...organizational value system encourages employees to pursue behaviors in line with their personal value system, which may not be the values the organization wants to develop. CERD lacks organizational value system. Its absence encouraged some women employees to develop exclusive groupings. It abetted unfair practice of exclusively grabbing training opportunities abroad by some management and training section personnel, curtailing equal opportunity and personal ambitions and career growth of other employees like Sylvia Gregorio. Other indicators include frequent discussions of male engineers’ drinking sessions, girls and disco prompting Sylvia Gregorio to lament that regular staff appears more intellectual than the engineers. There is also that gender bias, at least within the Solar section, where jobs usually involves installation works. Men are preferred over women as they are more flexible. Sylvia, subtly stated that with this current setup, there is no chance she will be promoted. 2. Compensation Compensation package appears uneven and...
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...Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND LEGAL CONSIDERATIONS 28 Business Ethics and Corporate Social Responsibility 29...
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...refers to the favourableness of job environment that are excellent for people as well for the economic health of the organization and also their attitudes towards the work environment, skills and knowledge acquired, their inter-relationship with their colleagues, subordinates and supervisor, their organizational commitment, job satisfaction, job motivation, their socio-economic status, their value patterns, professionalism, job involvement, experience and discipline. Quality of work life is a process in which organizations recognize their responsibility to develop job and working conditions that are excellent for the employee and organization. Quality of work life refers to the level of happiness or dissatisfaction with one’s career. Those who enjoy their careers are said to...
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...management human resources. ii) Union expectations – as manifested by leadership members. Restricts and influences firm operations. iii) Economic conditions – changing always. Hiring and payment of employees is itself a reflection of how economic conditions influence companies’ operations. iv) Labour market conditions always changing availability of skilled manpower and expectations of people. Definition Human Resources Management – Is the set of activities that are intended to influence the effectiveness of human resources and organizations. HRM Activities a) Human Resource Planning b) Employment Planning c) Equal opportunity employment d) Job design and analysis e) Recruitment f) Selection g) Career development h) Performance development (management) i) Compensation j) Health and Safety k) Evaluation of Personnel HANDOUT 1 Human Resources Planning - This is a future and Action oriented process and looks at each individual as unique. - It is a process by which management determines how the organization should move from its current (H.R.) position to a new desired position. - HRD integrates internal and external environments and focuses personnel decisions towards human...
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...Appraisal System 1 1.3. 360 Degree Performance Appraisal System 3 2. THE OBJECTIVES OF 360 DEGREE PERFORMANCE APPRAISAL 3 3. PROS AND CONS OF USING 360 DEGREE PERFORMANCE APPRAISAL SYSTEM 4 3.1. Pros 4 3.2. Cons 5 4. 360 DEGREE PERFORMANCE APPRAISAL SYSTEM: BEST PRACTICES 5 4.1. Performance Appraisal Techniques used in Procter & Gamble Company 5 4.2. Performance Appraisal Techniques used in General Mills 6 5. REFERENCES 7 INTRODUCTION 1 Performance Management System Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. In today’s tough economy, businesses in all sectors are looking to increase productivity and reduce expenditure to improve their bottom line results. It is difficult to know whether your chosen path has taken you where you intended to be or will take you where you want to go, unless you review, make corrections, and stay focused. Having the knowledge and skills to implement performance management effectively is crucial to achieving good results. If performance management is not managed well it can have far reaching negative consequences which can include disengaged...
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...Human Resource Management (MGT501) VU MGT - 501 T his subject/course is designed to teach the basic principles of Human Resource Management (HRM) to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of HRM whether you intend to work in HRM or not, most of these elements will affect you at some point in your career. Either you will be working with some organizations or having people working for you, in both cases you will be dealing with people. To be understandable and lively means that we need to communicate you. We start every chapter with learning objectives. The most important thing you will get out of this course are the basic skills required to succeed in today’s environment which are, you must be able to communicate, think creatively, plan effectively and deal with people. Copyright © Virtual University of Pakistan 1 Human Resource Management (MGT501) INTRODUCTION TO HRM After studying this chapter, students should be able to understand the following: Describe HRM? Explain why are we concerned about HRM? Discuss Road-map of HRM VU Lesson 1 LESSON OVERVIEW This chapter introduces the students with the basic concepts of the human resource management (HRM). During the lecture, we will be discussing the three main things, i.e. the introduction to HRM, the importance of HRM, and a brief discussion of the Resource topics...
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...Human Resource Management (MGT501) VU MGT - 501 T his subject/course is designed to teach the basic principles of Human Resource Management (HRM) to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of HRM whether you intend to work in HRM or not, most of these elements will affect you at some point in your career. Either you will be working with some organizations or having people working for you, in both cases you will be dealing with people. To be understandable and lively means that we need to communicate you. We start every chapter with learning objectives. The most important thing you will get out of this course are the basic skills required to succeed in today’s environment which are, you must be able to communicate, think creatively, plan effectively and deal with people. Copyright © Virtual University of Pakistan 1 Human Resource Management (MGT501) INTRODUCTION TO HRM After studying this chapter, students should be able to understand the following: Describe HRM? Explain why are we concerned about HRM? Discuss Road-map of HRM VU Lesson 1 LESSON OVERVIEW This chapter introduces the students with the basic concepts of the human resource management (HRM). During the lecture, we will be discussing the three main things, i.e. the introduction to HRM, the importance of HRM, and a brief discussion of the Resource topics...
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...to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation involved and working together with a sense of common purpose. 2.2 CONCEPT OF HRM HRM is a strategic approach to the acquisition, motivation, development and management of the organisation’s human resources. It is a specialised field that attempts to devd .ng an appropriate corporate culture, and introducing programmes which reflect and support the core values of the enterprise and...
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...COMPENSATION AND BENEFITS AUTHOUR: Joseph J. Martocchio PUBLISHER: Pearson Education International DATE: 2011 ISBN-13: 978-0-13-254706-2 1. Table of Content (Building Internally Consistent Compensation Systems) Introduction 124 Determinants of Internal Consistency 125 Job Analysis 125 Steps in the Job Analysis Process 126-129 Job Analysis Techniques 131 O*NET 131-137 Job Evaluation 137 Compensable Factors 137-139 Job Evaluation Process 139-140 Job Evaluation Techniques 140 The Point Method 141-143 Alternative Job-Content Evaluation Approaches 144-145 Alternatives to Job Evaluation 145-146 Limitations to Internally Consistent Compensation Systems 146 2. Why I selected this Book: HRMN 330 Course Requirement 3. Theme (Key Quote): “Internally consistent job structures formally recognize differences in the job characteristics that enable compensation managers to set pay accordingly.” 4. Abstract: The purpose of this book is to provide knowledge of the art and science of compensation practice and its role in promoting companies’ competitive advantage. Compensating employees represents a critical human resource management practice: without such companies cannot attract, retain nor motivate best qualified employees. 5. Introduction Internally Consistent Compensation Systems define the relative value of each job when compared with all jobs within the organisation...
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...Human Resources Final Project University Fundamentals of Human Resource Management Instructor September 09, 2012 Human Resources Final Project Table of Contents I. Recruiting and Selection. II. Training and Development. III. Performance Management. IV. Employee Discipline. V. Compensation and Benefits. VI. Labor Relations. Recruiting and Selection A Bad Hire Is Worse Than You Think. According to the Harvard Business Review, 80 percent of turnover is caused by bad hiring decisions. These are costly mistakes. The U.S. Department of Labor calculates that it costs one-third of a new hire’s annual salary to replace him. These figures include money spent on recruitment, selection and training plus costs due to decreased productivity as other employees fill in to take up the slack. But these numbers don’t reflect the intangible damages an exiting employee can have such as lost customers and low employee morale across the rest of the organization. And, turnover costs climb even higher as you move up the organization: mid- and upper–level managers can cost over twice their annual salary to replace. (Meyer, n.d., p. 2) IT seems to have put themselves in a position to be heavily reliant on their employees to recruit for open positions. Therefore, many of the employees are related socially or through family. This is s practice that can potentially be dangerous. Possible cases for nepotism, broken friendships, divorces, etc. can cause employees...
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...agents for the implementation of any initiatives in an organization.(Baptiste, 2004) Human resource management is a set of policies, practices and programs formulated to achieve both personal and organizational goals as it is the process of binding people and organizations together. According to Flippo, Human Resource Management “the planning, organizing, directing and controlling of the various aspect of human resources to the end that individual, organizational and social objectives are accomplished”. Human resource Management is also known by different names such as Personnel management, Manpower management, Staff management, Personnel administration etc. According to National Institute of personnel management in India, “HRM is the part of management concerned with people at work and with their...
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...people, their acquisition, development of skills, motivation for higher levels of attainments, as well as ensuring maintenance of their level of commitment are all significant activities. These activities fall in the domain of HRM. Human Resource Management is a process, which consists of four main activities, namely, acquisition, development, motivation, as well as maintenance of human resources. Scott, Clothier and Spriegel have defined Human Resource Management as that branch of management which is responsible on a staff basis for concentrating on those aspects of operations which are primarily concerned with the relationship of management to employees and employees to employees and with the development of the individual and the group. Human Resource Management is responsible for maintaining good human relations in the organisation. It is also concerned with development of individuals and achieving integration of goals of the organisation and those of the individuals. Northcott considers human resource management as an extension of general management, that of prompting and stimulating every employee to make his fullest contribution to the purpose of a business. Human resource management is not something that could be separated from the basic managerial function. It is a major component of the broader managerial function. French Wendell, defines ―Human resource management as the recruitment, selection, development, utilisation, compensation and motivation of human resources...
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...Flexible Work Arrangements Camilla King Lewis Thomas Edison State College HRM 540- Lifestyle Benefits and Compensation Professor James Krolik March 3, 2013 Table of Contents I. Introduction 2 II. Current environment 3 III. Why Flexible Work Arrangements? 4 IV. General Telecommuting Statistics 5 V. Overall Growth of Telecommuting 5 VI. Return on Investment 6 VII. The Sacrifices of Flexible Work 7 VIII. The Management Challenge 7 IX. The Third Wave of Virtual Work 8 X. In Conclusion 8 I. Introduction Experts have reported that the typical telecommuter is educated, a generation X employee with an annual salary of approximately $58,000 (teleworkresearch.com). Flexible is a term that covers a variety of arrangements such as; unconventional hours, part-time work, job sharing, leaves of absence, and working at home (Deutschman, 1991). They also suggest that the national telecommuting savings would total over $700 Billion a year including: * A typical business would save $11,000 per person per year * The telecommuters would save between $2,000 and $7,000 a year * The oil savings would equate to over 37% of our Persian Gulf imports * The greenhouse gas reduction would be the equivalent of taking the entire New York State workforce permanently off the road. The overall trend of telecommuting has shown a steady growth of 73% between 2005 through 2011. Best practice organizations are incorporating telecommuting as a recruitment offering to...
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...SBL SCHOOL OF BUSINESS AND LAW MANAGING HUMAN CAPITAL Module Tutor: Dr. Rajendra Kumar Student: Iryna Viter Student Ref: 0188SBMA1109 Course: MBA1 D, APR 10 TABLE OF CONTENTS: I. INTRODUCTION------------------------------------------------------------3 II. HUMAN RESOURCE MANAGEMENT--------------------------------4 III. STRATEGIC HUMAN RESOURCE MANAGEMENT --------------6 IV. HUMAN RESOURCES PLANNING-------------------------------------8 V. JOB ANALYSIS--------------------------------------------------------------9 VI. JOD DESIGN/DESCRIPTION--------------------------------------------10 VII. RECRUITMENT/SELECTION-------------------------------------------11 VIII. TRAINING AND CAREER DEVELOPMENT------------------------14 IX. PERFORMANCE APPRAISAL------------------------------------------18 X. REMUNERATION---------------------------------------------------------19 XI. MOTIVATION--------------------------------------------------------------21 XII. ROOM FOR IMPROVEMENT-------------------------------------------24 XIII. RECOMMENDATIONS---------------------------------------------------25 XIV. CONCLUSIONS-------------------------------------------------------------25 XV. REFERENCES---------------------------------------------------------------27 XVI. BIBLIOGRAPHY-----------------------------------------------------------28 I. Introduction In today’s tough competitive market many companies are faced...
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...hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management. 2 LO 1:- Understand the difference between……………………………………………………………....3 1.1 Distinguish between personnel management and human resource management and discuss the historical development and changing context in which they operate……………………………………3 1.2 Assess the role, task and activities of the human resources practitioner……………………………5 1.3 Evaluate the role and responsibilities of line managers in human resource practices……………….5 1.4 Analyze the impact of the legal and regulatory framework in human resource management………5 LO2:- Understand how to recruit employees……………………………………………………………... 2.1 Analyze the reasons for human resource planning in organization…………………………………… 2.2 Outline the stages involved in planning Human Resource Requirements. 2.3 Compare the recruitment and selection process in two organizations. 2.4 Evaluate the effectiveness of the recruitment and selection techniques in two organizations. LO 3:- Understand...
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