...PES INSTITUTE OF TECHNOLOGY PERSONNEL QUALITY MANAGEMENT Term Paper DEEPAK.M.S (1PI11MBA47) 4/23/2012 CONTENTS 1) Introduction -------------------------------------------3 2) Objectives pertaining --------------------------------4,5 3) Sources of data collection ---------------------------6 4) Review of literature ----------------------------------7 5) Findings ------------------------------------------------8 6) Conclusion ---------------------------------------------9,10 7) Recommendations -----------------------------------11 PERSONNEL QUALITY MANAGEMENT Introduction: A precursor to present day human resource management, personnel administration and personnel management were popular terms that emerged in the late 1960’s and 1970’s. Personnel people need to wear many hats while managing the show. They have to translate the corporate philosophy into concrete action plans without ignoring employee interest and concerns. paper qualifications do not mean much in such a scenario. To get ahead, the personnel man needs qualities of head and hear in equal measure Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programs, functions and activities designed to maximize...
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...Chapter 1: Introduction 12 1.1 Background 12 1.2 Policy context 13 1.3 Rationale for the study 14 1.4 Research terms of reference and approach 14 1.5 Report structure 15 Chapter 2: Key Concepts from the Strategic HR Literature 17 2.1 Introduction 17 2.2 What is strategic HR? 17 2.3 From personnel management to strategic HRM 18 2.4 The impact of strategic HRM 21 2.5 The implementation of strategic HRM in the public sector 23 2.6 Key chapter findings 26 Chapter 3: The Developing Concept of Strategic HR in the Irish Civil Service 28 3.1 Introduction 28 3.2 Background to HR reform in the civil service 28 3.3 From policy to practice 31 3.4 Key chapter findings 33 Chapter 4: Strategic HR Practice in the Irish Civil Service 35 4.1 Introduction 35 4.2 Evidence of HR as a strategic partner 36 4.3 Evidence of HR as an administrative expert 45 4.4 Evidence of HR as an employee champion 49 4.5 Evidence of HR as a change agent 54 4.6 Key chapter findings 55 3 Chapter 5: Implementing Strategic HR Outside the Civil Service 57 5.1 Introduction 57 5.2 HR reform in Dublin City Council 57 5.3 HR...
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...Peters once joked that if you want to insult a Human Resources director ask him if HR stands for 'Human Remains.' The fact is HR is a universally misunderstood discipline whether you are a large or small company. But bringing in an HR presence into your growing business could be one of the most sensible decisions you ever make.” Source: (http://www.mybusiness.co.uk/Yc0-nCFoc2BfBw.html) This report has been designed to investigate the traditional view of personnel management and the new approach of human resource management; as well as to evaluate the procedures and practices used for recruiting and selecting suitable employees. SECTION 1 Distinguishing between ‘personnel management’ and ‘human resource management’ and discussing the historical development and changing context in which they operate Introduction ‘When the flexible concept of HRM emerged in the 1980s, in the times of Thatcherism and Reaganomics, it “could not help but look more desirable than personnel management” (Hope-Hailey et al 1997: 5). The attractiveness of the theory of managing personnel led to a proliferation of HRM language. Nonetheless, it remains to be seen if there is more to HRM than only a new and shining rhetoric. A number of authors stress the difficulties of identifying clear differences between personnel management and HRM, and maintain that the most obvious change is a “re-labelling...
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...HR Assessment – Task 2 Outcomes 2 & 3 Escape to the Wild Report To ensure Escape to the Wild’s continued successful and profitable expansion, the Managing Director has expressed his wish for the company to take on a more Strategic approach to the way it recruits trains and promotes its employees. To implement this new strategic approach a human resource function should be introduced. The following describes four activities the human resource function will undertake in order to support the company’s expansion and success: Recruitment & Selection The purpose of recruitment and selection is to reduce the risk of poor selection and attract well qualified candidates to the job. Systematic planning and preparation will increase the likelihood of employing the right person for the job. Recruitment and selection is crucial to the organisations success and selection techniques such as psychological tests, practical tests and numeracy tests can be used to determine the best candidate for the job. Recruitment and selection activities include: employment law, job descriptions, personal specifications, advertising, applications, interviews, tests, references and acceptance/rejection letters. The implementation of a recruitment and selection process within the human resource function for Escape to the Wild would reduce the amount of work for the Finance Director and the finance section. The Finance Director would no longer have to issue all employment contracts...
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...institutional investors and asset management clients. The business model includes three core divisions: banking, securities and asset management. The Banking division provides a range of specialist lending products to UK small and medium enterprises, as well as specialist instalment payment solutions to UK retail borrowers. The division also offers deposit-taking services to businesses and individuals, which form an important part of the funding along with wholesale facilities. The Securities division is being operated principally by Winterflood securities and through Winterflood Securities and Close Brothers Seydler., which are part of the CB Group. The Securities...
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...resource functions, it is important to understand Sonoco’s history, culture and its packaging industry. Sonoco needs to analyze the company internally, including the aspect of mission, culture, human resource (HR), structure and processes prior to the planning and implementing process that related to reorganization. In the case study, the author has discussed the history and culture of Sonoco and the background of packaging industry in order to gain some ideas or information for the reorganization process. By analyzing and viewing the history and culture of Sonoco as a whole, the organization’s problems can be diagnosed and a new strategy of developing new human resource organization structure can be developed and implemented. As what have been said by Cindy Hartley, the senior vice president of HR at Sonoco, they had to decide what things that were remain the same across the company and what things needed to be changed while devising the new HR organization. Reviewing back to the history of Sonoco, it helps us to have a better understanding on what Sonoco has done in the past 100-year, whether it is right or wrong, maybe. So it could assist to learn from the past mistakes, avoid the same mistakes in the future and keep those good practices or cultures while devising a new HR organization structure. For an example, as the manager pointed out, although the culture and structure enabled Sonoco to do well financially during 1980s and early 1990s, but did not in late 1990s. The manager...
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...Give a concise summary of the milieu of the distinctive characteristics of the contemporary human resource milieu? (Oct 2010) * Changing variables at international and global level ANSWERED BELOW * Restructure and rationalise the HR process using the following processes: * by downsizing (clearing redundant staff with the aid of retirement packages); * right-sizing (auditing determines the skill pool so that optimal service can be achieved in critical areas), * by out sourcing (private institutions that specialize in the work concerned are given the public sector work under contracts agreed by both parties) and, * by re-engineering (constant investigation and adaption of HR methods and systems ensure the concept of total quality management). * Equal representation and affirmative action. With the aid of White Papers and the RSA Bill of Rights (1996), equality and representativeness is a goal of the workplace. The aim of equality of opportunity is to provide special opportunities to members of specific groups, who are either absent from or under-represented in certain areas of work, so that they can catch up with applicants and employees in the more privileged groups. An equal opportunity programme acknowledges the value of objective employment standards and aims at advancing personnel to that standard. Affirmative action refers to specific steps, beyond ending discriminatory practices, which are taken to promote equal opportunity...
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...organisations and the role of human resources Unit 3HRC Workbook Cullen Scholefield Maxwelton House 41 Boltro Road Telephone: 0800 0185 052 Fax: 01444 459 221 Haywards Heath West Sussex Website: www.csgconsult.com Cullen Scholefield Limited a company registered in England No: 3298304 RH16 1BJ United Kingdom eMail: develop@csgconsult.com Contents Introduction 4 New qualifications 4 Overview of 3HRC Understanding organisations and the role of HR 6 Section one - Organisation context, purpose, aims and objectives 7 Section two - Different types of organisation 13 Section three - Understand how HR activities support an organisation 20 3HRC © Cullen Scholefield Page 2 of 27 This page is intentionally blank 3HRC © Cullen Scholefield Page 3 of 27 Introduction New Qualifications The Chartered Institute of Personnel and Development (CIPD) has introduced new qualifications in 2010 to reflect the knowledge and skills specified in the CIPD HR Profession Map and revised membership criteria The changes offer greater flexibility to you and providers, introduce a whole new suite of Intermediate level qualifications, and will meet the requirements of the new Qualifications and Credit Framework (QCF). What is the QCF? The QCF is a new way of recognising achievement through the award of credit for units and qualifications. At present, it is hard to understand all the different types of qualification that learners...
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...It is also available on the computers and everyone can access to the Personnel Manual. It contains full details about the rules and policies of Taney County Health department. In addition, it contains the most important rights of the employees, such as holidays, health insurance, and retirement. For Community Outreach, there are training policies related to community outreach, disciplinary actions and other rules for this division. • Discuss the utilization of job descriptions within the department. Are they written? What is included in the description? Include examples of typical job descriptions. Human Resources division is responsible for hiring new staff. There are written job descriptions, and it is available for everyone. It includes all information that required getting a position in Taney County Health Department, such as educational requirements, physical and mental condition, communication requirements, responsibilities, and ability requirements. • Discuss the staffing and recruitment procedures associated with the department to which you are assigned (advertisement, screening, interview,...
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...3HRC 1.1 Wiltshire Council’s purpose is to provide a broad range of services to the population of Wiltshire (435,000 residents). Wiltshire is a unitary authority and is responsible for schools, social services, rubbish collection and disposal, county roads, planning, and leisure services, among other things. Wiltshire Council is also the biggest employer within Wiltshire. Wiltshire Council has set out their goals in a business plan for the next four years 2013 – 2017. The goals include: * To protect those who are most vulnerable * To boost the local economy; and, * To bring communities together to enable and support them to do more for themselves These priorities will help to deliver their vision to create stronger and more resilient communities and make Wiltshire an even better place to live, work and visit. The plan will include investment in highway maintenance, creation of a campus opportunity in each community area, economic growth stimulation and provision of opportunities for every child and young person to improve their attainment and achieve their full potential. 1.2 Wiltshire Council offers services to all members of the local community so thereby have a huge range of ‘customers’. Some of the services the council provides are ‘free’ at source although they are funded through council tax and government grants which provide a full range of services to customers, some of whom are unable to pay directly for them. The services provided...
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...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 how to reward employees in order to motivate and retain them. 3.1 Assess the link between motivational theory and reward. 3.2 Evaluate the process of job evaluation and other factors...
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...Understanding Organisations and the role of Human Resources The author of this assignment will describe his findings on how HR activities in an organisation support a organisations strategy and how they assist the achievement of business objectives in a modern world through internal and external factors. An organisation will encounter all kinds of problems and can be affected by culture, size, law and many others. By looking at these factors a person can understand how Human resources and Learning and development can help to ensure an organisation will survive in its environment. According to Shein.E (1988) Organisational Psychology in: Mullins.L (1985) Management and Organisational Behaviour a pitman publishing imprint “a formal organisation is the planned co-ordination of the activities of a number of people for the achievement of some common, explicit purpose or goal, through division of labour and function, and through a hierarchy of authority and responsibility.” The purpose of (company name ) Is to forward customers tangible goods to (company Name) to build cars, to become globally recognised and to be the most dominant and profitable supplier of third party logistics service to the chosen clients by offering standards of excellence unachievable by competitors. A Swot analysis quoted by Mullins.L (1985) Management and organisational Behaviour Financial Times Pitman Publishing Imprint “can offer a number of potential...
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...(Re)Designing the HR Organization Amy Kates, Downey Kates Associates M 22 any HR functions have gone through the process of transformation over the past decade. This redefinition of the work of HR is intended to allow a more strategic focus on talent management and organizational capability while systematizing HUMAN RESOURCE PLANNING 29.2 and controlling the cost of transactional work. Little formal consideration has been given, however, to how these new complex HR organizations should be configured to best achieve these goals. This article highlights the operational challenges created by the most common organization design used by HR departments—the business partner model—and presents an emerging model— the solutions center—that is intended to address these flaws. Each model is described and discussed and a set of considerations for the HR leader is offered in order to maximize the effectiveness of the chosen organization design. Over the last decade there has been a profound shift in the work of the HR function. The publication in 1997 of David Ulrich’s Human Resource Champions spurred HR leaders across various industries to realign their organizations in order to undertake “strategic business partner” work. At the same time, a focus on cost-cutting and efficiency aimed at staff functions in general—and at HR in particular—has pushed much HR transactional work into shared services or to outsourced vendors. For many HR departments, this process of “transformation...
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...Under the centralized organizational structure, there was a single large group of field HR reps, each handling 10 to 15 plants and an administrative staff of about five people who would operate across all business divisions and be basically "on call" to serve the needs of the businesses. The field HR reps would perform basic-level employee relations functions and ensure legal compliance as well as communicate HR program changes and consult one on one with plant-level line managers on plant-level HR issues. The design of more strategic programs that would support overall business needs would come from the Centers of Excellence group. Business unit leaders would contact Centers of Excellence people directly with needs. The cost for this organizational structure was the lowest of the two, since there would not be much support directly provided to the general managers of each business. Instead, most support would be directed at the plant level, where most employees resided. Under the hybrid organizational model, there would be few people left in at the business unit level. The company would be organized by two sectors: consumer and industrial. Each sector would be led by a VP of HR. He or she would have a director of employee relations and a director of compensation and organizational development reporting to him or her. These two individuals, along with the VP, would provide the link between the general managers of the businesses in the sectors and the Centers of Excellence. Since...
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...Foundation Core Units Multiple Choice Test Section 1 Developing Yourself as an Effective HR/L&D Practitioner Question 1 “Effective HR professionals really have to succeed by understanding the business, the market and the customer as well as the Chief Executive or the Marketing Director. It’s about understanding what the organisation would look like if it was really humming, really succeeding. Translating that back into culture, working practices, learning, motivation, reward, selection – those are the strategic choices…to make” - Geoff Armstrong, CIPD. Aside from this, what other skills and qualities do you think are necessary for HR professionals today? Being able to distance yourself from staff, as HR are a separate entity from the rest of the business Being able to create a HR strategy and sticking to this regardless of changes in the work environment Having an understanding of the purpose and role that HR plays within a successful organisation Responding to events as and when they occur, rather than trying to create any contingency plans/procedures Question 2 How do the skills listed in Question1 help you as an HR professional carry out your role more effectively? By keeping your distance from staff it is easier when you need to advise staff on matters such as grievance or disciplinaries By sticking to a strategy that you have decided upon regardless of what happens, it shows that you do not buckle under pressure Having an understanding of HR’s roles...
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