...development, the establishment of compensation systems, career development, communication, and significantly increased their importance for organization. Specific responsibility for the overall management of human resources in large organizations is usually entrusted to workers from trained personnel department, usually consisting of staff services. In order for such specialists to be actively promoting the purposes of cooperation and success, they need not only knowledge and expertise in their particular field, but information that satisfies the needs of lower-level managers. However, if lower level managers do not understand the specifics of human resources, its capabilities and weaknesses, they can not fully use the services of specialists, HR managers. It is therefore important that all leaders know and understand the means and methods of managing people. The dynamic development of market economy involves competition between different manufacturers, a victory in which the remains of those organizations who are the most effective...
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...Iai yu r a i i21. m g e o a S hn 02. n ek . Iai yu g nf hr i df d gnio tern le fh bresn 95. m g e orr da e d d e ni I a n h f tn ote odri16. n a t ,e e n d oi . Iai yu uc i17 iso b I i Ple hsia ecfl a h gi t m g e or nl n 98sht yn a oc w it pae m r aa s n e dn i ln u c n te erd g forah. h dg i o yu ft. an i. Iai yu f hr hsv i g am ni ai( l n e p ) n t Jn 18 m g e ora e w iti n H r ad Sh g d t l o 6h ue 94 n t, l s r b oe m e im d t keln h fl o h hns r e bh d ibc b te r e fr s s ae o neo te o r i ad a ,s e d ei h ak yh am d oc ns e o tasm I i adsht te ed t o t l k shy o n o eert fhta en a n iso i h ha ap i b n a te g o t dsc e d, n na a yu m shlsr ewt t k,rnds n hay rlr. or ot o hi , i a sg ae ad ev a l y. yn hn e e. Iai yu m te iN vm e o tasm ya idagd u o yu hm b m g e or ohr oe br fhta e er rge ot for o e y n n s hr a,c a i ad ri a yu bohro e t hr i Te a b t ba n e his emn n c n s or rte cm so e a .hy r oh et rr g yg d e e svrlb te ai l osw i hv be sn t yu hm b te o cl eee yh rd am b, h h ae en eto or o e yh p l a y c c i mn t s fhta eni Yu m te ite s i e nkd n yu bohr is ro tasm I a or ohr hn tp d ae ad or rte i ie d. s rp s hldw ad ocd o a hseshn iet rpd yh gn ad e o n n fr t w t ,h ite v l l ae b te ag n d e c o ny cn nos ba n o et.or rte idw e ipt ln a y ipt o uul et t da Yu bohr o sdn er ad t es u ye h s o r a ud inc,eshn e agt r n h ekh ite stlh. o s i. . Iai yu st i19 ip kd p rmclg...
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...Outsourcing Written by yaqoob Al-bulushi Thursday, 01 October 2009 08:06 - Last Updated Friday, 02 October 2009 19:31 The decision to proceed with outsourcing comes from strategic managements. Companies use strategic management to define set of decisions and action that result in the formulation and implementation of plans designed to achieve company’s objectives. One of the decisions can be outsourcing. The company has to go through different tasks to determine factors that will lead to a decision to proceed with outsourcing. It starts by formulating company’s vision, mission and value statement. Conduct environmental analysis that reflects the company’s internal and external conditions and capabilities. Analyze the Company’s options by matching resources with the external environment. Identify the most desirable options by evaluating each option in light of the company’s mission. Select a set of long-term objectives and grand strategies that will achieve the most desirable options. Develop annual objectives and short-term strategies that are compatible with the selected set of long-term objectives and grand strategies. Implement the strategic choices by means of budgeted resource allocations in which the matching of tasks, people, structures and technologies. If company finds out after analyzing its environment, it is looking at cutting operating costs of support functions, it needs to focus on its core business, its needs to reduce capital expenditure ...
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...Memorandum of constructive discharge complaint JDT2 Task 1 Shira M. Blanchette Western Governors University TO: Jean Jones, CEO FROM: Shira Blanchette, HR director DATE: 10/4/13 SUBJECT: Constructive discharge complaint A. Constructive Discharge The Zippeedoo Toy Company has been experiencing huge growth over the past year, leading to a change in scheduling for production personnel. Where all personnel once worked eight (8) hours per day, five (5) days per week, it became necessary to shift production personnel to a rotating schedule of twelve (12) hours per day, four (4) days on, 4 days off throughout the month. This led to personnel being scheduled over the weekend, as well as during the week. Employees were required to work from one to three Sundays per month, depending on rotation. When the new schedule was announced, Mr. Tibbet resigned his position in the production group. He has filed a claim of constructive discharge with the Equal Employment Opportunity Commission (EEOC) which alleges that Zippeedoo Toy Company required practices which conflicted with his religious beliefs, forcing him to leave the company. Constructive discharge is an illegal and discriminatory practice that forces an employee to resign employment due to intolerable working conditions. In order to meet the criteria of a constructive discharge, Mr. Tibbet must prove that his resignation occurred a) due to conditions that any reasonable person would...
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...Polish enterprises. Results of conducted survey shows increasing utilization and variety of IT solutions in all surveyed areas in high-tech enterprises in the USA what caused the crucial influence of HRM process. The level of IT tool implementation in HRM processes taking place in Polish enterprises is low, which, according to enterprises, results from the lack of funds for implementation of this type of solutions. In the future enterprises are planning further implementation due to drawn advantages, consolidate individual HRM processes and implement cloud-based solutions. Keywords: human resources management, information technology, e-HR, HRM practices 1567 1. BACKGROUND 21. century has seen a rapid growth of information technologies in nearly all aspects of human activity and growth of the Internet users which was less than 1% of world population in 1995 and more than 40% in the middle of 2014 (Internet World Stats 2015). IT solutions can be widely applied in company management as in the crisis environment enterprises search for different...
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...EXECUTIVE SUMMARY As a partial fulfillment of my MBA curriculum I have undergone six weeks summer training at “ANGEL BROKING.” I have done my summer training project at Jamnagar branch from 1st of May to 15th of June. The Angel Group has emerged as one of the top 5 retail stock broking houses in India, having memberships on BSE, NSE and the two leading commodity exchanges in the country i.e. NCDEX and MCX. Angel Broking Ltd is also registered as a depository participant with CDSL. Angel has exceeded customer’s expectations by providing world-class service. I was placed under the marketing and sales department and I have learned a lot in carrying out marketing task for Angel Broking. I have done marketing in retail client segment. I have also carried out a project during summer training. The title of my project is “Present and the Future Scenario of e-Broking in Jamnagar city area” The questionnaire was used as data collection instrument and both open ended and close ended type of questions were used as per the requirement. From the survey it was found that currently the concept of e-Broking is not so prevalent in the market, but its future can be made bright by properly conveying its benefits. More details about the project are available in later part of this report. INTRODUCTION TO ANGEL In a shot span of 18 years since inception, the Angel Group has emerged as one of the top five retail stock broking houses in India, having membership...
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...The Terms and Conditions of Employment for Employees at the New Queensland Factory Prepared for Chief Executive Officer of FreshFirst Canning Company by Ahmet Mithat Ozpinar, HR Department August, 2012 FreshFirst Canning Company Executive Summary The purpose of this report is to analysis the terms and conditions of employment for employees at the new Queensland factory. This report includes many suggestions for ways in which to selection and employment of Greenfield factory employees, as well as doing this in the Fair Work Act (2009) frame. The suggestions are: (The following is a sampling of recommendations; implementation details are contained in the full report) * Team should be structured in self managing with responsible manner. * Job rotaion schedules should be planned. * People who want to work in new Queensland factory should be prepared to be transferred to there. * Performance based payment should be considered. * Orientation training should be started as soon as possible. * Job analysis should be made. * Promotions should be concluded. * Safety at workplace issues should be finalized. FreshFirst Canning Company can not force an employee to work more than 38 hours in a week. It is a -must be- to provide a statement that contains all the information about NES, Termination of Employment and Modern Awards to all employees. If request is accepted by employee over time fees must apply. When making an agreement with a employee...
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...HRM598: Compensation Table of Contents Executive Summary ……………………………………………………………………………3 Phase I ………………………………………………………………………………………….4 Phase II …………………………………………………………………………………………7 Phase III ……………………………………………………………………………………….24 Phase IV ……………………………………………………………………………………….52 References ……………………………………………………………………………………..56 Team Project: Designing a Compensation Plan for Eco Pillow Inc. Executive Summary Eco Pillow Inc. located in New Rochelle, New York manufactures recycled and recyclable plastic pillows for the healthcare industry with a strong commitment to provide quality eco-friendly products that are not only safe for consumers but the environment as well. Eco Pillow is a company that produces and distributes these products to a primary client base of hospitals in a local New York metro demographic in order to form long-lasting relationships with their cliental. Through innovation and product development the company can offer the healthcare community a specialty designed product and meet the demands for a safe and environmentally friendly product that is well-known current and future goals of the healthcare industry. Eco Pillow Inc. provides this compensation plan to formulate the cost associated with the employee base and essentially the human resources plan for staffing and maintaining the company, aimed at fulfilling each of the positions needed for business achievement. This plan will provide a detailed...
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...Idioms 1) “Absence makes heart grow fonder” :- Our feeling for those we love increases when we are apart from them . 2) “Armed to the teeth” :- To be heavily armed. 3) “Back-handed compliment” :- A compliment that also insults or put down at the same time. 4) “Bleed like a stuck pig” :- To bleed heavily. 5) “Blow off some steam” :- To enjoy oneself by relaxing normal formalities. 6) “Blowing smoke” :- To be boasting without being able to back it up ; talking about action without intent to follow through. 7) “Bouched up” :- Substandard; Messed up; Make a shamble of. 8) “Brand Spanking New” :- New and Unused. 9) “Break A Leg” :- A wish of good luck, do well. 10) “A burnt child dreads the fire” :- One does not repeat a painful lesson twice. 11) “Bust your balls” :- To harass with the intent to break one’s spirit. 12) “Busting your chops” :- To say things intended to harass. 13) “Can’t hold a candle to” :- To be far less competent or have far less skills than someone else. 14) “Cat bird seat” :- A highly advantaged position, to have it all. 15) “Chew the fat” :- To talk about unimportant things. 16) “Clean bill of health” :- To be found healthy. 17) “Clear as a Bell” :- Clearly understood. 18) “Close, but no cigar” :- Nearly achieving success, but not quite. 19) “Cold Turkey” :- To Quit something abruptly. 20) “Cooking with gas” :- To be working fast, proceeding rapidly. 21) “ In the Crapper” :- In...
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...Idioms 1) “Absence makes heart grow fonder” :- Our feeling for those we love increases when we are apart from them . 2) “Armed to the teeth” :- To be heavily armed. 3) “Back-handed compliment” :- A compliment that also insults or put down at the same time. 4) “Bleed like a stuck pig” :- To bleed heavily. 5) “Blow off some steam” :- To enjoy oneself by relaxing normal formalities. 6) “Blowing smoke” :- To be boasting without being able to back it up ; talking about action without intent to follow through. 7) “Bouched up” :- Substandard; Messed up; Make a shamble of. 8) “Brand Spanking New” :- New and Unused. 9) “Break A Leg” :- A wish of good luck, do well. 10) “A burnt child dreads the fire” :- One does not repeat a painful lesson twice. 11) “Bust your balls” :- To harass with the intent to break one’s spirit. 12) “Busting your chops” :- To say things intended to harass. 13) “Can’t hold a candle to” :- To be far less competent or have far less skills than someone else. 14) “Cat bird seat” :- A highly advantaged position, to have it all. 15) “Chew the fat” :- To talk about unimportant things. 16) “Clean bill of health” :- To be found healthy. 17) “Clear as a Bell” :- Clearly understood. 18) “Close, but no cigar” :- Nearly achieving success, but not quite. 19) “Cold Turkey” :- To Quit something abruptly. 20) “Cooking with gas” :- To be working fast, proceeding rapidly. 21) “ In the Crapper” :- In...
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...HUMAN RESOURCE MANAGEMENT MPM722 REWARD MANAGEMENT VIKAS CHOUDHARY Deakin ID: 213441882 Unit Chair: Dr. Elsa Underhill Number of Words: 3087 (exclusive of title page, figures/tables, appendices and references) INTRODUCTION The compensation provided by a company for the loyal services of its employees that helps it achieves its goals is known as rewards. At the very heart of the organization lie the human resources or the labor capital of a company which holds the secret to the success or failure of the organization. It is thus very important to have a well engaged workforce that is constantly enhancing their performance levels by using both their inner and outer potential limits. This will ensure that the organization becomes highly competitive in the market. However, an engaged and committed workforce is only possible when the company has a well designed reward management system that is able to provide individual employees with benefits that adds value for them. It is hard to find motivation for work among people unless there is significant rewards associated with the work that they perceive is proper compensation for their time and effort. Once the reward offered looks justified, the employees in their pursuit of the reward becomes committed to work in a manner that helps the company achieve their business strategies and goals (Edward & Christopher 2006). It is crucial that the rewards ensemble the factors that are perceived important by the employees and...
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...Employee Recognition Program Handbook Department of Human Resource Management September 2000 DHRM 01/30/2001 TABLE OF CONTENTS INTRODUCTION............................................................................................ 2 RECOGNITION/REWARD............................................................................. 4 PROGRAM DEVELOPMENT ....................................................................... 7 KEY POINTS TO REMEMBER - ELEMENTS OF SUCCESSFUL PROGRAM ............................................. 7 STEP- BY-STEP GUIDELINES............................................................................................................ 9 IDEAS TO HELP MEET YOUR BUDGET ................................................ 17 NO/LOW COST RECOGNITION IDEAS............................................................................................ 17 MODERATE/HIGHER COST RECOGNITION IDEAS........................................................................... 18 APPENDIX A ................................................................................................ 18 RESOURCES ............................................................................................................................. 19 Web Sites ................................................................................................................................................................................19 Magazine/Internet Articles..........................................
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...[pic] Work-life balance, employee engagement and discretionary effort A review of the evidence March 2007 Literature review by Dr Mervyl McPherson of the EEO Trust. Extracts from this publication may be copied and quoted with acknowledgement. ISBN No: 0-9582233-4-3 Equal Employment Opportunities Trust PO Box 12929 Penrose Auckland New Zealand Phone: 64 9 525 3023 Fax: 64 9 525 7076 Table of Contents Preface 3 Executive summary 4 1.0 Introduction 6 2.0 Definitions and evidence of relationships 6 2.1 Work-life balance 6 2.1.1 Productivity 7 2.1.2 Relationship between work-life balance and productivity 8 2.2 Workplace/work-life culture 11 2.2.1 Relationship between work-life balance and workplace culture 12 2.3 Discretionary effort and employee engagement: going the extra mile 16 2.3.1 Relationship between discretionary effort/employee engagement and productivity/profitability 20 2.3.2 Relationship between work-life balance and discretionary effort 21 2.3.3 Relationship between workplace culture and discretionary effort 23 2.4 Summary of inter-relationships of key factors 24 3.0 Changing a workplace culture 26 3.1 Case studies of culture change 27 4.0 Conclusion 29 5.0 References 30 Preface Employee engagement has been identified as critical to competitive advantage in a labour market where skilled, committed...
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...Exploring the effect of ethical leadership in the relationship of reward system and Job performance Masters of Business Administration (Human Resource Management) BY Ayesha Amjad MBA3Y02121027 Sadia Mazhar MBA3Y02121010 Supervisor Mr. Muhammad Waqas LAHORE BUSINESS SCHOOL THE UNIVERSITY OF LAHORE ACKNOWLEDGEMENTS In the name of Allah, the Most Gracious and the Most Merciful Alhamdulillah, all praises to Allah for the strengths and His blessing in completing this research paper. Special appreciation goes to our supervisor, Sir Muhammad Waqas, for his supervision and constant support. Her invaluable help of constructive comments and suggestions throughout the research paper work have contributed to the success of this research. I would like to express my gratitude to the Dean, Lahore School of Business Dr. Naheed Sultana and also to the Head of Department, Lahore School of Business, Dr. Atif Mahmood for their support and help towards our postgraduate affairs. Sincere thanks to all our friends Amaima Yawar, Anum Sarwar, and Numan Irfan. Thanks for the friendship and memories. Last but not least, our deepest gratitude goes to beloved parents of Ayesha Amjad; Muhammad Amjad Fraooq and Mrs. Shazia Amjad and also to my brother Usman Amjad and sister Fiza Amjad for their endless love, prayers and encouragement. We also pay gratitude to deceased parents of Saadia Mazhar, Hafiz Muhammad Mazhar and Arjumand Mazhar and her sisters Ayesha Omer, Farkhanda Nouman...
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...Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper originally prepared for C. Chapman, A. Hopwood, and M. Shields (eds.), Handbook of Management Accounting Research: Volume 3 (Elsevier, 2009). 1 Conceptual Foundations of the Balanced Scorecard Abstract David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the...
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