...employee. Second myth is HR's role: Strategic and/or tactical; most of the tasks of HR manager are tactical and less strategic. But nowadays it is important towards the betterment i.e. strategic. Though company culture often sets the stage, HR practitioners must actively seek key areas for improvements for themselves, their roles and for the company and take action to defend their role where possible. Third myth is Employee capabilities/ technology's prevalence; today's youngster employee has access on information technology. So, HR manager should use technology to collect, store, analyze and disseminate the data or information regarding HR. Fourth one is Not all HR tools are created equal; by assessing technology used in HRMS (Human Resource Management System) effectively and efficiently which helps to enhance the capabilities of the HR manager. It is the 21st century; all aspects of business become complex and complex, so for HR manager it is opportunity and...
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...Human Resource Management Is No More Than ‘Old Wine in New Bottles’. In: Business and Management Human Resource Management Is No More Than ‘Old Wine in New Bottles’. Human resource management is no more than ‘old wine in new bottles’. Discuss. ‘’HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles. It could indeed be no more and no less than another name for PM ’’ ( Armstrong, 1987) First we have to understand the meaning of HRM, but attempts to define HRM precisely have resulted in confusion and contradiction rather than clarity [Price, 1997]. However, according to Storey (1989) Human resource management is a completely different philosophy and an approach contrast to Personnel management. In his view, HRM provides a completely new form of managing personnel and can therefore be regarded as departure from the orthodoxy of traditional personnel management. The normative models of personnel management shows that PM is about selecting, developing, rewarding, and directing employees in such a way that not only will they achieve satisfaction and ‘give of their best’ at work, but by so doing enable the employing organization to achieve its goals. When considering the definition of Human resource management and Personnel management, there are many differences on the perspectives of researchers. Legge (1989) reviewed the definition of a variety of writers. She could come to conclude that there are three features which seems to distinguish HRM...
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...+ Models ORGDYN-404; No. of Pages 9 Organizational Dynamics (2011) xxx, xxx—xxx a v a i l a b l e a t w w w. s c i e n c e d i r e c t . c o m journal homepage: www.elsevier.com/locate/orgdyn Emerging HR management trends in India and the way forward Pawan S. Budhwar, Arup Varma INTRODUCTION Over the last decade or so, India has emerged as a major 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...
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...Emerging Issues in Human Resource Management Organizational growth and excellence is driven by strategic and effective human resource management (HRM). The start of the global economy has brought awareness that the only permanent competitive advantage is an organization’s ability to effectively exploit human resources. HRM has become a significant factor in the management for organizational success. While there are many emerging HRM issues, there is one particular area that I found to be most concerning. Thomas Singleton, the Human Resources Director at Lifespan Corporate Services assisted me by proclaiming that, “…as globalization and the information age continue to advance, organizations need to adapt to the changes in technology and the changing issues in management of people.” Furthermore, he stated that managing globalization is a critical issue for human resource managers. Due to globalization and expected changes in technological and the social environment it has become critical for human resource managers to effectively and efficiently handle the competitive environment that affects the performance of organization at domestic as well as global platforms. “Globalization represents the structural making of the world characterized by the free flow of technology and human resources across national boundaries as well as the spread of Information Technology and mass media presenting an ever-changing and competitive business environment” (Česynienė, 2008). ...
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...Impact of Globalization on Human Resource Management Bhushan Kapoor, Professor and Chair, Information Systems & Decision Sciences, Cal State University, Fullerton, USA ABSTRACT The roles and responsibilities of Human Resources departments are transforming as the modern business faces pressures of globalization. The global supply of talent is short of its long-term demand, and the gap is a challenge for employers everywhere. The shortage between the demand and supply of talent is likely to continue to increase, notably for high skilled workers and for the next generation of business executives. Now organizations need to place greater emphasis on attracting human capital rather than financial capital. Global staffing and management of a workforce diverse in culture and language skills, and dispersed in different nations are the key goals of global human resources. Only those multinational enterprises willing to adapt their human resource practices to the changing global labor market conditions will be able to attract and retain high performing employees. Companies with the ability to foresee their business needs and their workforce needs – especially for high skills – will gain the decisive competitive advantage. Keywords: Human Resource Management, Globalization, Data Analytics, Data Warehouse, Online Analytical Processing, Data Mining, Key Performance Indicators, Dashboards, Scorecards. INTRODUCTION Human Resources departments are transforming as the modern...
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...HR Planning and Recruitment Report Year - 2014 ABC Contents 1. What is Human Resource Management? 3 2. Brief Introduction of Abu Dhabi Aviation 3 2.1. Structure of the Organization 3 2.2. Strategic Plans of the Company 4 2.3. Overview of HR Planning and Management 5 3. Strategic HR Plans and Organizational Structure. 5 4. Challenges that are faced by Human Resources Department 6 4.1. Managing Workforce and Retention 6 4.2. Work Culture and Diversity 6 4.3. Stress 6 4.4. Maintaining Ethics and Values 6 5. Internal Factors affecting Human Resource 6 6. External Factors affecting Human Resource 7 7. Emerging Human Resource Trend in UAE 7 8. Recruitment Trends 7 Bibliography 8 1. What is Human Resource Management? Human Resource Management is a department of an organization that focuses on internal factors of the organization like recruitment, management of employees and provides direction to the workforce. Human Resource Management also takes care of the benefits of the employees such as compensation, safety, wellness, training and motivation towards work. In other words, Human Resource Management is comprehensive and strategic approach to manage workplace people and maintain the environment of the organization effectively. (Susan, 2014) 2. Brief Introduction of Abu Dhabi Aviation Abu Dhabi Aviation is the one the largest commercial helicopter operator in the Middle East situated in Abu Dhabi, United Arab...
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...From the e-Activity, examine three trends in HR. Provide probable causes for these trends. Predict how these trends will affect organizations in a single sector of your choosing. Human Resources departments everywhere are going through a renaissance. With more employees seeking positions that value work/life balance, HR has had to adapt to the changing workforce and create programs that attract top talent. If we examine the three trends in HR, we would find that the concept of flexible time schedule, 360 degree feedback and a focus on talent management. All these trends are taking place because of a more competitive global business landscape and the rise of emerging economies. Flexible time schedules, helps employees achieve work-life balance. They’ll be able to attend their kids’ school plays, go to the doctor when necessary, and take care of important personal matters. This helps boost employee performance. In addition, workplace flexibility helps attract and retain top talent for the organization. http://www.top-employers.com/hy/news-and-insights/Blog/2015/01/3-top-employers-hr-trends-you-cant-afford-to-ignore/ Examine the duties and responsibilities of a HR specialist. Determine the contributions that someone in this position makes to an organization. Support your position. Human resource specialist consists of all the activities undertaken by an enterprise to ensure the effective utilization of employees toward the attainment of individual, group, and organizational...
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...Future Trends In Human Introduction: Human Resource management is one of the key functionality in an organization. It deals with strategic and compendious approach to managing people, the workplace and the environment. This involves issues related to people such as hiring performance management, salary & compensation, organization development, security, wellbeing, employee training and development. Companies all over the world have identified the importance of Human Resource Management in order to steer up their organization by managing the entire working capital, with them facing high attrition rate and poaching strategies of competitors. This has become an increasingly challenging task for companies to sustain their competitive advantage. With economies becoming more globalized, there are also several new challenges faced by human resource managers. Organizations no longer comprise of homogeneous groups but consist of people of different origins, cultures and ethnicities coming together for a common cause. This has completely changed the roles of a HR practitioner. The traditional role of human resource management has become obsolete and has now evolved into a process continuous change and more dynamic. This has resulted in a transformation of their roles both in its form and its functionality. There are a lot of new and emerging areas of human resource that are becoming increasingly relevant. Some of the significant trends likely to be seen in the future are related...
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...the company? * What are the strong product brands? * What is the capability to be flexible and accept changes? * What is the state of employees morale? * Is the advertisement and marketing strategy effective? * Is the modern product technology being used? * Are the best practices being utilized? * Is the company making best use of information technology? * What is the condition of inventory management, including dead stock? * Is the company's culture innovative? * Is the organization capable to be competitive locally and internationally? * Is the project management team suitably trained and skillful? * What are the policies regarding reward and recognition? * How does the organization manage cultural differences? * What are the special resources available? * What is the strength of its customer base? Weaknesses * Is the organization concentrating to achieve its objectives? * What are the areas in which the competitors possess an overwhelming edge? * What are the essential human resources that are essentially required but not available? * Are funds available when required? * Is the clientage limited to a few customers? * Can the organization meet challenges from competitors? * What are the areas in which the costs have not been recovered? * What are the largest expenditures of the company? * What are the general customer complaints? * Is the working environment suitable for the...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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...Business and Management Containing Human Resource Costs During Economic Challenges In: Business and Management Containing Human Resource Costs During Economic Challenges Abstract Being able to remain or become globally competitive while facing challenges within today's economy is a challenge for all types of companies and organizations. When faced with struggling budgets outsourcing and or downsizing are often seen as the only possible solutions for businesses to stay afloat. Trying to maintain competitiveness while downsizing and or outsourcing brings about additional challenges for human resource management organizations. Containing Human Resource Costs During Economic Challenges The current economy brings challenges to every level of a corporation, including human resource management. Maintaining an effective budget is not always easy and becomes even more difficult with the strains of an economic crisis. While the elimination of unnecessary materials and or processes may help in curtailing costs and spending, it is not always an easy task; and an even more difficult task involves the elimination of actual jobs. As companies are faced with having to cut costs, eliminating jobs is sometimes an unfortunate solution. Human resources management is defined as the process of managing human talent to achieve an organization's objectives (Bohlander & Snell, 2010). Being able to effectively execute the process of human resources management relies on several...
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...Gartner's 2012 Hype Cycle for Emerging Technologies Identifies "Tipping Point" Technologies That Will Unlock Long-Awaited Technology Scenarios 2012 Hype Cycle Special Report Evaluates the Maturity of More Than 1,900 Technologies Big data, 3D printing, activity streams, Internet TV, Near Field Communication (NFC) payment, cloud computing and media tablets are some of the fastest-moving technologies identified in Gartner Inc.'s 2012 Hype Cycle for Emerging Technologies. Gartner analysts said that these technologies have moved noticeably along the Hype Cycle since 2011, while consumerization is now expected to reach the Plateau of Productivity in two to five years, down from five to 10 years in 2011. Bring your own device (BYOD), 3D printing and social analytics are some of the technologies identified at the Peak of Inflated Expectations in this year's Emerging Technologies Hype Cycle (see Figure 1). Gartner's 2012 Hype Cycle Special Report provides strategists and planners with an assessment of the maturity, business benefit and future direction of more than 1,900 technologies, grouped into 92 areas. New Hype Cycles this year include big data, the Internet of Things, in-memory computing and strategic business capabilities. The Hype Cycle graphic has been used by Gartner since 1995 to highlight the common pattern of overenthusiasm, disillusionment and eventual realism that accompanies each new technology and innovation. The Hype Cycle Special Report is updated annually to track technologies...
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...[pic] Lecturer: Melanie Ahmad Email: melanie.ahmad@auscampus.net Semester 2, 2011 1.0 Subject information at a glance |Academic and support staff: | |Enrolment requirements: |Assumed entry skills and knowledge: | |Credit points: 15 |It is assumed that students undertaking this subject already possess a | |Prerequisite: Human Resource Management (MGT2HRM) |sound understanding of basic human resource management. | |Delivery mode and location: | | | |Assessments: | |Two assignments 2500 words (total word count) 30% | |Final examination 2 hours 70% | | ...
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...Management in Education http://mie.sagepub.com/ Reconfiguring the higher education value chain Virendra Pathak and Kavita Pathak Management in Education 2010 24: 166 DOI: 10.1177/0892020610376791 The online version of this article can be found at: http://mie.sagepub.com/content/24/4/166 Published by: http://www.sagepublications.com On behalf of: British Educational Leadership, Management & Administration Society Additional services and information for Management in Education can be found at: Email Alerts: http://mie.sagepub.com/cgi/alerts Subscriptions: http://mie.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://mie.sagepub.com/content/24/4/166.refs.html >> Version of Record - Oct 6, 2010 What is This? Downloaded from mie.sagepub.com at Excelsior College on March 19, 2014 MiE Reconfiguring the higher education value chain Management in Education 24(4) 166–171 ª 2010 British Educational Leadership, Management & Administration Society (BELMAS) Reprints and permission: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/0892020610376791 mie.sagepub.com Virendra Pathak Kavita Pathak Abstract Forces of demand and supply are changing the dynamics of the higher education market. Transformation of institutions of higher learning into competitive enterprise is underway. Higher education institutions are seemingly under intense ...
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...York: Public Personnel Management publications, Vol. 33/4/ 361. Introduction The demographic dynamics, economic and social consequences of aging workforce in the developed nations particularly Europe and United States presents significant challenges for the coming decades. In the recent times this topic has developed a sense of urgency and is receiving much attention from researchers, policy-makers and the popular media. Without a pro-active approach and appropriate action, the sustainability of social and economic security would be at stake and a labour and skill shortage will become a global issue. European policies have increasingly started to focus on raising the labour-market participation of ageing people, restricting or abandoning possibilities for early labour-market exit, and increasing the age at which people are eligible for pensions. In the article ‘Today is the Tomorrow -You Worried About Yesterday: Meeting the Challenges of a Changing Workforce’ Nancy B. Kiyonaga draws the attention to the crucial issue of aging workforce. She has also tried to suggest a solution ‘workforce and succession planning’ as the tool to this critical challenge especially in the public sector organisations which are more vulnerable to the affects of the aging workforce. Nancy B. Kiyonaga herself being the director of Workforce and Occupational Planning and adjunct professor of public administration her focus on the role of human resource management is praiseworthy. The...
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