objectives, the management should have proper knowledge about the Strategic HRM. This case is a small attempt to analyze the island’s largest private employer brought into light a few concrete conclusions about the company regarding its strategic human resource management. QUESTION 01 What do you mean by “competitive Advantage” explain as to hoe you formulate HR Strategies enabling to get such advantages in the competition in the super market business? Competitive advantage is an advantage that a firm has over its competitors, allowing it to generate greater sales or margins and/or retain more customers than its competition. Competitive advantages give a company an edge over its rivals and an ability to generate greater value for the firm and its shareholders. The more sustainable the competitive...
Words: 2825 - Pages: 12
...Solutions Architect Job Analysis Ricardo Fernandes Albertus Magnus BE 323M Solutions Architect Job Analysis For a company the size of Verizon, one of the largest network companies in the world, the responsibilities of the human resources department are extensive and ever changing. In order to meet shifting business needs, new business segments, divisions and jobs are under constant review. One of the main tools in determining varying tasks that make up a job and the skills, knowledge, abilities and responsibilities for one to be successful at performing said job is to conduct a job analysis. In the case of Verizon, human resources used the job analysis tools to create a new business segment necessary to drive business growth in the area of wireless data products and services. By conducting a job analysis, the human resources team was able to create job descriptions, and job specifications for the varying positions that make up the data sales teams that exist throughout the country today. In order to understand and appreciate the process used by Human Resources it makes sense to conduct a job analysis, review varying methods that can be used in conducting a job analysis and capture a summary of the results; which will eventually be used in carrying out a variety of human resource undertakings. In general, a job analysis helps identify the basic functions and responsibilities of a particular job within an organization. It uncovers the knowledge, skill, and ability...
Words: 956 - Pages: 4
...employee’s activities as well as the employee’s management policies through the development of the Human Resource Management Department. This shows that how important role HR plays in maintain the employees satisfied within any organization. This research study is focused on studying the impact of HR and business strategy alignment on job performance and employee satisfaction. This research used deductive approach as this study find out the impact of aligning HR with business strategy and effect of job environment on employee satisfaction. The survey questionnaire method is used to get reliable and valid results based on close ended questions having a 5-Likert scale to measure the attitude of employees and employers towards the impact of aligning HR with business strategy and effect of job environment on employee satisfaction at Siemens. The research used SPSS for analysing quantitative information by using descriptive analysis and inferential analysis. Research shows that Siemens align HR practices and business strategy. From regression analysis, it is found that alignment of Human Resource practices with the business strategies of Siemens has significant impact on job environment and insignificant impact on employee satisfaction. Moreover, it is found that there is a significant impact of alignment of Human Resource practices with the business strategies on job environment and Siemens job environment is satisfactory as analysis showed the employees are satisfied with job timings...
Words: 21202 - Pages: 85
...The Effect of HRM Practices on the Perceptions of Organizational and Market Performance of the Firm • 185 THE EFFECT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERCEPTIONS OF ORGANIZATIONAL AND MARKET PERFORMANCE OF THE FIRM Gedaliahu H. Harel and Shay S. Tzafrir The purpose of our study is to extend the emerging empirical literature on the firm-level impact of human resource management practices. Results based on a national sample of organizations from private and public sectors in Israel indicate that these practices have a significant impact on both the perceived organizational and market performance of the organization. The single independent variable found to be statistically significant in affecting perceived organizational performance was training practices. In the case of perceived market performance, we found that, in addition to training practices, employee selection practices also significantly affected the perceived market performance.1 © 1999 John Wiley & Sons, Inc. Introduction In today’s world, organizations are in a constant state of competition. The intensity of competition increases annually and the need to continuously improve organizational performance has never been greater. Managers must be on a constant lookout for ways to maximize their organizations’ strategic resources. The resource base approach contends that the organization can develop a sustained competitive advantage only if its activities create value in a unique way, one that...
Words: 7697 - Pages: 31
