...of professionals who will conduct valuations by examining data through benchmarking, performance, and detecting any administrative gaps that inhibit optimum performance. Grounded on data and administrative primaries our interim manager will develop actions plans, and begin the application of performance approaches. Spectral Staffing interim manager can also support in staffing and employing as well as ease the change process by providing training and mentoring for new employees. Identification of an operational gap By conducting a gap analysis, we can compare expectations with current levels to identify if an operational gap exists within an organization. Use of the gap analysis tool to assess operational excellence in areas that include: * Human resources * Information technology * Business direction and processes Through the “identification and extrapolation of key learning issues from the literature and empirical findings, organizations can better improve their business processes and thereby their effectiveness, whilst preventing others from making costly mistakes that may not necessarily be purely financial” (Irani, Sharif, & Love, 2007, p. 2435), but may serve the surrounding community as a benefit. The need for a marketable due diligence can typically can provide a progressive assessment of the targeted prospects, converging on the company and market...
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...1. Look over the scope statement (PE Figure 5-1). If you were an employee at Petrie’s Electronics, would you want to work on this project? Why or why not? ANS:Yes, because the project seems great . It will benefit the company and be fun and easy. There is a great team to support it as well. 2. If you were part of the management team at Petrie’s Electronics, would you approve the project outlined in the scope statement in PE Figure 5-1? What changes, if any, need to be made to the document? ANS:Yes. It has great information about the project and everyone backing it up. It shows what the purpose of the project is and it would benefit the company. There would be a good return on investment if the project works out. 3.ANS: Tangible costs :We think there would be hardware costs, labor costs, and operational costs. There will be employee training and building renovation costs too. Intangible costs: loss of customer goodwill, employee morale, and operational inefficiency. intangible benefits: There might be promotion of organizational learning and understanding, because they were in the project to learn. There might be improved processing efficiency, because they know the procedures more better. 4.ANS: We think it might be a high-risk project since the project size and structure are pretty large, and the user group don't seem very familiar with the development process. Since larger projects and little familiarity cause higher risks, We justify our answer. If we were a part...
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...Date : 10th July 2015 Subject : Benefits of Fitness Center This report includes a detailed analysis of the situation at hand and the different options available. The major criteria used to evaluate the case are Employee benefits and Cost to Company. After much analysis my recommendation would be to utilize the space used for fitness center in the optimized way wherein half of the space can be used for Corporate Information Systems and the other half can be used for fitness center. Executive Summary Rocky Mountain Mutual is a growing insurance company which had built a new headquarters complex in remote area in Utah. The complex was included with the fitness center featuring an indoor walking/running track, a swimming pool and an exercise room. As per the reports of the last two years, the medical costs and the absenteeism rates of 35 percent of employees who used the fitness center has reduced. Zachary Evans, the Vice President of Operations, who is profit centric, wanted the fitness center to shut down as it is expensive to maintain and run. Joe Mirola, the Chains Manager, on the other hand wanted that the fitness center should remain operational. Table of Contents Serial No. | Contents | Page No. | 1 | Situation Analysis | 1 | 2 | Problem Statement | 2 | 3 | Options | 2 | 4 | Criteria | 2 | 5 | Evaluations of options | 3 | 6 | Recommendations | 5 | 7 | Action Plan | 5 | 8 | Contingency Plan | 5 | Situational...
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...People Resourcing Standards | Practitioner-level Standards People Resourcing Purpose The pace of change affecting organisations shows no sign of slowing down and it has a strong impact on managerial expectations about: • employee behaviour and attitudes • corporate pressures on managerial performance • the employability potential and aspirations of labour market entrants • the criteria for success applied to those engaged in employee resourcing activities. Therefore, this elective is designed to recognise the following key points: • For any organisation to achieve its people resourcing outcomes, the people resourcing professional must be aware of the organisation’s strategic direction and be able to demonstrate that the resourcing policies, systems and procedures contribute to achieving the corporate strategic goals. • There is no guarantee that today’s organisations will exist in the indefinite future, either at all or in their present form. So this elective seeks to address the competencies that resourcing professionals are likely to need ‘everywhere and tomorrow’, rather than just ‘here and now’. • Administering employment systems in line with the law and recognised standards of fairness and good practice is important, but it doesn’t make the difference between success and failure in the market place. People resourcing professionals add real value through their contribution to the recruitment, selection, deployment, development and retention of people who themselves add...
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...they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss the project plan overview of human resources information systems (HRISs) and their strategic and operational use in a health care organization. Certain topics include: Role and functions of a HRIS for human resources management Relationship of a HRIS to other information systems Process of planning, developing, and implementing a HRIS Implications of effective HRIS utilization for health services managers Managing human resources effectively requires information from several sources. Computer technology enables hospitals and other health care organizatoin to combine human resources into a single database that can be used to support multiple personnel and managerial functions. A human resources information system (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department and managers throughout the organization. An HRIS database maintains an inventory of people, job skills, and positions and its system draws on these inventories for transaction...
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...cycles and reporting structures. Currently, 11 staff oversees the payroll delivery for 1,238 employees at 5 different site locations. DDM’s current business plan calls for all support operations to be centralized at the Head Office over the period of one year. The goal of this change is to sustain the expected growth of the company by reducing overhead costs for Payroll and Human Resources in each operational centre. CASE SUMMARY GUIDELINES: What are the issues in this case? Our objective is to determine the set up of a centralized payroll at the Head Office. To do this, the following existing payroll issues will have to be considered: 1. There are many payroll systems currently being used in the different operational centres (outsourced: ADP & Ceridian; in-house: Simply & ACCPAC; manually for management). Analysis of the situation: Using a mix of in-house systems and outsourcing partners in a large company operating in nine sites, can make it difficult for the head office to get visibility into their individual payroll operations, ensure they are all compliant and in some cases, it is a struggle just to get basic data/information. Similarly, quality of service may vary widely from operation to operation, yet it can be hard to extract enough relevant data to make meaningful comparisons between the different operational centres...
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...they support the goals and objectives of the organization, information systems play an important role in planning and management of human resources. These systems will serve as an important personnel administration operational programs, including employee record keeping, budget control, compensation, benefits management, and government reporting. This paper will discuss the project plan overview of human resources information systems (HRISs) and their strategic and operational use in a health care organization. Certain topics include: Role and functions of a HRIS for human resources management Relationship of a HRIS to other information systems Process of planning, developing, and implementing a HRIS Implications of effective HRIS utilization for health services managers Managing human resources effectively requires information from several sources. Computer technology enables hospitals and other health care organizatoin to combine human resources into a single database that can be used to support multiple personnel and managerial functions. A human resources information system (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department and managers throughout the organization. An HRIS database maintains an inventory of people, job skills, and positions and its system draws on these inventories for transaction...
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...of any employment exchange, and it serves as a defining characteristic of any employment relationship. The study focuses on critical points of compensation and incentives management. The fundamentals of a good incentive program include the elements of vision, potential, communication and motivation and can be realized if incentive promises are fulfilled – by both employer and employee. The aim of the paper is to identify the most important attributes of compensation and incentives management. Research method is the analysis and synthesis of scientific literature, logical, comparative and graphic representation. On the base of analysis, authors of this paper present the model of incentive system for positive employee attitudes and behaviors. Keywords: compensation, employees, incentives, management. Introduction Compensation refers to all forms of financial returns and tangible services and benefits employees receive as part of an employment relationship. Pay may be received directly in the form of cash (e.g., wages, merit increases, incentives, cost of living adjustments) or indirectly through benefits and services (e. g., pensions, health insurance, paid time off). Programs that distribute compensation to employees can be designed in an unlimited number of ways, and a single employer typically uses more than one program (Milkovich, 2008). Frequently, incentive programs do not go the distance because they were weak from the start. The development of an effective...
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...required for the job include; excellent oral and writing skills, ability to multitask, advanced knowledge for data input along with record keeping, capacity to handle staff effectively and solve problems when they arise, and knowledge of more than one language. In review, the specific work elements for this job include assigning tasks to staff, keeping up-to-date with the airline’s technical operations, ensuring aircraft logs a along with maintenance records are as correct as possible, ascertaining the MRO-market status, evaluating MRO-related projects, improving procedures and practices needed to attain department objectives, identifying the most appropriate plan for cost reduction in both engineering and maintenance, and providing technical guidance in major operating activities within the Airline. Compensation Plan Outline This section outlines a compensation...
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...power and politics within the S & F culture and recommend the most effective leadership style to Irene Seagrave, chief executive officer of the S & F. In terms of labor and coordination, the formal structure of S & F was coordinated through informal communication under a formal hierarchy that included sharing information on the mutual task between the three managers and the chief executive operation. According to McShane and Von Glinow (2004), the Hierarchy assigns legitimate power to individuals for directing the work flow. In terms of elements of organizational structure, S & F was a flat structure with a wide span of control. Even though the structure was centralized, S & F had been operated as a decentralized company, in which the operational manager and the logistics manager coordinated with each other and did not report directly to the chief executive of operations. In terms of departmentalization, S & F created a division structure under product and service structure,...
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...retailer with $419 billion in annual revenues and more than 2.2 million employees throughout the world. Wal-Mart is successful in its consumer commitment to offer “Every Day Low Prices” (EDLP) thanks to its aggressive cost management concepts. Wal-Mart also serves as a leader on social issues. Their focus on global responsibility has made worldwide changes in how products are procured, packaged and shipped. Wal-Mart’s U.S. business unit is the largest of the three reportable business segments and operates in a very unique environment, supporting the largest economy in the world, the United States of America. U.S. segment revenues and gross profit margin have been stagnant over the last year and the company has implemented a four-point plan to improve comparable store sales. The U.S. reporting unit has been working through several class action lawsuits that could have a tremendous impact against future financial standings if Wal-Mart does not prevail. In particular, a class action suit has been filed for time and wage infringements, alleging that employees are not being compensated for time worked and that they are being denied adequate work breaks during shifts. Wal-Mart’s U.S. position has always been to refuse collective bargaining agreements. As foreign operations grow, unionization is...
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...internationally. Their manufacturing facility consists of one building which includes manufacturing, shipping, receiving, raw materials, finished product storage, the foundry and administrative offices. Their manufacturing facility is antiquated, worn, and technology deprived and no longer meets the US safety and environmental standards. Question 1 Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change). Long-Term Operational Changes (01) The first long-term change that Albatross Anchor should make to gain a clear and sustainable competitive advantage is technology. Since Albatross Anchor was founded in 1976, they haven’t updated the ways that they manufacture anchors. Each type of anchor they produce uses different types of manufacturing styles and they need to be changed each time to accommodate a different anchor. The machinery is obsolete, outdated, and is no longer meeting the environmental standards in the US. Some of their competitors may have access to newer technology which can be more efficient and less expensive. (02) The second long-term change that Albatross Anchor’s should make would be their building. The facility consists of one building...
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...Performance Management Plan Donna Zellers HRM/531 December 8, 2013 Tiffany Mytty-Klein Performance Management Plan The organizational performance philosophy for Austin Limousine Service is uphold the highest integrity and commitment to their customers, which will ensure a reputation for outstanding service. This is accomplished through the employees, vehicles, and performance management plan. To accomplish an effective performance management plan, a job analysis needs to correlate with the performance plan. This will ensure ALS to understand the skills needed to perform a particular job. Atwood and Allen Consulting will need to define performance and how it will be accomplished. It will then be the responsibility of Austin Limousine Service to facilitate and encourage performance recommendations to ensure a successful outcome of the performance management plan. ALS anticipates a -$50,000 in revenue and a 10% turnover rate projected for 2014. The key purpose of the performance management plan is to give ALS the assurance that the revenue does not drop below its projected value, and turnover does not surpass its projected turnover rate. In the current business market, any business can strategically utilize; compensation, benefits and incentive plans as effective performance management tools to attract top performers, increase operational effectiveness and efficiency, and enhance performance. It is important for ALS to attract, motivate, and retain the best people who will...
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...manufacturing factory that sells only at the wholesale level. The owners will need to rethink the overall process and layout design of the facility. Once these areas are identified and implemented it will help will sustain a competitive advantage for Albatross Anchor. Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) The plant overall is outdated and technology deprived. The administrative offices are shabby, disorganized, and run inefficiently. The plant is antiquated, worn dirty, and no longer meets all US safety and environmental standards. To stay within...
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...Requirements 4 Statement of Work 4 Project Deliverables 5 Acceptance Criteria 6 Work Breakdown Structure 7 Project Boundaries 9 Project Assumptions 10 Initial Defined Risks and Constraints 10 Project Approval 11 Project Scope Description GenRays has been enjoying a great deal of financial benefits and increased productivity as a result of the very successful implementation of the new Financial System. The executive leadership team of GenRays is pretty confident that a similar deployment of a comparable system in Human Resources will not only return similar financial savings but will radically improve efficiency and productivity in the company’s currently manual processes within Human Resources. Presently, from an operational aspect, all processes are very manual intensive with almost no centralization. Every satellite office of the organization has their own dedicated Human Resources team which caters to the general administrative and HR related needs of the employees in that respective office. With the deployment of the HRIS solution, GenRays would be moving forward in leaps and bounds towards a centralized and consolidated employee database which would be the core of simplified operations with Human resources such as performance management, payroll, career development, recruitment and a host of other administrative Human Resources functions. From the Performance Management perspective, all performance reviews will be managed and archived through...
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