...increased to a level where 80% of the Fortune 500 companies in the USA and by over 75% of the Times Top 100 companies in the UK are using some kind of psychometric testing (PSYCHOMETRIC-SUCCESS, 2009). However the benefits and drawbacks of using psychometric testing vary from business to business and sometimes even according to the demographics of the location where the test are conducted. Types of psychometric testing A good psychometric test features reliability, validity, discriminating and NORMs. (Kline, 1992). The significance of Psychometric Testing is able to indicate a reason why Psychometric Testing is widely used, as Kline (1992) suggests that, the efficiency of personnel selection and appraisal will go up as the efficiency of Psychometric test goes up, the necessity of appraisal may disappear as the testing is improved. It could be argued that psychometric testing can be broadly defined into two main category’s including intelligence (aptitude) test and personality test. General intelligence tests include information processing and organisation of knowledge. The intelligence test is a way to assist employers to identify individual capacity, such as verbal, numerical and spatial etc. However Ceci and Williams...
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...around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence that I perceived to exist between the management practices recommended in scholarly literature, and often by professional HR managers, and the actions and priorities of senior managers in Australian organisations. I worked as a senior executive in a construction...
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...around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence that I perceived to exist between the management practices recommended in scholarly literature, and often by professional HR managers, and the actions and priorities of senior managers in Australian organisations. I worked as a senior executive in a construction...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions that are regarded as strategic may occur at all levels of the organisation. There are usually two levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively...
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...FOUCAULT. POWER/KNOWLEDGE. AND ITS RELEVANCE FOR HUMAN RESOURCE MANAGEMENT BARBARA TOWNLEY The University of Alberta Drawing on the work of Michel Foucault. I argue that human resource management (HRM) may be best understood as a discourse and set of practices that attempt to reduce the indeterminacy involved in the employment contract. Here I reread HRM practices from a Foucauldian power-knowledge perspective and suggest that this provides an avenue to reorient contemporary, historical, and comparative analyses of the area. A glimpse at human resource management (HRM) texts would seem to give light to a comment by Beer, Spector, Lawrence, Mills, and Walton (1984) that HRM is a series of seemingly disjointed activities. This notion echoes an earlier view of Baldamus (1961: 347) that what is encompassed by HRM's subject matter is "anything from supervision, incentives and profit sharing to machine-paced production, methods of training and employee selection." Often this heterogeneity is excused in terms of HRM's reflecting the ad hoc and reactive nature of its origins (Jacoby, 1985; Niven, 1967; Ozanne, 1967). What the heterogeneity of HRM highlights, however, is the importance of an organizing principle, or analytical focus, as opposed to common sense description, which gives HRM practices a theoretical coherence. HRM's heterogeneity stresses the importance of an order "that turns a set of bits, which have limited significance on their own, into an intelligible whole" (Turner...
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...HRM LITERATURE REVIEW Most of the literature and research summarized below is fairly recent although some earlier seminal pieces of research and commentary are included. The selection is by no means exhaustive – a tremendous amount of research is carried out in HRM. ------------------------------------------------- Topics ------------------------------------------------- ------------------------------------------------- HRM general Strategic HRM ------------------------------------------------- The HR function Line managers and HR ------------------------------------------------- Human capital management Impact of HR on performance ------------------------------------------------- International HRM Corporate social responsibility ------------------------------------------------- Knowledge management Lean working ------------------------------------------------- High-performance work systems Psychological contract ------------------------------------------------- Organizational behaviour Motivation and job satisfaction ------------------------------------------------- Engagement Commitment ------------------------------------------------- Selection methods Retention ------------------------------------------------- Talent management Flexible working ------------------------------------------------- Balancing work and family life Learning and development ------------------------------------------------- Performance management...
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...player on the global economic front. To a great extent, India’s enhanced global economic importance is due to the economic reforms that were initiated in 1991. The reforms have been instrumental in creating tremendous opportunities for businesses, in particular for foreign operators. Bodies like the World Bank predict that if India can sustain its economic growth over the next decade, then it is likely to become one of the leading economies of the world. Needless to say, there are many issues that still need urgent attention — among these, development of infrastructure, control over corruption and bureaucratic red tape, opening-up of key sectors for foreign investments, political and legal reforms, enhancing employable skills in new graduates, control over increasing poverty, internal and external security, and divestments in the public sector, etc. In addition, issues related to the management of human resources have become crucial for India’s sustained economic growth. The liberalization of economic policies calls for a switch from labor intensive to more capital-intensive methods of production, and thus requires organizations to remove surplus labor and generate new sustainable employment systems. In the new economic environment, there are additional challenges relating to the need to increase productivity, reduce costs, improve quality, reduce voluntary and involuntary absenteeism, and cope with the subsequent de-skilling, re-skilling and multi-skilling problems and career...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between SHRM and organisational performance. To present a number of activities and case studies that will facilitate readers’ understanding of the nature and complexity of the SHRM debate, and enable them to apply their knowledge and understanding. Introduction to strategic human resouce management This chapter charts the development of strategic human resource management. It assumes a certain familiarity with the evolution of HRM, early HRM models and frameworks and their theoretical underpinning as discussed in Chapter 1. The aim of this chapter is to provide a challenging and critical analysis of the strategic human resource management literature, so that you will be able to understand the synthesis both within and between strategic human resource management and strategic management in its various forms. Since the early 1980s when human resource management arrived on the managerial agenda, there has been considerable debate concerning its nature and its value to organisations. From the seminal works emerging from the Chicago school and the matching model of HRM (Fombrun et al., 1984), the emphasis has very much concerned its strategic role in the organisation. Indeed, the now large literature rarely differentiates between human resource management (HRM) and strategic...
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...Aidah Nassazi EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE. Evidence from Uganda Business Economics and Tourism 2013 VAASAN AMMATTIKORKEAKOULU UNIVERSITY OF APPLIED SCIENCES International Business ABSTRACT Author Title Year Language Pages Name of Supervisor Aidah Nassazi Effects of training on Employee performance. Evidence from Uganda 2013 English 57 + 2 Appendices Koskinen Ossi Employees are major assets of any organization. The active role they play towards a company’s success cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Also position them to take on the challenges of the today’s competitive business climate. Although extensive research has been conducted in the area of Human Research Management, the same cannot be said on employee training especially as it concerns developing countries. The purpose of this thesis was to evaluate the effects of training on employee performance, using the telecommunication industry in Uganda as case study. In order to understand the study aim, four goals were developed and these focused particularly on identifying the training programs’ existing in the industry, the objective of the training offered, the methods employed and finally the effects of training and development on employee performance. The study was based on three case studies of the biggest telecommunication companies operating...
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...Chapter 1: Strategic Role of HRM Strategic Role of Human Resources Management Human Resources Management (HRM): management of people in organizations to drive successful organizational performance and achievement of organization's strategic goals - Attract, retain, engage diverse talent - Hire best, develop talent, create productive work environment ** HR Strategy align with Company Strategy Better HR practices = Better Organizational performance Which practices? ○ Profit Sharing Result? Positive Relationship with turnover, productivity, corporate performance ○ Results Oriented Performance Appraisal ○ Employment Security Human Resource Management Responsibilities 1) Traditional: Operational (Administrative) Category - Hire/maintain employees - Offer advice - Plan future workforce requirements - Appraising performance - Disciplining/counselling - Health and safety - Complaints Handling Outsourcing: using outside vendors to handle specified functions on permanent basis Employee counselling, recruitment, payroll, training, benefits administration 2) Strategic Category - Strategic partner ○ Help achieve strategic objectives Strategy: company's plan on how it will balance internal strengths and weaknesses with external opportunities and threats to maintain competitive advantage • HR Challenge: building leadership pipeline (manage talent shortage) Role in Formulating Strategy - HR professionals + line managers do environmental scanning: identify and analyze...
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... Need, Objectives and Evolution of Human Resources Management; HRM Functions; HRD Concept; HRD Strategy; HR Responsibilities; Environmental Factors of HRM: Environmental Factors, Challenges to HRM. Concepts and Process of Human Resource Planning Human Resource Planning: Importance, Process, Barriers; Strategic Planning; Human Resource Information Systems (HRIS); Forecasting Demands: Forecasting Supply; Man Power Forecasting. Emerging Trends in HRM Outsourcing and its HR Dimensions; Human Resource Planning and Downsizing: Voluntary Redundancy and Ways of Downsizing Processing; Importance of Bench Marking; Case Study: Bench Marking VRS Practices and Compensation Management. Job Analysis: Recruitment and Selection Job Analysis: 6 Steps, Job Description vs. Job Specification, Methods of Collecting Job Analysis Information; Role of Recruitment and Selection: Situational Factors in Recruitment, Recruitment Policy, External and Internal Sources of Recruiting and its Merits and Demerits, Selection Process and its Types, Structured Interview Guide. Training and Development Orientation; Training and Development; the Steps in Training Process; Career and Succession Planning: Career Stages, Career Development, Career Management Succession Planning; Case Discussion on Succession Planning. Compensation Introduction: Meaning, Objectives of Compensation; Components of Compensation System; Compensation Management Process; Factors of Determining Pay Rates; Pay Incentives; Employee Benefits and...
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...close confines of a classroom and to make it available to those who aspire and endeavor. The pedagogy used is interactive with cutting-edge techniques and innovation. This has gone long way to strengthen skills and expertise students to meet much-needed requirement of management students; in industry or society. The Institute pioneered and offers more than 40 programs in the field of Management, Computer, Six Sigma and SAP Training certification courses. We emphasis on imparting education to various genres of the society, right from Students to Professionals and Housewives to Businessmen. At IIBM we deal in keeping this flow up and building the management education in a way that is relevant, contextual and motivating the managers from all sectors i.e. corporate and non-corporate. We continue to strive for...
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...Titan Industries Titan Industries is the organization that brought about a paradigm shift in the Indian watch market when it introduced its futuristic quartz technology, complemented by international styling. With India's two most recognized and loved brands Titan and Tanishq to its credit, Titan Industries is the fifth largest integrated watch manufacturer in the world. The success story began in 1984 with a joint venture between the Tata Group and the Tamil Nadu Industrial Development Corporation. Presenting Titan quartz watches that sported an international look, Titan Industries transformed the Indian watch market. After Sonata, a value brand of functionally styled watches at affordable prices, Titan Industries reached out to the youth segment with Fastrack, its third brand, trendy and chic. The company has sold 135million watches world over and manufactures 13 million watches every year. With a license for premium fashion watches of global brands, Titan Industries repeated its pioneering act and brought international brands into Indian market. Tommy Hilfiger and FCUK as well as the Swiss made watch – Xylys owe their presence in Indian market to Titan Industries. Entering the largely fragmented Indian jewellery market with no known brands in 1995, Titan Industries launched Tanishq, India’s most trusted and fastest growing jewellery brand. Gold Plus, the later addition, focuses on the preferences of semi-urban and rural India. Completing the jewellery portfolio is Zoya...
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...adaptation and application of Eurocentric concepts, theories, assumptions, principles, techniques and practices and in anticipation that such contributions will liberate African managers from mismanagement and inefficiencies. Preface This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those introductions face many challenges, such as the need to produce something that is both theoretically sound and practically valuable, or to find a way to integrate discussions on a variety of topics into one comprehensible teaching tool. The author of this book took up those challenges by, on the one hand, closely following the conventions that HRM scholars all over the world adhere to with regards to the demarcation of subfields within the HRM discipline, and on the other hand, including a multitude of Tanzanian and other African cases that put each of these subfields in a vivid context. The result is a book that serves to initiate African students in the world-wide HRM community, while simultaneously enabling them to create their own HRM policies in accordance with circumstances in their countries....
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