...well known approaches to human resource management. The 'best fit' perspective claims that HR strategy become more and more efficient when it is linked to its environment of the business. It explores the close link between strategic management and HRM by assessing the extend to which there is a vertical integration between an organisation business strategy and its HRM policies and practices. 'Best practice' school claims that certain 'best' human resource practices would result in enhanced organisational performance, manifested in improved employee attitude, lower level of absenteeism and turnover, higher level of skills for higher productivity, enhanced quality and efficiency. That is why the 'best practice' model is also referred as high commitment models. These two concepts are generally described within the literature but it is sometimes difficult to stretch the specifications of each approach. This essay will attempt to fill that gap. Section two compares these concepts according to human resource studies. It will highlight areas of agreement between each approach. Section three therefore stretches the differences between 'best fit' and 'best practice' approaches. We now try to discuss in section four the approach taken in this debate by the CIPD. Concluding elements are found in section five. The terms 'best fit' and 'best practice' are used in strategic human resource management literature. The 'best fit' approach to strategic human resource management (HRM) explores...
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...Purpose and principles: Multinational companies recognize that human resources play an important role in developing and sustaining a competitive advantage in today’s highly competitive global business environment. As a result, Multinational companies increasingly use expatriates on short-term and long-term international job assignments for a variety of purposes, such as to acquire and transfer knowledge, to manage a foreign subsidiary, to fill a staffing need, to maintain communication, coordination, and control between subsidiaries and corporate headquarters, and to develop global leadership competence. Given this, successful expatriate assignments are indispensable to Multinational companies for both developmental and functional reasons. Training: An expatriate’s success in the host country is largely determined by his or her cross-cultural adjustment to the host country. While immersed in the new culture, expatriates are ‘removed from the comfortable environment of their parental culture and placed in a less familiar culture’ and are susceptible to adjustment problems because of numerous challenges that inhibit their cross-cultural adjustment like the need to speak the foreign language, to cope with culture shock, to understand different laws and customs, and to interact with local nationals. Scholarly research that has been conducted in recent years suggests that expatriates who are not prepared to confront the challenges (e.g., to cope with culture shock) find...
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...BA (HONS) BUSINESS & MANAGEMENT ACADEMIC ASSESSMENT SUBMISSION FORM STUDENT REGISTRATION NUMBER GRADE | 13011410 | MODULE REFERENCE NUMBER | UN609770 | MODULE TITLE | Strategic Human Resource Management | LECTURER NAME | Louise Cameron-Mowat | SUBMISSION DATE | 12th December 2013 | ASSESSMENT TASK | Essay – 2750 words | In submitting this work, I confirm that I have understood UHI regulations relating to plagiarism, and that: * I have completed this assigned work by myself, in my own words and using my own notes, figures or rough workings (except where group work specifically forms part of the assignment) * I have acknowledged fully any sources used by means of in-text citations, and the creation of a List of References in the UHI approved system of Harvard referencing system * I have endeavoured to ensure that my work has not been made available for copying by other students (with or without my permission) * I am aware that student assessments can be scrutinised through the JISC plagiarism software.In submitting this work for assessment, I agree to be bound by the conditions laid out above, and by the latest version of the UHI academic regulations. UHI REGULATIONSPlagiarism: unacknowledged incorporation in a student’s work either in an examination or assessment of material derived from the work (published or unpublished) of another. Plagiarism may therefore include: * the use of another...
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...Compensation Strategy Prepared to: Abdullah Iftikhar Prepared by: NAZIM (123051053) Compensation Management Course Code: 508 Deadline: 22 8th 2014 OBJECTIVE OF COMPENSATION: Acquire qualified personnel: compensation needs to high enough to attract applicant. Pay level must respond to the supply and demand of worker in the labor market. Retain current employee: employee must quit when compensation levels are not competitive, resulting in high turnover Reward desired behavior: pay should reinforce desired Control cost: a rational compensation system helps an organization obtain and retain worker at a reasonable cost. With effective compensation management workers might be over paid or under paid. Comply with legal regulation: A sound wages and salary system consider the legal challenges imposed by the government and ensure the employee compliance. Further Administrative Efficiency: Wages and salary should be properly designed to be managed efficiency PRINCIPLES OF COMPENSATION FORMULATION: Main factors affecting wage or compensation levels within an organization 1) Externals relatives 2) Salary 3) Individual worth REWARD VS RECOGNITION Employee reward system refers to programs set up by a company to reward performance and motives employees on individual and group levels. Employee recognition programs are often combined with reward programs the retain a different purpose altogether. DESIGNING A REWARD PROGRAN: The keys to developing a reward programs...
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...SOCIAL LEARNING THEORY * LAWS OF BEHAVIOR * REINFORCEMENT THEORY * BEHAVIORAL MANAGEMENT * POSITIVE AND NEGATIVE REINFORCERS * ANALYSIS OF MONEY AS A REINFORCER * SOCIAL RECOGNITION * PERFORMANCE BEHAVIORS * MEASUREMENT OF BEHAVIOR * FUNCTIONAL ANALYSIS OF BEHAVIOR * INTERVENTION STRATEGY * PERFORMANCE IMPROVEMENT * BEHAVIORAL MANAGEMENT * SERVICE APPLICATIONS BEHAVIORISTIC THEORIES The most traditional and researched theory of learning comes out of the behaviorist school of thought in psychology. Most of the principles of learning and organizationalReward Systems and the behavioral performance management approach discussed in this chapter are based on behavioristic theories, or behaviorism. The classical behaviorists, such as the Russian pioneer Ivan Pavlov and the American John B. Watson, attributed learning to the association or connection between stimulus and response (S-R). The operant behaviorists, in particular the well-known American psychologist B. F. Skinner, give more attention to the role that consequences play in learning, or the response-stimulus (R-S) connection. The emphasis on the connection (S-R or R-S) has led some to label these theconnectionist theories of learning. The S-R deals with classical, or respondent, conditioning, and the R-S deals with...
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...Human Resource Management Unit Code: k/601/1264 Lecturer: Siham Aboujanah Submission Date: 29/07/11 QCF Level 5 Submitted by: Acknowledgement I wish to begin by thanking lecturer, Mr.Siham Aboujanah, thank you for the wisdom, understanding, and compassion that you have imparted to me and my ideas. I am grateful to my parents, brothers and sisters for their extreme moral support, encouragement and patience during the course of studies as well as throughout my academic career. No personal development can ever take place without the proper guidance of parents. Contents Topic | Page No. | Introduction | 4 | 1.1 Human Resource Management and Personal Management | 4 | 1.2 Functions of Human Resource Management | 5 | 1.3 Role of Line Managers in HRM | 6 | 1.4 Impact of Legal and Regulatory Framework | 7 | 2.1 Human Resource Planning | 8 | 2.2 Stages in Human Resource Planning | 8 | 2.3 Recruitment and Selection process change | 9 | 2.4 Effectiveness of Recruitment and selection techniques | 12 | 3.1 Link between Motivational Theory and reward | 13 | 3.2 Job Evaluation | 13 | 3.3 Reward Systems | 13 | 3.4 Monitoring Employee Performance | 14 | 4.1 Reasons for Cessation of Employees | 15 | 4.2 Exit Procedures | 16 | 4.3 Legal and Regulatory Framework | 18 | Conclusion | 18 | References | 19 | Introduction People are the important resource of organization. Managing them well can improve the performance and efficiency of organization...
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...workforce and Safety and Healthy and finally understanding Unionization and Collective Bargaining. In this work we will describe and scrupulously analyze more chapters than usual, given in the book “Managing Human Resources” 10th Edition, by Susan E. Jackson, Randall S. Schuler and Steve Werner, as these are the last chapters, introduced to us by the authors. In this case we will try to give adequate interpretation and analyses to the main concerns that appear in the related book. And finally, at the end of the essay we will answer the questions, related to this exam. The questions are: 1 Should companies offer a uniform “package” of benefits, or should they move to a flexible plan that allows employees to choose the benefits that are most meaningful to them (up to a specific, pre-established dollar amount)? 2 What are some key issues to consider when establishing and monitoring an employee assistance program? 3 How have changes in product and service markets affected the way labor and management relate to each other? Looking deeply into the chapter nine, we will give the analysis to the process of Conducting Performance Management, as to the one of the major aspect in the modern Human Recourses...
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...consists of a sales person, product engineer, and customer service representative (Apollo Group, Inc., 2004). Riordan's managers have noticed that there is a decline in morale and work ethic. An annual employee survey indicated that employees are dissatisfied with the current reward system as well as benefits and overall satisfaction. The company is concerned that dissatisfied employees will find employment elsewhere. Riordan's President does not feel comfortable with changing the compensation system and the company has allocated $50,000 to hire an independent human resource (HR) consultant to analysis the issues in the employee survey. The HR consultant presented a proposal to redesign Riordan Manufacturing’s compensation and reward system which suggested a salary survey of the company's positions be conducted to determine current market positioning and adjust the salaries based on the results of the survey. The proposal also suggested developing an incentive system for sales and research and development based on the company's change to a CRM. Additionally, the proposal recommended a performance appraisal process be developed to ensure clearer alignment between business strategy and performance rewards (Apollo Group, Inc., 2004). Situation...
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...1. HUMAN RESOURCE MANAGEMENT 3 1.1. Human resource Management activities, within Coca Cola Company, their objectives and how they are achieved 3 1.2 Two theoretical models of human resource management 5 TASK 2. HR PLANNING AND DEVELOPMENT 7 2.1. HR planning and development models within Coca Cola Company Georgia 7 2.2. Evaluation of effectiveness of HR planning and development models in achieving organisational objectives 11 TASK 3. PERFORMANCE 12 3.1. Monitoring of HR performance within Coca-Cola Georgia 12 3.2. Effectiveness of HR performance monitoring systems 14 CONCLUSION 15 RECOMMENDATIONS: 15 REFERENCES 16 INTRODUCTION The following report gives an understanding of importance of Human Resource Management, it shows the contributions of HRM to the organisational achievements. In the report the writer examines HR planning and development methods and suggests the ways to improve the HR performance. COMPANY BACKGROUND The Coca-Cola Company is one of the world’s top soft drink makers. Coca-Cola owns the best-known soft drink brands such as, Coca-cola, Diet Coke, Fanta and Sprite. this is an organisation with a history starting from 1892. The company’s flagship product, Coca-Cola was invented by a pharmacist John Stith Pemberton (The Coca-Cola Company, 2010). Coca-Cola is headquartered in Atlanta and it is currently offering 500 different brands in 200 different countries worldwide. TASK 1. HUMAN RESOURCE MANAGEMENT 1.1. Human resource...
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...Federation University Australia Strategic Human Resource Management (BSHSP 3003) Assessment Task 2: Case Study Report Student name: Kyaw Zin Thant @ Phyo Kyaw Lynn Student ID : 30309572 Lecturer : Raymond Lim Due date : 30 September 2015 Word count : 2,579 words Table of Contents Executive Summary…………………………………………………………………………………3 1. Introduction and background of Best Buy……………………………………………………3 2. Stakeholders interested in the performance of the company……………………………..4 2.1 Employees ……………………………………………………………………………………..4 2.2 Managers ……………………………………………………………………………………...4 2.3 Competitors …………………………………………………………………………………...5 3. Three environmental factors on Best Buy…………………………………………………….5 3.1 Political factors ………………………………………………………………………………..5 3.2 Economic factors ……………………………………………………………………………..6 3.3 Social factors…………………………………………………………………………………..6 4. Three selection methods for employees………………………………………..…………….. 7 4.1 Making interview……………………………………………………………………………… 7 4.2 Check the background………………………………………………………………………. 7 4.3 Department transfer …………………………………………………………………………..8 5. Three strategic rewards to retain key employees …………………………………………......8 5.1 Relating rewards and benefits……………………………………………………………….8 5.2 Training………………………………………………………………………………………….9 5.3 Mentoring……………………………………………………………………………………......9 6. Conclusion …………………………………………………………………………………………..10 7. References …………………………………………………………………………………………...
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...INTERNATIONAL HUMAN RESOURCE MANAGEMENT: Definitions of IHRM: Scullion (2005) tracked the evolution of definitions of IHRM. He observed that although there has been little consensus, definitions have broadly concentrated on examining the HRM issues, problems, strategies, policies and practices which firms pursue in relation to the internationalization of their business. Schuler et al (2009) similarly recently positioned the different views that have existed about the nature of IHRM. IHRM encompasses: ‘. . . the worldwide management of people in the multinational enterprise’ (Poole, 1990; p1) ‘. . . human resource management in an international environment . . . problems created in an MNC performing business in more than one country, rather than those posed by working for a foreign firm at home or by employing foreign employees in the local firm’ (Briscoe and Schuler, 2004; p1) ‘. . .how MNCs manage their geographically dispersed workforce in order to leverage their HR resources for both local and global competitive advantage’ (Scullion, 2005; p5) ‘. . . a branch of management studies that investigates the design of and effects of organizational human resource practices in cross-cultural contexts’ (Peltonen, 2006; p523) ‘. . . all issues related to the management of people in an international context [including] human resource issues facing MNCs in different parts of their organizations [and] comparative analyses of HRM in different countries’ (Stahl and Björkman...
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...Unit 7.3 Strategic Resource Management Level 7 Contents Introduction 1.1 Investigate how human resource management contributes to the achievement of organisational objectives 1.2 Critically evaluate the role of human resource management within an organisation 1.3 Appraise the processes that an organisation uses to plan its human resource requirements 2.1 Evaluate the recruitment and retention strategies used in an organisation 2.2 Critically assess the techniques that are used for employee development in an organisation 2.3 Evaluate the contribution of human resource development techniques in ensuring employee engagement 2.4 Systematically analyse the effectiveness of human resource management strategies in supporting organisational strategy 3.1 Investigate how physical resource management contributes to the achievement of organisational objectives 3.2 Critically evaluate the role of physical resource management within an organisation 3.3 Systematically appraise the processes that an organisation uses to plan its physical requirements 4.1 Investigate how marketing activities contribute to the achievement of organisational objectives 4.2 Critically evaluate the role of marketing operations within an organisation 4.3 Systematically appraise the processes that an organisation uses to develop its markets 5.1 Investigate how information systems management contributes to the achievement of organisational objectives 5.2 Critically evaluate the role...
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...Position: position How should I approach (positioning school) Vision: wolf, I have a vision Perception: Owl, Patterns: Monkey, Agenda: Lion, Belief: Peacock, Response: Ostrich, Stage: Chameleon, Timeline of the ten schools Planning and design school came in the 70-80´s. Then Porter came with the positioning school in the 90´s. Why ten schools? Organizations vary and change greatly, so we need more than 1 school. The five p´s of strategy Plan: Forward looking. Can be dangerous if it is strictly planned and something unforeseen happens. Patterns: Backwards looking Positions and perspective. Locating a particular product in a particular market: Strategy of positioning a product. Example: Introduce breakfast at McDonalds to use restaurant in the morning. The new position is consistent with existing perspective. The strategy of absent strategy Deliberately using absent strategy promotes flexibility, experimentation and innovation. Management control. Chapter 1 in the book. Management control is the systematic process by which the organization’s higher-level managers influence the organization’s lower- level managers to implement the organization’s strategies. Decentralization is the single most important reason for organizations to need management control systems. So, Management Control is about decentralized organizations. Need for control Decentralized managers do not automatically understand the goals and strategies developed by...
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...development strategy in terms of the five priorities, namely, leadership development, diversity, employee engagement, learning and development, and succession planning. Talent Management is defined differently by a number of individuals, some regard talent management as the proven practice of using interconnected human resource processes to provide a simple fundamental benefit for any organization[Taleo n.d.], simplistically it is ensuring that capability matches organisational commitments. It should be noted that talent management should be an integrated process. This integration would ensure that an organization has a continuous supply of highly productive individuals doing the right job, at the right time and towards a common purpose. The goal of the talent management process is to increase the overall workforce productivity through improved attraction, retention, and utilization of talent. The talent management strategy is superior not just because it focuses on productivity, but also because it is forward looking and proactive, which means that the organization is continuously seeking out talent and opportunities to better utilize that talent [Rice, A (2010)] to meet growing consumer demands. Many organisations place talent management as one of their key priorities primarily because they recognise that an effective talent management and developmental strategy can aid significantly in gaining a considerable competitive advantage. City lodge’s talent management strategy...
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...Eastern Asian Enterprise Structures and tlie Comparative Analysis of Forms of Business Organization Richard D. Whitley Abstract Richard D. Whitley Manchester Business School, Manchester, U.K. The economic success of different forms of business organization in East Asian countries emphasizes the variety of viable enterprise structures and suggests the need for a comparative analysis of how they develop and operate in different societal contexts. Major differences between East Asian business 'recipes' include the range of activities that are authoritatively coordinated, their pattems of development, the ways in which they are organized and controlled and the organization of inter enterprise relations. These differences suggest eight major dimensions on which dominant enterprise structures in different societies can be compared and how their development can be linked to major social institutions. Introduction Organization Studies 1990,11/1:047-074 © 1990 EGOS 0170-8406/90 0011-0003 $1.00 The economic success of Japanese firms over the past 40 years has emphasized the viability of alternatives to United States management structures and practices, as well as highlighting the limited generality of the business strategy-structure relationships identified by Chandler (Alford 1976; Kagono et al. 1985: 99-110; Maurice et al. 1986). Whereas it may have seemed reasonable in the 1960s and 1970s to regard Japanese organizational practices and forms as temporary stepping stones...
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