...Assignment # 1: McDonald’s Case Study June N. Lewis Dr. Waldo, Instructor Talent Management - HRM 532 Strayer University July 21, 2013 Assignment #1: McDonald’s Case Study Outline the talent management program that led to success for the company. In the fourth quarter in 2002, McDonald’s had their first profit lost and the company began to ask themselves what went wrong because they had a history of outstanding performances until then. Upon reviewing some of their key components, the organization realized that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010, p.75). The company’s first two steps in achieving success was to restructure their performance development system (PDS) throughout the organization for all of the staff positions along with coming up with a talent review process for all of the officer-level positions in the company. Next on the list was creating and implementing a sequence of enhanced development programs, such as, Leaders at McDonald’s Program (LAMP), the McDonald’s Leadership Institute, finally, the launching of the Global Leadership Development Program. When McDonald’s had originally rolled out their strategy for the performance development system (PDS) in 2001 for all of the staff...
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...across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy Hartley, Senior VP, Human Resources It was late August 2000. Cindy Hartley, senior vice president of human resources (HR) at Sonoco, a 100-year-old global provider of industrial and consumer packaging and related services, was meeting with five members of her reorganization task force comprising the heads of employee relations and organizational development, the company’s chief labor attorney, and two key divisional HR directors. Looking to cut costs across the company, the company’s newly appointed CEO had asked Hartley to come up with at least two potential new HR structures that would reduce the function’s costs by 20%, or $2.8 million. But there were other equally pressing reasons for the reorganization. Number one was to ensure top-level accountability for talent management and upgrading. The second reason was to provide for a more even distribution of HR talent and support, particularly to the company’s smaller growth divisions. Finally, HR needed to lead the way in supporting the company’s new growth strategy, which often meant working across division lines to market and sell “solutions” to a single large customer. Since her arrival in 1995, Hartley had helped transform Sonoco’s HR organization by...
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...Int. J. Services and Operations Management, Vol. 7, No. 4, 2010 465 An AHP framework of supplier evaluation with reference to high-value and critical items: a case study Debadyuti Das* Faculty of Management Studies University of Delhi 110 007 Delhi, India E-mail: debadyuti_das@yahoo.co.in *Corresponding author Deepak Barman Faculty of Management Studies Banaras Hindu University 221 005 Varanasi, India E-mail: dbarmanbhu@rediffmail.com Abstract: This study developed a simple two-stage decision framework for evaluating suppliers of high-value and critical items with reference to a heavy engineering organisation by employing the Analytic Hierarchy Process (AHP). The first stage involved examining the qualifying criteria of the items on quality, while the second stage was concerned with identifying all other relevant attributes, including quality concerning high-value and critical items applicable to the organisation under study, and with finding out the relative importance of the same. The attributes were organised in a two-tier hierarchy showing four major criteria in the first tier and 17 subcriteria in the second tier. This enabled us to employ AHP to find out the relative importance of each individual subcriterion through pair-wise comparison between all major criteria and subcriteria by eliciting opinions from three experts. The findings indicated the quality/reliability of the items to be the most important criterion, followed by price and then technological capability...
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...historical perspective (Schaffer & Lautenschlager, 1987). The individual can then be given a score based on their biodata. For example, the Weighted Application Blank (Goldsmith, 1922) assigns +1 for 8 years in education, +2 for 10, +3 for 12 and +2 for 16. This method of scoring allows a quick and easy comparison between applicants biodata. There are many advantages to using biodata, including allowing comparisons between candidates on their non-cognitive aspects. Applicants are less likely to lie due to the lack of demand characteristics (no “right” or “wrong” answers), which increases the internal validity of the data. In addition, the biodata must be in a sensitive and acceptable form for the candidates which can be difficult due to the nature of the information. Finally, the predictor variable must be clear, robust and measured by a reliable scale. Research suggests that biodata may be able to predict job performance (Vinchur, Schippmann, Switzer & Roth, 1998), staff turnover (Mael & Ashforth, 1995) and absenteeism (Stokes & Cooper, 1994). In a study by Carraher & Buckley (2008), 386 nurses completed questionnaires assessing their intentions to quit, look for a new job, be absent and their ratings of performance. The results suggested that behavioural intentions to be absent, to quit, and to look for a new job were all related to performance and turnover but not absenteeism. These findings suggest that attitudes towards something may not...
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...The Effect of E-recruitment On the Recruitment Process: Evidence from Case Studies of Three Danish MNCs Anna B. Holm, Aarhus University, Denmark annah@asb.dk Abstract. The aim of this research is to determine whether the introduction of e-recruitment has an impact on the process and underlying tasks, subtasks and activities of recruitment. Three large organizations with wellestablished e-recruitment practices were included in the study. The case studies were conducted in Denmark in 2008-2009 using qualitative research methods. The findings indicate that e-recruitment had a noticeable effect on the overall recruitment process in the studied organizations. The investigation revealed changes in the sequence, divisibility and repetitiveness of a number of tasks and subtasks. The new process design supported by information and communications technologies was identified and is presented in the paper. This process allowed recruiters in the study to perform recruitment tasks more efficiently. However, practitioners should be aware of the increasing demands of the quality of online communication with applicants, and with it the electronic communication skills of recruitment professionals. Keywords: recruitment, e-recruitment, web-based recruitment, online recruitment, staffing, e-HRM 1 Introduction The first decade of the twenty-first century saw rapid growth in the use of online recruitment [25] and the transformation of electronic recruitment into one of...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...HRM 703 Week 1 Overview: Upon completion of this week, you will be able to: 1. Discuss the employment relationship between workers and the company. 2. Discuss how employers can exist without unions but unions cannot exist without employers. 3. Identify reasons why workers unionize. 4. Discuss why unionization is declining in the United States. 5. Analyze the difference between the public sector labor relations and private business. Introduction to this week's topics: Labor relations is the set of processes and activities unions and employers develop and use to clarify, manage, reduce, and resolve conflicts between employees and their representatives while accommodating the various goals of each. The practice of labor relations is governed by contracts negotiated by and agreed to by both parties. Contracts are renegotiated periodically to take into account changing goals and objectives of both parties and changes in the economy and society. Within larger employers that operate several establishments, labor relations will differ depending on what is produced in each establishment and whether different unions represent employees in different establishments. Employers would like complete freedom to alter the terms and conditions of employment in their workplaces, as necessary, to maximize returns on investments and achieve organizational goals. While labor is somewhat mobile, with workers able to move between employers as opportunities occur,...
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...article from a broad to narrow scope. This article will analyze the campaign finance regulation’s failure from a right perspective. The article will demonstrate that some moral theorists divide rights into positive and negative categories which create distinctive correlative duties. This article will argue that the present restriction is actually infringe people’s rights and goes against with Universal Declaration of Human rights and the First Amendment. Moreover, the compel disclosure of donor’s information violates people’ s right to privacy, thus, such an act by government may be over regulated. Part 1 of this article will introduce a brief history of how the United States campaign finance reform moves at several significant points and cases. Part 2 will introduce the definition of a right from various moral and legal perspectives. Part 3 will examine the failure of right from the universal basic right narrow down to the United States’ free speech and right to privacy. Finally, Part 4 will conclude by outlining the...
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...Human resource management means managing and directing the people who work in organization and human resource development means to develop the people with giving the training. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. ... Why is HR Management Important to all Managers? 1. To run the organization effectively and efficiently. 2. The HRM is an important to all the managers because during the daily operation everybody might come across different difficulties, conflicts and arguments or such circumstances. It is the nature of working with human being. There for the HRM is very important to overcome such circumstances to all the managers, shift leaders or any. 3. Moreover, HRM is Important to all Managers. Don’t Let These Happen to You! The wrong person High turnover Poor results Useless interviews Court actions Safety citations Salaries appear unfair Poor training Human Resource Management Process Line and Staff Aspects of HRM Authority Making decisions Directing work Giving orders Line Managers Accomplishing and goals Staff Managers Assisting and advising line managers Line Manager’s HRM Jobs The right person Orientation Training Performance Creativity Working relationships Policies and procedures ...
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...728 7268 PGDBM January 2016 Intake Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself. Signature: K.Naidoo Date: 15/04/2016 3 Table of contents 1. Assignment questions 2. Answers 3. Bibliography 4 QUESTION 1 (50) Individuals and organisations are entering an era where adapting to a developing learning society and a knowledge economy forge the way for many organisations. In the case above, Finland has realised the benefits of a knowledge-based economy. Bearing this in mind: 1.1 Critically discuss how effective HRD practices and an effective HRD strategy in the workplace can provide the levers of control for the future of a growing knowledge-economy in countries like South Africa, Russia and the country in which you reside. (30) 1.2 Discuss the impact of linking HRD to the key strategic drivers of an organisation’s macro- and micro-environment in order to deliver the advantageous returns of HRD. (20) QUESTION 2 (50) In the case of South Africa, which is a developing African country, skills development legislation has fundamentally changed the face of education and training. In light of this statement: 2.1 Critically discuss the...
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...21ST-CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES 1 Chapter 1 The New Human Resource Management Process 2 SHRM 3 Why Study Human Resource Management? 4 HRM Past and Present 6 Past View of HRM 6 Present View of HRM 6 21st-century HRIi 8 HRM Challenges 8 The HRM Strategic View 9/ Technology and Knowledge 10 Labor Demographics 11 Productivity and Competitiveness Through HRM HRM Skills 12 Technical Skills 12 Human Relations Skills 13 Conceptual and Design Skills Business Skills 14 12 13 Line Managers' HRM Responsibilities 15 Line Versus Staff Management 15 Major HR Responsibilities of Line Management 15 HR Managers' Resonsibiiities: Disciplines Within HRW? 16 The Legal Environment: EEO and Diversity Management 17 Staffing 17 Training and Development 20 Employee Relations 20 Labor and Industrial Relations 20 Compensation and Benefits 20 Safety and Security 21 Ethics and Sustainability 21 HRM Careers 23 The Society for Human Resource Management Other HR Organizations 24 Professional liabiliy 24 23 The Practitioner's Model for HRM The Model 24 Sections of the Model 25 24 Trends and Issues in HRM 27 Technology and High-Performance Work Systems 27 Increasing Globalization 28 Ethical Issues—Reverse Discrimination Wrap-Up 28 29 Chapter Summary 30 Case 1.1 33 Chapter 2 Strategy-Driven Human Resource Management SHRM 38 39 Strategy and Strategic Planning in the 21 st Century ...
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...Are Effective Leaders Born or Made? (Nature versus Nurture) Srinivas Introduction The definition of leadership is that the art of motivating a gaggle of individuals to act towards achieving a standard goal. In even easier terms, the leader is that the inspiration and director of the action. He or she is that the person within the cluster that possesses the mixture of temperament and skills that creates others needs to follow his or her direction (Ward). That brings every one of us to the foremost basic and most often-asked question all told leadership development, square measure nice leaders born or made? Some individuals believe that leaders square measure born with the set of skills to become a successful leader. Whereas others believe that leadership may be learned and developed through life. Thereupon being aforesaid I’m certain we've all been told once or a lot of in our lives that leaders square measure born, not made; that leadership is regarding ego, and nice guys end last (Kjerulf, 2009). Well reassess my friends, leaders aren't born, they're created. What makes somebody an honest leader is that the side of discovery? It’s the idiomatic expression of an individual at their finest whose endeavor is to vary one thing for the higher and to expand this forthcoming in others. Several people typically get trapped in basic cognitive process that leadership relies on a title or position however in point of fact this can be aloof from the reality. Leadership qualities...
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...DISCRIMINATION The U.S. Equal Employment Opportunity Commission (EEOC) has filed fifteen lawsuits against Wal-Mart since 1994. Of these, ten are still pending, and five have been resolved. FEMALE EMPLOYEES Although women account for more than 67 percent of all Wal-Mart employees, women make up less than 10 percent of top-store managers. Wal-Mart insists that it adequately trains and promotes women, but in 2001 a Wal-Mart executive conducted an internal study that showed the company paid female store managers less than men in the same position. In June 2004, a federal judge in San Francisco granted class-action status to a sexdiscrimination lawsuit against Wal-Mart. It is the largest class-action lawsuit and involves 1.6 million current and former female employees at Wal-Mart. It claims that Wal-Mart discriminated against women in promotions, pay, training, and job assignments. Even Wal-Mart concludes in its annual report that if the company is not successful in its appeal of the class-action certification of the case, the resulting liability could be material to the company. DISABLED EMPLOYEES In January 2000, Wal-Mart agreed to pay two deaf applicants $132,500. The two applied to work at a Wal-Mart in Tucson, Arizona, but were denied employment because of their disabilities. Wal-Mart agreed to hire the two men as part of the settlement and to make corporate-wide changes in the hiring and training of new employees who are deaf or hearing impaired. However, in June...
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...well as people and social relations. This is a shift of leadership being viewed as a whole system, instead of just an individual leader. This would mean leadership development being focused on structure and systems, as well as people and social relations (Hartley and Hinksman, 2003 in Bush 2008). This aligns with Tusting and Barton (2006 in Bush, 2008) argument that there is a movement away from the individual towards the emergent and collective as well as providing greater recognition of the significance of the context for leadership learning. This is related to interactive learning-networking and community learning, which has surfaced in recent years. This shows that good leadership is not solely based on the individual leader, but on followers, structure and system as a whole, reducing the importance of leadership being embodied. This section shows the different situations where the physical body does not play, or plays a small role in being a successful...
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...Retention of HR records Revised July 2015 What are HR records? HR records include a wide range of data relating to individuals working in an organisation, for example, pay or absence levels, hours worked and trade union agreements. This information may be stored in a variety of media such as paper files and, increasingly, on computer databases. It is important for all organisations to maintain effective systems for storing HR data, both to ensure compliance with all relevant legislation (for example in respect of the minimum wage or working time regulations) as well to support sound personnel administration and broader HR strategy. Our factsheet on human capital has more details of how employee information can help identify the sort of HR or management interventions which will drive business performance. However, as detailed below, in the UK a complex regulatory regime governs the length of time for which HR records should be stored. The legal position Legislation There is a substantial and complex amount of legislation in the EU and UK that has an impact upon the retention of personnel and other related records in those regions. Examples of legislation dealing with particular categories of records are provided in the boxes below. Access, storage, format and destruction The Data Protection Act 1998 (DPA) applies to most personnel records, whether held in paper, microform, or computerised format. Under the DPA data must not be kept any longer than is necessary for...
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