...study. Managers have a responsibility to cultivate a work atmosphere where the employee meets the requirements of the organization, and the organization meets the necessities of the employee. How to choose the right incentives so the profit sharing plan will motivate the employees is a difficult decision for any organization. In this case study, profit at the bottom of the ladder, building assets, linking asset building programs to improved performance are thoroughly examined. The authors examined the matter in their current study of organizations in nine different countries and the magnitude to which asset building had an influence on performance was inspected, examined, and assessed from the viewpoints of both line workers and senior management. While several companies have recognized asset-building advantages for their high-skilled and high income...
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... | | | |Frederick W. Taylor’s influence on modern understanding of contemporary management functions and the employer-employee relationship. | |Introduction | | | |Although being one of history’s most criticized management theorists, Frederick W. Taylor has justly earned himself the title as the | |‘father’ of scientific management | |Main techniques including time and motion study, monetary reward, standardization, goal setting and the managers responsibility for | |training are now incorporated into modern businesses and companies, building upon currently accepted understanding of contemporary | |management functions, influencing the preconceived belief that “labour-management conflict was virtually inevitable”, and improving | |employer-employee relationships. | |Although these techniques are still reflect...
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...Compare and Contrast Four Leadership Models Angela Nelson-Barnes University of Phoenix Compare and Contrast Four Leadership Models The four leadership models in this essay are transformational, transactional, servant, and charismatic. Each of the four models discusses leadership however; each model very based on ideas and visions. The four models are important because each holds information based on leaders styles and goals a leader may have based on workplace ethics. Focusing on a contemporary leadership is a challenge when using the models for discussing an issue needing to be addressed as a leader. Servant leadership is servant and leader. Wren states “the great leader is seen as servant first” (Wren, 1995, p. 19). The servant model focuses mostly on determining a skillset a follower has and how to accomplish goals for an organization. Servant leaders show a great deal of self-confidence and anticipation aspiration and are goal-oriented. Communication along with listing skills are another ability a servant leader uses and can be found in the model. Giving credit to others who has earned it is another predetermined ability as a servant leader. An example of how servant leadership and the style of servant leadership; Starbucks and how Howard Behar the organizations president believed that providing a service and expensive coffee is worth the challenges and loss at the time. The organization was serving coffee that was too expensive for the public however; Behar was...
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...academic work/ current activity) | Band OneSupports colleagues with administration and processes. Effectively manages information and data and is customer orientated. | | Band TwoAdvises on and/or manages HR related issues relating to an individual or a team. Has a clear understanding of the evaluation process and the solutions available. | | Band ThreeLeads a professional area acting as a consultant or partner, addresses key HR challenges at an organisational level for the medium and long-term. | | Band FourLeads and manages a professional area(s) and/or the organisation. Responsible for developing and delivering organisational and HR strategy. | | Professional Areas | The three areas of most interest and value to me are (for definition see over page): | I have this interest because… | I will develop my knowledge in this area in the following ways: | 1 | | | 2 | | | 3 | | | Professional Area | | MSc HRM Modules | 1 | Contemporary Issues in Human Resource ManagementThe aim of this module is to introduce the student to the theory and practice of human resource management and to critically examine contemporary local, national and international issues that impact on the changing role and function of human resource management. | 2 | Managing Change and Organisational LearningThe module aims to develop knowledge and skills with regard to organisational change and the design, delivery and evaluation of learning and development. | 3 | Recruiting...
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...Part I This article starts out by describing the issues the Rainbarrel company faced a year ago before they employed Hiram Phillips. Rainbarrel was fat and happy according to Hiram. Although they had the potential for greatness, the lack of discipline held them back. As Hiram suspected he had done great improvements with Rainbarrel’s numbers. He was able to reduce labor cost and lower cost as a result of higher productivity. Hiram was even able to increase the number of calls the customer service representatives were taking each day by 50% and reduce their call time from 6 minutes a call to 4 minutes a call without incurring any capital costs. Another improvement Hiram was able to make was an increase in on-time shipments which was something the company was not watching before Hiram. The percentage of on-time shipments has gone up over the past six months and currently is 92%. By creating a new policy that commissions would be at actual purchase price instead of full price when discounts were used, Hiram was able to reduce cost reduction by 50%. The larger point Hiram wanted to point out in his presentation was that straightforward rules and rewards will drive superior performance. When Hiram listened to the presenter before him he learned that negative effects his changes has caused for the company. He has been learning how the workers have learned ways around the rules that only make the numbers look good but cause other problems. One problem noted was how quickly the phone...
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...S1 Be able to utilise an appropriate range of HRM techniques S2 Be able to apply strategic HRM to a range of national and international contexts CONTENT SYNOPSIS: The module is designed for students wishing to specialize in HRM who require an awareness of a wide range of modern strategic human resource management concepts, approaches and techniques. The central theme of the module is the consideration of how HRM may be used strategically to deliver organisational aims and organisational success. In particular the module will focus on the mechanisms for achieving the necessary integration of HRM and corporate strategy, in a range of contexts through the linkage of employee resourcing, employment relations, employee development, employee reward and employment law considerations. AMPLIFIED CONTENT: The nature of HR strategy Theories and models of HR strategy The relationship between HR strategy and organisational strategy Strategic HR in a global market The relationship between strategic HR and culture HR strategy and human resource planning Strategic recruitment and selection Performance management strategies Strategic HRD Strategic reward management...
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... 3.Contemporary theories of motivation 5 4.The Comparison of theories 7 5.Motivation the UAE context 8 6.Conclusion…. 9 7.References 10 1. Introduction Motivation is one of the most important desirables for an organization. A motivated workforce is expected to perform better, take the initiatives to solve customer problems and try to do better for the organization. In the war between the firms for gaining competitive advantage a motivated workforce can also be an ideal sustainable competitive advantage which so many firms struggle to attain. Motivation has been one of the basis of subject matters of research for years. There have been numerous theories and frame works which have emerged with time. Some theories complement each other while others are in complete disagreements. This section will first identify the theories and practices and then draw up conclusion on the similarities or disagreements between the theories. 2. Basic Motivational Theories Considerable research has been conducted to devise some motivational theories which usually are the blue print for any motivational tool for a company. The motivational theories can be divided into two basic categories. The process theories and the content theories. This section would discuss the two different types of motivational theories in more details. Process theories of Motivation Process theories of motivation concentrate more on the ways people might think using the motivational issues and...
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...and is the founding father of scientific management which is a scientific approach to management that requires all tasks in organizations are analyzed, routinized, divided and standardized in depth instead of using rules of thumb (Buelens et al, 2011). The scientific management was developed because that production at his time was controlled by the workers in terms of the pace and nature of production, which was viewed by him as the cause for inefficient production. He then divided tasks into subtasks and eliminated the unnecessary subtasks to get an optimal time. Each task had to be performed in the best way and workers have no right to choose how to do their tasks (Buelens et al, 2011). Thus, through removing employees’ discretion over the work, managers were able to control over the method and pace of working, and to take the responsibility for planning each activity to ensure that every step was in line with business objectives. Moreover, based on the assumption that workers can not be trusted to perform their jobs diligently, work activities were tightly controlled through supervision and monitoring. However, Taylor believed that people were rational beings who could be motivated through financial incentives. Piece rate reward system was used to reward people when they reached a certain target (Buelens et al, 2011). Critiques of Taylorism mostly come from humanistic side. Although social scientists agree that modern management methods have led to greater material wealth...
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...Introduction: Human resource management works with human to formulate and implement the business strategy. HRM and strategy were not related too much before but nowadays the coordination between them is reasonably common in the competitive world. Every manager needs to know how human resources are associated with strategic management to increase the effectiveness of the organization. This assignment has been prepared to give a clear view about the importance of HRM, formulation and implementation of HR strategies. Therefore, the contemporary issues related to strategic human resource management have been analyzed appropriately to show their impact on strategic HRM. All the topics have been assessed by relating with modern business world to show practical overview of human resource management and strategic human resource management. 1. Understanding the role and importance of HRM: 1.1. Definition of strategic human resource management In general, human resource management refers to a process by which the organization functions are accomplished and objectives are achieved through managing and utilizing experienced and skilled workforce. Human resource management starts with recruiting and selecting employees and then makes sure the utilization of the workforce. Strategic human resource management is defined as macro-organizational approach that designs strategic policies and frameworks to decide how the long-term goals and objectives will be achieved through using trained...
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...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...
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...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 in place before making related recommendations and collusion. 1.0 Overview of the Organization The organization considered in this case study is a retail business company called Home depot. Home Depot is an American company retailing in construction and home improvement products. The company was founded in 1978 by Ron Brill, Bernie Marcus, Pat Farrah, and Arthur Blank. The initial focus during its inception was to come up with a home improvement warehouse. The company commenced with two stores in Metro Atlanta. Going by the success and good market reception from the public, the company invested further within the same line by establishing two more stores in 1979. At the time of its establishment, the company...
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...Unit 6.1 Human resource Management Table of Content Content............................................................................................................................Page Introduction....................................................................................................................3 LO 1................................................................................................................................3 Strategic Human Resource Management........................................................................3 Strategic Human Resource Management Model............................................................4 Importance of SHRM.....................................................................................................4 Framework of SHRM.....................................................................................................5 LO2.................................................................................................................................8 HRM process..................................................................................................................8 Roles in SHRM..............................................................................................................9 Development and implementation of HRM strategies..................................................10 LO 3............................................................................................
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...which showed 16.4 million tourists arrived in 2005, later the number increased to 23.6 million within 5 years. Thus, an increase in the number of tourist means that there will be more job opportunities for the locals. However according to the report from the Ministry of Human Resource in 2009 it mentioned that the Tourism employee turnover in Malaysia is relatively high at 16% and 8% was contributed by hotel employee turnover. Manpower is crucial to any industry but to the service industry manpower shortage would be the biggest challenge faced by the hotel industry when compounded by the issues of staff retention and job satisfaction. In an increasingly competitive landscape, the hospitality industry must endure upon restructuring especially in aspects of career progression opportunities and matching the industry growth with the talent and service levels as well as monetary and non-monetary reward structures. It has become a necessity to look at the context of labour turnover within the hotel industry and decide on benchmark practices to battle the operational and administrative challenges that the high levels of turnover posed. This paper is proposed to analyse and evaluate the impact of labour turnover in two key establishments in the hotel industry. The information that this research could provide shall enable the two establishments in promoting strategies that will minimise the high rate of turnover and optimize the levels of...
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... Florida, USA Karl J. Mayer Assistant Professor, William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, Nevada, USA Keywords Human resource utilization, Theme parks, Employee communications, Service quality Introduction In services management, the linkage between employee performance and the delivery of high quality services has been well documented in the services marketing and hospitality literature (Zeithaml and Bitner, 2000; Mohr and Bitner, 1995; Bettencourt and Gwinner, 1996). This article reviews the human resource practices that have been adopted at a major theme park in order to maximize the delivery of superior guest services. Using a case study approach, the article describes how employee strategies at the Florida Theme Park (a disguised version of the park's actual name) lead to the attainment of exceptional service quality. The Florida Theme Park (FTP), which is located in central Florida, is a large, multi-purpose facility that features water parks, resort hotels, an entertainment district, and a sports complex. The FTP employs tens of thousands of people in a variety of positions. FTP's human resource department must develop recruiting strategies and reward and recognition programs that maintain high morale and promote teamwork, particularly for its customer-contact employees. The human resources strategy wheel (HRSW) (Zeithaml and Bitner, 2000) provides a framework for how this is accomplished. The HRSW consists of four major...
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... |SEC/390 Version 3 | | |Organizational Behavior and Management | Copyright © 2010, 2009, 2005 by University of Phoenix. All rights reserved. Course Description This course encompasses the study of individual and group behavior in organizational settings, with special emphasis on those that are security-oriented. Management methods for organizational processes and change are presented along with leadership applications. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Fay, J. J. (2006). Contemporary security management (2nd ed.). Boston, MA: Butterworth-Heinemann. Schermerhorn, J. R., Jr., Hunt, J. G.; Osborn, R. N. & Uhl-Bien, Mary. (2010). Organizational Behavior (11th ed.). Hoboken, NJ: Wiley. International...
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