...Contributions of Internal Branding Practices to Corporate Brand Success Abstract: The purpose of this study is to investigate how internal branding practices can contribute to successful corporate brand building. The thesis is based on a case study of the successful Swedish brands Saab AB, SAS Sverige and Skanska. The results show that core values are a main building block of internal branding practices and that core values are united with cultural values with a dual purpose of adding value to customers and guiding employee behavior. Furthermore, the results point out that core values internally indicate how the vision is to be achieved and that the vision may be more useful as a management tool than internal branding tool. Subcultures appear to be present in all three cases and the results suggest that corporate brands are strengthened by internalizing a main corporate culture which allows cultural interpretations within subcultures and by assuring that subcultures co-exist in harmony. Internal communication seems to support corporate and internal branding by applying a pull-principle in communications, creating forums for personal interaction and facilitating employees’ information search and processing. In terms of human resourcecontributions to brand building, practices such as recruitment, phasing in of new employees, internalization of core values among current employees and internal brand evaluations are put forward. Moreover, two additional concepts of importance in...
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...300785319 Question # 1 Identify the unique attributes of the following services of a strategic HR department including: Unique attributes italicized, underlined and highlighted in red. Corporate HR –’the key officer functions as a practice director’, similar to what is found in consulting companies, and is on the executive team. Studies in the United Kingdom and Australia show that companies that included the director on the executive team experienced twice the growth in earnings per share compared to those who did not Services Inc. -The part of the Hr. that is administrative, estimated to be 60 percent to 70 percent of the work, is located in a separate unit called Services Inc. ’the administrative burden is reduced through call centres and use of the Internet and intranet’. The type of the work done in Services Inc. includes compensation and benefits administration, training and education administration, staffing administration, and records management. There are three levels of service: Tier one is accessed by computer or telephone, and deals with minor things such as changes in addresses; everything is processed without human intervention. Tier two directs the requests for information not listed on tier-one sites—such as questions about retirement eligibility or finding a course on innovation—to a call centre that can provide a quick response or explanation. Tier three comprises case workers—highly skilled professionals—who provide extensive and Comprehensive assistance to...
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...Parag A. Narkhede Lecturer Dr. Seema P. Joshi Reader & Head Department of Management Studies North Maharashtra University, Jalgaon (MS) India Office: P.O. Box No. 80, Umavinagar, Jalgaon 425001 Tel: 0257-2258415 (Direct), 0257-2258428 to 38 ext- 461,462 Fax: 0257-2239345, 2258403 Mobile: 09422778876, 9890002496 E-mail - paragnarkhede@yahoo.com, manonya_jal@dataone.in Challenges of Human Resource Management in Borderless world Abstract The responsibilities of HR manager have gradually become broader and more strategic since the organisation realised the importance of HR. The Globalisation put together the world as a Global village. The concept of global village resulted in exchange of cultures across the globe as a single country, producing the components in one country, assembling the products in second country, market the product in the third country, the banks in the fourth country to finance the operations, insurance companies in the fifth country to provide insurance facilities, all the countries provide human resources and so on so forth. Thus, the global businesses employ the people from various countries and manage the people of multi-cultures and multi-skills. Issues coming on the radar of an HR Manager today are diverse; from micro level issues where an individual employee needs hand holding to the macro issues pertaining to a global workforce and virtual teams. HR managers are expected to offer instant solutions for these issues and strategies. As companies...
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...Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions locally and globally. CSR and HR Management Issue Brief and Roadmap 3 CSR and HR Management Issue Brief and Roadmap 4 CSR and HR Management Issue Brief and Roadmap ...
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...processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning. It emphasizes the use of planning as a means of ensuring that qualified employees will be available to meet staffing needs when and where they occur. Moreover, it...
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...theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage. ********** Introduction In today's marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise. Motivation is generally defined as the psychological forces that determine the direction of a person's level of effort, as well as a person's persistence in the face of obstacles. The direction of a person's behavior refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up. (1) The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee. Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation is essential for working autonomously, as well as for collaboration and effective teamwork. The ultimate focus of the organization is to successfully retain talent, meet goals and go beyond expectations. It is the role of HR and organizational...
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...selecting textile products to be sold at the web site, making forecasts on budgeting and sales, deciding and making aggreements for new brands that have high potential . All the team members, including me had monthly sales and brand targets. Therefore, hiring matching employees for merchandesing department is very crucial. a) Our department’s roles in human resources management are explained below: * As a merchadesing department, we prepared an informative and descriptive presentation which explained the department’s duties, organization’s job titles, organizational relationship ( who is reporting to whom). For instance, there is a scheme which shows buyers firstly contact with the Planning Department for receiving budget. Then buyers visit suppliers and the main brands for selecting products according to given budget. After logistic department provides bought products to reach our warehouse. Then buyers contact with Production/ Studio Department for having products screened on the website. The other slides show the organizational relationship implying every team members’ job titles. For instance, as an assistant buyer, i was reporting to Buying Manager. A sales assistant was reporting to me. The buying manager was reporting to Head of Buying Manager and she was reporting to CEO. * As there are types of strategies in strategic HR management, our department played little role in these strategies. The website mainly consists of textile products, then shoes and cosmetics...
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...through which goods and services move from concept to the customer” (businessdictionary.com). Marketing focuses on the marketing mix, also known as the four P’s of marketing; Product, Price, Place and Promotion. All four must be present and work together in order to achieve success with a product or service (Khonat, 2013). However, marketing is much more than just the traditional role of being charged with advertising and promotional plans. Today’s marketing operations require cross-functional and diverse teams to produce results (Scott, 2013). Scott (2013) goes on to explain that marketing must work with all areas of the business; for example, with sales and IT for customer relations, and with R&D and manufacturing with regards to new product development and innovation. The Marketing Manager. I believe that the role of marketing Manager would be a challenging and exciting position. In the article, The Role of the Marketing Manager, it states that the position can be either diverse or focused, depending on the size of the organization and number of employees in the marketing department. The article points out key roles of the manager within the marketing department as conducting market research, developing the...
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...Strategic HR Management Laura Wilson HSA 530 Health Services Human Resource Management Dr. Queensberry June 14, 2013 1. Abstract In this paper I will describe the unique challenges of managing the human resources function for my specific organization, also I will analysis the competencies required for my specific position, and determine in which areas I need to develop and I will provide specific examples to support my rationale, next determine the role I think the company could play in developing me for the opportunity, what would I need the company to do? How would it benefit the company? And last develop a strategic view of human resources that supports my institutional organizational strategy. 2. Describe the unique challenges of managing the human resources function for your specific organization. Recruitment and retention of the correct number of qualified staff is very high on the list. Everyone knows there is a big nursing shortfall, but there is a need for highly qualified individuals all around. Due to the rapid growth of the healthcare sector and its sheer size, it is a challenge to fill jobs. And despite this need, there are obvious pressures for cost containment with people accounting for the lion’s share of an organization’s costs. Because of that, there is a pressure to make the HR organization world class, or at least strive to be better. As a result, it has become an imperative to employ better processes and technologies to overcome the challenges...
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...Introduction The purpose of this study is not only to identify which of the following companies: Manotel, Taj, Le Meurice, SWA corresponds to which Human Resources role, but more important to compare advantages and disadvantages of those, according to experts and to give recommendations of my vision on excellent HR model. Administrative Expert Faylor, Taylor & Weber describe administrative expert role as the one that aims to optimize costs. Costs are equal to factors of production, main of which are human beings. To minimize costs and establish a productivity-related pay (Taylor) HR team checks the law requirements before announcing salary to the potential employee during Manotel’s staffing procedure. Since equity principal, as recommended by Fayol is applied at Manotel, the consequence is lack of motivation. This could be proved by alienation feeling that comes from boringness and repetitive procedures. (Price) It leads to high employee turnover rate, therefore to ensure easy replacements employees’ job should be simplified. This could be achieved through job standardization and specification of functions. (Weber) Artefact at Manotel is providing clear guidelines and procedures, approved by GM. Approval by GM means that essential element of administrative expert theory is centralized hierarchical authority. (Fayol) Centralized hierarchical authority involves unity of command principle. When it applies, every employee reports to only one boss, so at the top of the company...
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...George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document, these isolated HR plans add little value to the business because...
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...New Technology, Work and Employment 15:2 ISSN 0268-1072 Strategic exchange in the development of Human Resource Information Systems (HRIS) Carole Tansley and Tony Watson The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS development project is examined using strategic exchange to highlight important social considerations of organisational, group and individual projects. As employing organisations and their environments become increasingly complex, their managers face growing difficulties in coping with workforces spread across various countries, cultures and political systems. Given such trends, information technologies have considerable potential as tools to be used by managers generally and in human resourcing functions particularly. But information technologies are not simple and uncomplicated tools to be picked up by managers and others and utilised without debate, reflection and contestation. They are tools that are used by human beings who have personal and group interests, values and identities to develop and defend. And, at a more structural level, there are numerous influences on the way that such technologies are incorporated into the strategies and plans of contemporary organisations. These include the changing structures of the organisation, the increase in partnerships and collaborations...
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...A Report On HR Practices in GrameenPhone Limited [pic] [pic] [pic] [pic] HR Practices in GrameenPhone Limited Prepared For M. Nazmul Amin Majumder BRAC Business School, BRAC University Prepared By Sabit Rahman Tanim ID: 12264021, Sec.-01 MBA Program [pic] BRAC University Date of Submission: 20 April 2014 LETTER OF TRANSMITTAL 20 April 2014 M. Nazmul Amin Majumder, Ph.D. BRAC Business School, BRAC University Submission of a Report on HR Practices in GrameenPhone Limited Dear Sir, I am highly pleased to submit my report on “HR Practices in GrameenPhone Limited”. In preparing this report I have tried my level best to accumulate relevant information from all the available sources. This report attempts to describe my observations and learning during the course (HRM-502) period. I am very much glad that you have given me the opportunity to prepare this report for you and hope that this report will meet the standards of your judgment. Any limitations in this report will subject to your kind of full consideration. Yours Sincerely, Sabit Rahman Tanim Acknowledgement First of all I would like to thank almighty Allah who has given me the opportunity to complete this report. After that I would like to thank my honorable course instructor M. Nazmul Amin Majumder for his leadership...
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...ASSESMENT 1) From Mclean she views her role as HR manager to be involved everything that has to do with the running of the store. She wants to be involved in everything to do with managing the store. Even though She is strategically focused, have a strong work ethics and has a retail experience that doesn’t make define her role as a HR manager as she needs expertise in HR , she is too involved and has to know her role a HR manager . 2) Harriman Brown’s Business strategy a) To increase productivity in every aspect of the organization by decreasing productivity. b) To invest more into new brands and product that attracts sales c) To reduce cost by developing and introducing new technological means to predict sales and manage inventory efficiently. d) To improve, attract and retain high quality employees to manage the organization effectively. 3) The structure of HR in the organization is highly decentralized. Mclean as the Manager doesn’t delegate and give roles to be carried out by the HR team. She does the entire interview by herself and wants to get involved in everything where by she runs out time to get things accomplished. 4) From the table: a) We can see that store managers don’t think more on performance management of employees. b) On remuneration its clear store managers share the views on remuneration and benefits to the employees of the organization. c) Store managers want training and development. ...
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...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 planning and analysis c. Employee staffing – recruitment and selection d. Organizational career management – training, performance management and evaluation, and rewards/compensation e. Employee retention and turnover – psychological contract 2. Understand that human resources are an asset (investment) to be developed rather than a labor cost to be expensed...
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