... Provide an outline of the key perspectives of the employment relationship that inform our understanding of HRM. Workshop Tutor: Andrew Burnett Table of content Introduction 3 How can HRM be understood? 4 What is employment relationship? 4 Elements of employment relationship 4 What is individual contract of employment and how it works? 5 Duties of employer and employees 6 What is psychological contract? 6 Socio-political dimension of the employment relationship 8 Conclusions 9 References 10 Introduction What will be covered in this essay? This essay will reflect on what is employment relationship in HRM. What is the purpose in applying of HRM practices, why it is so important to manage people, their performance and expectations. How we can “ensure that individual have the ability, motivation and opportunity to perform effectively” (Wilton, 2013). This course-work will look closer what is an employment relationship, how it affects individuals in the workplace and company in total. It will also cover the elements of employment relationship, terms and conditions that affect both employer and employee, what are duties both parties need to comply. It will be explained what is contract of employment and psychological contract and why it affect individual attitude. After that, the three key perspectives are outlined on employment that are unitarism, pluralism and radical(Marxist). Each approach to employment relationships is different in the ideology...
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...Resource Defined 3 Strategic HRM Elements 3 Strategic Planning 4 Strategy 4 Strategic HRM and Goals & Objectives 4 SHRM – A tool to achieve organization’s goals and objectives 6 Case Study 7 Company Information 7 Company background 7 Core strategic aims and values 7 Pest Analysis 8 Political Factors 8 Economic Factors 9 Social Factors 9 Technological Factors 9 Employee and human relations 10 Human Relations 10 Key Success Variables 10 Employee Relations 10 Key Success Variables 11 Global market value and competitive advantage 11 Internal & external customer satisfaction 11 Key Success Variables 12 Conclusion 12 List of Figures Figure 1: Strategic Human Resource Management Model 6 Figure 2: Traditional HR versus Strategic HR 7 Figure 3: Pest Model 9 Introduction In the current global business environment, the role of HR cannot be neglected. HR consideration is equally important as the knowledge economy expects from their workforce to share their contribution in building the structure of the ideas for the benefits of organization as a whole and at the same time support in compliance of its strategy. HR competent people working in an organization set the benchmark in value additions for the business activities that are undertaken in return to have the desired achievements of goals and objectives. Hence it has been pretty crucial to acquaint with the dynamic HR changes that are happening in an economy. The effective HRM atmosphere is vital to ensure...
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...study organisation, which is “Construct It.” Moreover, the paper will explain the impact on employee psychological contract in engaging workforce effectively in order to achieve changes in working conditions or practices. Furthermore, the paper will also explore critically the influence of line manager in helping shape, which drives the changes needed. In this way, specific attention must be paid to the issues around professional and ethical practices. Discussion Challenges from case study in developing effective link between reward and performance “Construct It” has the biggest issue of recruiting effective project and site managers. Since there is general shortage of good managers within industry therefore, they demand high salaries in behalf of their services. Thus, the organisation is planning to consider the aspect of performance, which is related to reward to packages for the level of staff that try to assist recruitment along with retention. According to Michigan model by Fombrun, Tricky and Devanna in 1984, holds hard HRM, which states that people must be managed with other resources that must be obtained cheaply, developed, and economically. However, this model is based on selection, development, appraisal, and reward that is attained by considering the organisational performance. The hard HRM model (Fombrun, Tichy and Devanna, 1984) is conceived management as a key strategic element for the effective performance of organizations. For these authors, human...
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...resource managers through several of theorists and management theories to achieve their goal and benefit the organisation in order to bring profitability. Human Resource Management (HRM) In simple and short form Human resource management is the process of hiring and developing employees so that they can become more valuable to the organisation. HRM is also strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles. Now HRM is expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and culture. Developments in the field of HRM are well documented (see Sisson and Storey, 2000). The history of HRM goes back as far as the 1950s. This was succeeded by the ‘Behavioural science movement’ in the 1960s headed by Maslow, Argyris and Herzberg. These theorists argued for a better quality of working life for workers. The last 25 years or so there has been a rapid development in the field of HRM, which are an outcome of a number of factors such as globalisation, growing competition and realisation about the importance of HRM’s contribution towards organisations performance...
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...reading this chapter, you should be able to: Imagine trying to run a business where you have to replace every employee two or three times a year. If that sounds chaotic, you can sympathize with the challenge facing Rob Cecere when he took the job of regional manager for a group of eight Domino’s Pizza stores in New Jersey. In Cecere’s region, store managers were quitting after a few months on the job. The lack of consistent leadership at the store level contributed to employee turnover rates of up to 300 percent a year (one position being filled three times in a year). In other words, new managers constantly had to find, hire, and train new workers—and rely on inexperienced people to keep customers happy. Not surprisingly, the stores in Cecere’s new territory were failing to meet sales goals. Cecere made it his top goal to build a stable team of store managers who in turn could retain employees at their stores. He held a meeting with the managers and talked about improving sales, explaining, “It’s got to start with people”: hiring good people and keeping them on board. He continues to coach his managers, helping them build sales and motivate their workers through training and patience. In doing so, he has the backing of Domino’s headquarters. When the company’s current chief executive, David Brandon, took charge, he was shocked by the high employee turnover (then 158 percent nationwide), and he made that problem his priority. Brandon doubts the pay rates ...
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...Topic 1- Human Resource Management (HRM) Today HRM act as vital role in field of Organizational Management. It is the human aspect of Organizational Management or Business Administration in an organization. HRM is defined as : “HRM is the efficient and effective utilization of Human Resources (HR) to achieve goals of an organization”(Opatha, ) According to the above definition of HRM, a) An organization means an economic and social entity composed of a group of people who interact with each other for the purpose of achieving a common goal. b) Goal refers to desired targets to be achieved in the future. The basic goal of any organization should ideally be to serve the human society. Example; to upgrade the standard of living of Sri Lankan people through the production and distribution of high quality dairy products. c) Human Resources are employees who work for the organization being concerned. It is not an exaggeration that HR is the most significant resource compared with other resources such as financial resources, physical resources, etc. The overwhelming significance of HR is due to its unique characteristics. d) Efficient utilization of HR means optimum use of employee by eradicating or minimizing wastage. It denotes utilizing the right employees in the right number at the right cost. • It is animate, active and living • It has the ability to think, feel and react • Its value appreciate with the passage of time ...
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...References 7.0 Tutor Marked Assignment 1.0 Introduction This course is related to the nature and scope of Human Resource Management. This unit focuses specifically on the nature of human resource management. The unit is a guide to the field of human resource management. Let us look at what you should learn in this unit as specified in the Unit objectives below: 2.0 Objectives By the end of this unit, you should be able to: Describe the nature of human resource management Identify what human resources are Define management 3.0 The Nature of Human Resource Management NOUN 2 EDA 702 3.1 HUMAN RESOURCE MANAGEMENT IN EDUCATION Definition of Human Resource The term ‘human resource management’ (HRM) has been subjected to considerable debate. The concept is shrouded in managerial hype and its underlying philosophy and character is highly controversial because it lacks precise formulation and agreement as to it’s significance. Nonetheless, definition of the subject matter is given according to Bratton and Gold (1999:11) as: “That...
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... | |Assestment1 | |International HRM | | | | | |3/21/2011 | | | CONTENTS Terms of references 3 Methods of investigation 3 Findings 3 Conclusions 17 Recommendations 17 Reference 18 Bibliography 18 Words: 3517 1.0 Terms of reference In order to complete International HRM unit task, a formal report has been requested. The task is to carry out an investigation and undertake a role of Management Consultant to look into the issues influencing movement of new plant to other locations...
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... Taken together, these techniques and preferences are messages to employees, managers and interested persons abroad about the value of the agency placed on human resources. Unfortunately, international managers have had to adopt sensible policies in the field of organization for fixing the responsibility and cost control. First, employers continue to place administrative employees, Professional, scientific and technical through the civil service systems for important positions. The state of relatively high positions, security, payment and benefits that go with these positions are considered essential for productivity and long-term retention of these employees. This includes preventive education through programs for employee wellness and treatment plans by employee health. Second, employers have attempted to put caps on benefit costs and legal liability risks by increasing the use of working mechanisms secondary (such as employment contract or contingent) to pair the changing job titles. While the phenomenon of the working contingent recognized as characteristic of the modern workforce, the precise number of contingent workers are in dispute between staff and managers economists. Estimates ranging from 2 percent to 16 percent of the work force; is more likely to be valid, the larger stone because it includes workers contingent, independent contractors and individuals who employ themselves. A fast changing economic environment, influenced by the phenomena named as the globalization...
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...that organizational goals can be accomplished. • First-line Managers – Individuals who manage the work of non-managerial employees. • Middle Managers – Individuals who manage the work of first-line managers. • Top Managers – Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 5 6 What Is Management? Classifying Managers • Managerial Concerns –Efficiency • “Doing things right” –Getting the most output for the least inputs –Effectiveness • “Doing the right things” –Attaining organizational goals 7 8 What Do Managers Do? Exhibit 1–2 Effectiveness and Efficiency in Management 9 Managerial Roles 10 What Managers Actually Do • Interaction – with others – with the organization – with the external context of the organization • Reflection – thoughtful thinking • Action – practical doing • Management Roles Approach (Mintzberg) – Interpersonal roles • Figurehead, leader, liaison – Informational roles • Monitor, • Disseminator, • Spokesperson – Decisional roles • Disturbance handler, resource allocator, negotiator 11 12 Key managerial skills Key managerial skills – Technical skills • Knowledge and...
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...complex and iterative process.’ 3 Chapter outline Introduction p.38 Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international and comparative HRM 38 Human Resource Management Introduction In the first chapter, we examined the theoretical debate on the nature and significance of...
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...Strategic management p.38 Strategic human resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international and comparative HRM 38 Human Resource Management Introduction In the first chapter, we examined the theoretical debate on the nature and significance of the human resource management (HRM)...
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...understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the 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...
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...5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs. True False 6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions. True False 7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors. True False 8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual's or group's achievements. True False 9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company publications such as a monthly newsletter or a Web site on the organization's intranet. True False 10. Establishing and administering personnel policies allows the company to handle problematic situations more fairly and objectively than if it addressed such incidents on a case-by-case basis. True False 11. Currently, no federal laws outline how to use employee...
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...1. Management and manager definitions(tell about several definitions and about resources and goals). Rule of successful management .Difference between management and administration Management definitions: * The process of organizing methods ,manpower and other resources to achieve organizational goals * Is more than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing human activities and physical resources in the attainment of predetermined goals. * According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, to coordinate, and control”. * According to Louis Allen, “Management is what managers does in the organisations”. * Is the process of using what you have { RESOURCES }, to do what you want to do …. {GOALS} 6 categories of resources: * People, Money, Time, Work Procedures, Materials, Equipment GOALS * Profit Levels or Maximum cost levels ,Maintenance or growth of financial strength, Quality standards, Management concerns, Professional obligations, Societal concerns WHAT IS MANAGEMENT? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Coordinating and overseeing the work of others is what distinguishes a managerial position from a non-managerial one. However, this doesn’t mean that managers can...
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