...Outline The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. This paper will focus on 3 strategic plans of Choithram supermarkets and develop a HR plan for the year 2011. This HR plan will include selection and recruitment, induction and training, succession management, job vacancies forecasting and filling and compensation management in the company. Executive summary The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. There are four main themes that underpin the integration of HR strategy and strategic planning (Dawson, 1995). The first theme or assumption is that excellence in business entails a wider scope than just the mere accumulation of practices that are excellent. Secondly, achieving excellence in the corporate arena is the single most vital element that can be used by a business to achieve its missions, goals and visions (Agrylis, 1999). Thirdly, the aforementioned element gives the organization a holistic view where the focal...
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...INTRODUCTION Senior manager in organisations very often do not take into account the human resource perspective when planning the strategic direction of their organisation. Many human resource departments concentrate solely on the operational aspects of human resources. Very often there is too much thought of human resource techniques as ends in them rather than as needing to mesh with broader objectives in organisation terms. Strategic human resource management has been defined as: All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business (Schuler, 1992). The pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals (Wright and McMahan, 1992) SHRM can be regarded as a general approach to the strategic management of human resources in accordance with the intentions of the organisation on the future direction it wants to take. It is concerned with longer-term people issues as part of the strategic management processes of the business. 1.2 The purpose of strategic human resource management is to ensure that organisational objectives are adopted that reflect the reality of human resource capability within an organisation and that human resources are managed in such a way that organisational objectives are met. The fundamental purpose of SHRM is to generate strategic capability by ensuring that the organisation has the skilled, committed...
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...HR functions that support an organisation's performance. Human resources is an important asset to any organisation. HR professionals contribute to the planning and strategy of the business they are part of. They follow an organisation's vision and have a responsibility in delivering the best results for the business. Human resources is a complex department with various functions. I would like to discuss three of the functions what impact they have on a business's performance. The first one I would like to discuss is recruitment. According to Leatherbarrow et al (2010, cited Beardwell et al 2007, p190) "the recruitment and selection process is concerned with identifying, attracting and choosing suitable people to meet an organisation's human resource requirements". It focuses on the strategic gaps in the organisation and then tries to meet those needs in the labour market. If an organisation consists of talented and motivated people it automatically boosts the organisation's performance. HR professionals who take care of recruitment also make sure that the hired workforce meets the financial allowances. It is more beneficial for the company to train and to help employees to develop rather than just employing new staff, in this way the business is financially better of and helps the existing talent to reach their full potential as well. Another important activity in organisation would be learning and talent development. According to the CIPD's 2013 Learning and Talent development...
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...Human Resource Management: Introduction: Human resource management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In startup companies, HR's duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business (Guest, D.E. (1998)). The company I have chosen to do my assignment on is “Marks and Spencer”. The reason why I chose this organization was because of its popularity in our economy also its reputation in people’s perspectives. Marks and Spencer PLC is a major British multinational retailer in UK. It specializes in the selling of clothing and luxury food products. M&S was founded in 1884 by Michael Marks and Thomas Spencer in Leeds. Company Background: Marks & Spencer is one of the UK's leading retailers of clothing, foods, home ware and financial services, serving 10 million customers a week in over 300 UK stores. The Company also trades in 30 countries worldwide, and has a Group turnover in excess of £8 billion (Prahalad, C. and Hamel, G. (1990)). M&S expanded into UK in 1973, and at one point had forty seven...
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...an org authority Structure at Walt Disney There are four main divisions to the Walt Disney Company. These divisions include media networks, parks and resorts, studio entertainment, and consumer products. The Walt Disney Company is united by a central CEO and President. He should ensure smooth relations and operations between the multitudes of branches that make up the Walt Disney Company. He should also be responsible for company public image. Disney's management is primarily split into two units. These units are Corporate and Business Units. Corporate management is management within the overall Walt Disney Company while Business Units deal with the individual branches of the Walt Disney Company. JOB Analysis To develop an HR plan, HR managers must obviously be knowledgeable about the jobs that the organization needs performed. They organize information about a given job by performing a job analysis to identify the tasks, responsibilities, and skills that it entails, as well as the...
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...needs analysis may identify organisational challenges or problems affecting employees, for example major organisational change; the introduction of new operations or systems and/or the maintenance of existing operations or systems. The identification of learning and development needs may also arise during an induction process. This unit will review adult learning principles and the learning cycle, but the main focus will be on the importance of creating and maintaining a positive learning environment and the knowledge and skills required for the actual delivery of an activity or session. This unit is suitable for persons who: are aspiring to, or embarking on, a career in HR/L&D are working in the field of HR/L&D in a support role and wish to develop their knowledge and skills have responsibility for HR/L&D activities and decisions within an organisation without a specialist function wish to develop their knowledge, skills and capabilities in delivering learning and development activities. Learning outcomes On completion of this unit, learners will: 1 Be able to create an environment conducive to learning. 2 Be able to plan and deliver learning and development programme activity to individuals and groups. 3 Know how to review learning and development activities. 1 Equivalents in Ireland = 5; Scotland = 6 2 CIPD unit 3DLA - Version 2 18.03.10....
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...organizations overall approach to the management of its employees. As part of the performance the performance management system, the performance management process aims to achieve the following:To enable an individual employee to know exactly what is expected both in terms of outputs and the relevant, appropriate behavioral style, which underpin the delivery of the agreed objectives.To enable individual to identify and meet personal development needs which will facilitate the delivery of agreed objectives.To enable individual employees to feel motivated and valued for their contribution to the on-going success of the organization.To enable individuals to identify and achieve realistic career goals over time.To enable the organization to reward individuals fairly based on an objective assessment of their contributions. To enable the organization to audit the capability of its staff.To enable the organization to plan for its own staff succession.An honest and constructive working relationship between a manager and member of staff. * * * * * * 2. Identify 3 components of performance management system. * Performance Planning – is a process whereby expectations are established linking an individual with team and organizational goals. Care is taken to ensure goals at all levels are incorporated and there is a clear sight from performance expectations of individual...
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...Overall planning context Like all Organizations, Jamaica Transport (KIN) constantly has to adapt to external and internal changes. External changes such as economic situations, increased global commerce, new security threats or emerging environmental priorities impact directly on the organization’s business and HR plans. Internal changes, such as the need to carry out the organization’s business differently through risk management systems or a shrinking pool of skilled employees in our workforce, have equally important impacts on KIN’s business and HR plans. KIN must ensure that its current and future work, workforce and workplace are properly aligned and integrated with its goals and priorities. It has become clear that the organization’s most critical challenge is to recruit and retain the skilled workforce required to keep pace with change. This is further complicated by retirements, which bring loss of expertise, particularly among managers, as well as professional and technical employees. However, it is important to note that given the recent shift in the economic situation, the risk associated with these challenges might be diminished. Living in a changing environment brings new opportunities that might be reflected in the need to adjust and realign KIN’s focus and strategies. This reality requires strategic responses through a rigorous and adaptable planning process. Building on our strengths and successes KIN has a proven commitment to sound HR management...
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...Workforce Planning a good practice guide for TAFE Institutes 10 September 2004 1 Introduction 1 2 Purpose of this guide 2 3 Key elements of workforce planning programs 2 4 Implementation guidelines 3 4.1 Consider the broader context 3 4.2 Identify your future business direction and workforce needs 4 4.3 Know your current workforce 6 4.4 Bridge the gap – identify and address your workforce issues 8 4.5 Provide a sound basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill...
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...has not previously been submitted as part of any assessment. All the sources, from which information has been obtained for this assignment, have been referenced in the Harvard format. I further confirm that I have read and understood the Maldives Business School rules and regulations about plagiarism and copying and agree to be bound by them. | Assignment summary information | Unit | Unit 10: Strategic Human Resource Management | Assignment type | This is an individual assignment. | Tasks | Submit on | Do on | Task 1: AC 1.1, 1.2, 1.3: A review for senior managers | 10 May 2015 | NA | Task 2: AC 2.1, 2.2, 2.3, 2.4, 3.1, 3.2: A human resource plan | 28 May 2015 | NA | Task 3: AC 4.1, 4.2, 4.3, 4.4: A report for the head of the HR department | 27 June 2015 | NA | Extensions | An extension must be applied for in writing by individual students and will only be granted for valid reasons. | Late submissions | Late submissions will be charged MVR 500. | Resubmissions | Two resubmissions are allowed. Each resubmission will be charged MVR 100. | Assessor(s): | Aishath Shaheen | Internal verifier: | Adam Umar | Assessor(s) please fill the table below AFTER the evaluation. | Assessment criteria | Assessment Guidance | Feedback | Achieved/Yes/No | IV Comments | LO 1: Understand how the strategic management of human resources contributes to the achievement of organizational objectives | 1.1 Explain the importance...
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...Motivation within an innovative work environment Curriculum Topics • Motivation • Maslow (hierarchy of needs) • Taylor (scientific management) and Herzberg (2-factor theory) • Mayo (human relations approach) Introduction Individuals work for many different reasons. Financial rewards are frequently a key factor in influencing why individuals undertake certain jobs. However, money is not everything. Employees want to enjoy their work, be challenged by it and achieve personal fulfilment. For many people, their careers are on-going learning experiences. This is known as intrinsic motivation. When individuals are intrinsically motivated, they are interested in their work. Put simply, it creates enjoyment whilst enabling them to achieve and contribute to desired goals. However, individuals also need extrinsic motivation. This is motivation arising from factors outside the immediate work that an individual undertakes. For example, this might include pay, conditions, grades and promotional opportunities. This case study will analyse motivational theory in the context of the employees of ARM Holdings PLC. It illustrates that, although extrinsic motivation is a very important element in motivating employees, it is really intrinsic motivation that engages individuals and contributes to company performance. ARM is the world’s leading semiconductor intellectual property supplier. The ARM business model involves the design and licensing of intellectual property in the field of semiconductor...
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...Framework of SHRM.....................................................................................................5 LO2.................................................................................................................................8 HRM process..................................................................................................................8 Roles in SHRM..............................................................................................................9 Development and implementation of HRM strategies..................................................10 LO 3...............................................................................................................................12 Range of HR strategies for British Airways..................................................................12 LO 4...............................................................................................................................15 Contemporary issues in...
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...CIPD ASSIGNMENT SUBMISSION DECLARATION To be completed by candidate: |Centre name: |ACACIA LEARNING | | |Candidate name: |Ali Yassen | | |CIPD Qualification undertaken: | |CIPD Membership No: | |Unit code(s): |3MER | |Unit title(s): |Supporting Good Practice in Managing Employee Relations | |Unit tutor: |Mr. Kevin | |Date due for assessment: |08-05-2016 |Date submitted: |05-05-2016 | |Word Count: |3490 | |State number of word used | | |Candidate declaration: ...
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...FINANCIAL MANAGEMENT CASE STUDIES Introduction This series of financial management case studies will be based around the business of Coverdrive Ltd, a manufacturer of high quality, hand made cricket bats. Coverdrive Ltd is based in Whitby North Yorks and is an owner-managed company. It had been originally formed in the early 1980’s as a partnership with the aid of some European funding. It currently has a budgeted turnover of £2.75m with anticipated profit for the year of £0.40m. This first case study focuses on the concept of standard costing, variance analysis and the reconciliation of budget to actual profit through an analysis of the main cost variances. The scenario assumes that you work as an assistant in the SME business services unit of Dunn and Musgrave a firm of accountants and consultants. You have recently introduced, at Coverdrive Ltd a system of standard costing and budgetary control. The objective of the system is to generate a monthly report to show the following: Budget Operating Statement Actual Operating Statement Control Ratios An analysis of variances to show: Direct Labour Variances: Rate Efficiency Direct Material Variances: Price Usage Variable Overhead Variances: Expenditure Efficiency FINANCIAL MANAGEMENT CASE STUDIES Fixed Overhead Variances: Expenditure Volume: Capacity Efficiency Sales Variances: Sales Price Variance Sales Margin Quantity Variance Reconciliation...
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...on-wing performance of newer engines / airframes due to improvement in materials and computers/ programs that simplified administrative tasks. The most significant reason was that Qantas was losing its domestic market share to Virgin Australia and this meant that Qantas had to lower its cost base in order to compete. This reduction in workforce meant that existing engineers had to be flexible & adaptable to learn and pickup engineering functions that redundant staff had been doing all these years. There was clearly a failure to analyse jobs before the transformation and redesign work in line with the new company strategic plan. Table of contents Introduction 6 Background 6 External factors 7 Transformation 7 Recommendations 9 1. Organisational management and planning 9 2. Communication 10 3. Technology 11 Conclusion 12 Reference list 12 Introduction This report focuses on the recent business transformation of Qantas Engineering in which executive management’s decision to cost cut has led to wide scale redundancies and consolidation of Qantas engineering departments. The transformation has been brought on by competition and the need...
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