...overwhelming the guest with a flurry of apologies. All this may sound trivial, but this emphasis on systems has probably lead to Indian Hotels being chosen as a case study by Harvard Business School. It all began last September when IHL's senior V-P (human resources) Bernard Martyris took part in a 12-day HBS executive programme on HR management with 80 participants from 26 countries. While most of the participants shared notes on common issues, the cultural aspect of HRD often came up for discussion. Using the experience of his own company, Martyris talked about how IHL had moved from a work ethos, which was relationship-based (especially during the Kerkar days) to one which now depends on solid systems and is more task-oriented. According to Martyris, IHL has been selected as a case study because the evolution of systems in aspects like work ethos, leadership and cultural change can be traced from its relation-based roots to its current systemic form. The IHL case study will be introduced in the Strategic Management Course and will be a part of the core MBA programme and not just the multiple short-term courses which HBS offers. Professor of organisational behaviour at HBS Thomas J Delong said that though he rarely takes up a case study in HR with a participant, this time he saw the opportunities and processes to unite a case. Apart from being able to trace the evolution of systems, HBS was also impressed by the ability of the Taj Group of hotels to combat major international...
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...Business Case for HR Self Service Systems Table of Contents Executive Summary 3 Project Overview 3 Business Case for Proposed Project 4 Conclusion 5 References 5 Executive Summary This paper addresses the business case for implementing self service in the IT industry with the aim of gaining higher efficiency for a majority of HR functions and other benefits that can be derived from improved information access. The paper also discusses the various challenges an organization might face while attempting to implement self-service. The business case for self service revolves around reducing administrative costs and gaining better efficiency. It also aims at improving the overall performance and other benefits such as information management, trend analysis and also operational efficiency. The chief argument presented here is that a self-service initiative allows the HR to concentrate more towards the core functions such as people management instead of getting burdened with administrative tasks. While self-service has the ability to improve the service expectations from HR, it may also result in some of the savings being consumed in order to meet the higher quality expectations. However, on the long run, it is bound to reduce expenses to a great extent while enhancing the quality. Self-service also enables an organization to implement flexible work and helps employees to remain connected with the organization through a centralized HR system aimed at remote...
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...BMT330 TRAINING AND DEVELOPMENT L T 3 0 P 0 C 3 Version No.: 1.00 Course Prerequisite: Nil Objectives: The objectives of this course are to equip students with comprehensive knowledge and practical skills for managing training in their organizations. Course outcome: students should expose to all fields of ‘training and development’ in the business scenario. CONTENTS UNIT DESCRIPTION Introduction: Learning Theories ‐ Reinforcement Theory, Social Learning Theory, Goal Theories, Need Theories, Expectancy Theory, Adult Learning Theory, Information Processing Theory ‐ The basic principles of learning, The Learning Process , Mental and Physical Processes, The Learning Cycle, Learning curve, Learning styles. Analysis: Training Needs Analysis and Needs Assessment – Business, Performance, Job, Task, Learner, Context and Skill‐Gap analyses Design: Training Objectives – Training Deliverables and Instructional Strategies – Training Design Budgets and Schedules – Training Project Management. Development: Drafting Training Materials – Developing tests / assessments – Quality Control Issues Implementation: Train the Trainer Programmes – Classroom delivery of training – Non‐ Classroom delivery techniques viz. Computer‐based training (CBT), Multimedia training (MMT), Web‐Based training (WBT) – Management Development Programmes (MDPs). Evaluation: The role of ...
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...Case Study: Getting and Using Compensation Information “Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according to the business needs, goals, and available resources.” The three careers I chose for this case study are Public Relations Specialist, High School Teacher, and Project Coordinator. The reason for me choosing these specific careers was that I’ve held each one at some point in time. In this case study we will examine why each job has different salary ranges and why. Question #1 Doing this research I’ve come to find that out of the three jobs that I selected, a project coordinator is paid the most on average. The project coordinator is paid $89,509 a year on average. I was shocked to find out that out of the three careers chosen, that a public relations specialist is paid the least of all three. The public relations specialist on average is paid $45,931 a year. I expected that the project coordinator position would be the highest paid out of the three, however I did not expect for the teacher to be paid more ($53,447 a year on average) than the public relations specialist. I expected the teacher to be paid the least of all three. Usually teachers are thought...
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...Jaykee Ramiro Fernando, Arnold Vincent MGT 104 Case Studies The Personality of HR People Case Questions: Q1. If you were an HR specialist, which category would you prefer to be and why? Our group would prefer the consummate professional. (The Consummate Professional according to Wilson (2013) is usually coming from a confused lower middle class family background and may describe themselves as working class. Became aware early that life was unfair. Brought up to respect authority, parents became anxious when exam results were not as expected. Feels honoured by the challenging projects given to them by the company, but confused as to why reward involves being given more challenges to deal with.) We can observe on how experiences would play its role and have influences in shaping personality. Personalities can either be gained through genes or by the influences of the outside environment. We could infer that consummate professionals, as stated above, have undergone such life experiences which molded the person to think that life is unfair which means that that he/she will strive to work hard since that person’s past experiences gave him/her the knowledge on how one should survive in the society, for instance, when one does not work hard, he/she would not gain respect and would not be able to obtain the fruits of life which will lead to one’s struggle. We preferred the consummate professional over the three other HR personalities since the consummate professional could...
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...STAFFING MANAGEMENT INSTRUCTOR’S MANUAL Four Recruitment and Retention Case Scenarios By Marcia R. Gibson, Ed.D. Project team Author: SHRM Project contributors: External contributor: Editor: Design: Marcia R. Gibson, Ed.D. Nancy A. Woolever, SPHR Sharon H. Leonard Courtney J. Cornelius, copy editor Kellyn Lombardi, graphic designer © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation 08-0873-IM Introduction These recruitment and retention case scenarios are designed to be presented sequentially, since each scenario builds upon the previous one. They are intended for undergraduate college students. LearNING oBjectIVeS Students will learn to: Determine recruitment needs. Identify recruitment policies and guidelines. Determine a recruitment strategy. Develop a communication plan to implement...
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...Application Case 16-1: The case for and against Drug Testing As a Human Resource Professional, there are many issues that must be addressed, and often the intent behind policies implemented to address these issues seem to be at odds with one another. With the cost of hiring, training, ongoing support and team building kept to a minimum through employee loyalty, the spectre of drug testing can seem to put a large crack in any progress a company has made building long term morale. At what point does a happy, seemingly productive workplace lock horns with the issues of safety, absenteeism, poor work performance and the potential of systematic lenience towards criminal activity that can go alongside drug and alcohol abusers in the company’s midst? This is a touchy subject primarily affecting those amongst a company who are most likely to pass it. Employees find comfort in being trusted by their employers. There is an intrinsic satisfaction that comes from feeling valued, accepted and trustworthy by one’s superiors. Given the reputation of drug screenings, many employees will have heard horror stories of jobs lost when employees tested false positive for bona fide prescription drugs or even cough medicine. Further, it has been argued that routine abusers have found ways and will continue to find ways to cheat the system. Combatting that, some employers have implemented “watchers” who stand and watch the employee urinate in the cup. (Staff, 2010) Certainly, most corporations...
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...What job would you create? Why? The job that I would create would be that of administrative assistant. I would create this particular job because it would fill the void that currently exists within the company. Administrative assistants typically perform job tasks that do not really fall under any other category and work to support the office in a general manner. Administrative assistants typically have responsibilities such as making travel arrangements. However, their duties can extend beyond that to include general accounting duties, such as basic accounts receivable and payable. What are the employee competencies this position needs to be successful? Why? The employee competencies that this position needs to be successful would be attention to detail, punctuality, ability to multitask, good communication skills, and basic accounting skills. These skills are important because they are crucial in order for the candidate to be able to fulfill all of the requirements of the position. What are your ideas for how you might design performance management, compensation, and incentives for this new position? Why? In terms of performance management, I would implement a regular review process so that the employee that would be hired for this position would be able to gauge whether or not he or she is fulfilling all of the responsibilities of the position and performing up to expectations. Performance reviews allow employees and employers to work together in order to set...
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...Morgan Stanley: Becoming a “One-Firm Firm” Time: Summer 1993 Scenario: John Mack has recently been appointed president of Morgan Stanley (MS). His primary goal is to recapture the “value of the franchise.” History of Morgan Stanley • Firm founded in 1935 when, in the wake of the Banking Act of 1933 (Glass-Steagall) requiring banks to separate commercial and investment-banking activities, six partners of J.P. Morgan left to form Morgan Stanley & Co. • In 1971, MS launched a sales and trading operation, a dramatic change from its exclusive focus on corporate finance to that point. The firm was very successful in this effort, dominating the sales and trading rankings for a decade. • In mid-1970s, MS began expanding internationally, before most other firms were acting on the potential of the global market. • By 1977, MS had over 1,000 employees, more than 4 times as many as in 1970. • While the firm had been one of the most prestigious banks on Wall Street and had developed exclusive relationships with many Fortune 500 companies, by the early 1980s the firm had started to rest on its laurels as many of its competitors were on the rise. • In the 1980s, corporations began to move from single long-term banking relationships to long-term transaction-based relationships predicated on receiving a variety of services. MS stumbled during this time, falling to sixth in global underwriting in 1983. • During this time, MS established merchant banking and asset management...
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...Article summary: The article is regarding revenue growth stalls that affect even the most successful companies. The article focuses on four major causes of the crisis. The first cause is the premium-position captivity that is”the inability of a firm to respond effectively to new, low-cost competitive challenge or to a significant shift in customer valuation of product features” The second reason is the innovation management breakdown that is”some chronic problem in managing the internal business process for updating existing product and services and creating new one” Third reason is the premature core abandonment that means “the failure to fully exploit growth opportunities in the existing core business” and “acquisitions of growth initiatives in areas relatively distant from existing customers, products, and channels” Finally, the fourth cause is the talent bench shortfall that is “a lack of leaders and staff with the skills and capabilities required for strategy execution” Authors emphasize that these causes are mainly within management control since they result from “a choice about strategy or organizational design” They point out that awareness and understanding of these causes assist companies in avoiding the growth stalls. In addition, the article demonstrates few practices that some companies use to predict and prevent the problem. The article provides examples of companies that have faced the crisis. For instance, the premium position captivity reason was among...
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...Olympic Group Acquisition of Ideal Case Olympic Group (OG), an Egyptian white goods giant, acquisitioned IDEAL, a state-owned home appliance company. The case discusses the macro-economic and political environment past, present and future in Egypt, the history of the home appliance industry in Egypt, and IDEAL’s and OG’s business model. After an in-depth insight into these topics are addressed, the situation post acquisition with production, human resources, staff, operations and the IDEAL brand image were explored in search of an answer for the best way to integrate the two companies. Many obstacles arose because the companies were so vastly different from each other, starting with the obvious: transforming IDEAL from a state-owned company to a private-owned company. Saying so, the differences were on complete opposite ends of the spectrum in regards to the organization structures, ideas, values and overall culture of the companies individually. Another worrisome conflict that was very evident was the emerging of employees from the two firms, as uncertainty prevailed in the most effective and efficient way to accomplish this without negatively impacting overall performance. I would recommend that OG create programs or incentives to help keep employee morale high. For example, tracking individual’s progress in a recording system to ultimately demonstrate the opportunities available to them and how they can and will accomplish an achievement in exchange of promotion...
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...Intro In the recent years the role of high-tech companies is comparable to the biggest scientific centers that creates value for generations. The rapid development of those companies allows employees to get solid remunerations along with special working circumstances. Those actions enable people to focus on their job and do not spread attention on inconveniences, that is connected with the internal atmosphere. The bright example of such organization is Nokia Company. Nokia was formed as a result of the merger of 3 companies that face people from different cultural and national backgrounds. The management policy of the company had an aim to introduce business procedures that will overcome certain difficulties. Implementation of HR practices reflected in amazing financial results and expanded their market share worldwide. The perfect balance of unique ideas along with information technology development were extremely beneficial for the all members of corporative hierarchy. However, a number of obstacles arose and led to the damaged corporate image. How do reorganizations and massive layoffs, for example in the spring of 2003, affect Nokia’s employees in terms of their attitude and behaviour? Layoffs and reorganizations itself are the actions directed to terminate or replace a unit of workforce, in order to reach the highest possible effectiveness or stay efficient in hard conditions. Declining of the entire technological industry and bankruptcies among high-tech...
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...the importance of Human Resources (HR) as a value added function, especially as we move towards a new corporate structure. If correctly aligned to the business strategy, HR is critical in ensuring the success of the transition. Under Arnold’s leadership, the focus was to operate as a “one family company”, with HR was responsible for organising expensive leadership programs and sales conferences. There is a lot more to the role of HR than what the Board understands. Let me explain – 1. Using your knowledge of HR strategy, provide a rationale for the contribution of HR to the change process in this corporate context. With the impact of globalisation and the need to remain competitive, companies have had to reassess various departmental activities to meet new organisational objectives (Lawler & Mohrman, 2003). A new strategic role for HR is one of these changes. Cabrera & Bonache (as cited in Lengnick-Hall et al., 2009) argued that Human Resource Management (HRM) practices are an essential part of a company’s corporate business strategy. Combining business strategy and people management together creates a new set of responsibilities, a bigger challenge for HRM and an increase in HR deliverables (Conner & Ulrich, 1996). Therefore, HR professionals must concentrate more on HR strategy, and move away from the traditional HR function that spends time on transactional and administrative activities (Buller & McEvoy, 2012). HR also contributes to an organization...
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...K Bharu Enterprise ( KT0267651-H) ------------------------------------------------- Statement of Profit or Loss for the year ended 31 December 2014 R M Sales 83, 040.00 Less : Cost of Sales Opening Inventory 3,500.00 Add : Purchases 8,640.00 12,140.00 Less: Closing Inventory 4,100.00 8,040.00 Gross profit 75,000.00 Less : Operating Expenses Rental shops 24,000.00 Maintenance of vehicle 2,100.00 Petrol...
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...КЕЙС NIKE: найм становится на правильный путь Технология рекрутинга и отбора меняется в направлении, которое еще несколько лет назад нельзя было предсказать. Хотя автоматизированные технологии найма еще находятся в стадии развития, многие рекрутеры видят мир, в котором они смогут уменьшит цикл найма на 90%, предсказать какие навыки необходимы(до того, как они потребуются), и вывести информацию о потенциальном работнике на экран компьютера. Технология интерактивного голосового ответа(ИГО), которая используется в течении последнего времени, используется с другими базами данных, для выявления информации о потенциальном работнике, предоставляя компании гибкость и скорость при решениях найма. NIKE является примером компании, использующей «интервью при помощи компьютера». Компания использовала продукт «Aspen Tree» при найме работников для городков Nike, и для розничных магазинов, продающих продукцию Nike. В недавно открытом в Лас Вегасе магазине, 6000 человек претендовали на 250 позиций. Nike использовал систему ИГО, чтоб сократить число кандидатов. Кандидаты ответили на 8 вопросов по телуфону; среди них 3500 не подошли, так как их не было, когда они были нужны, или у них не было опыта в розничной торговле. У остальных было интервью при помощи компьютера, с последующим личным интервью. «Мы считаем важным провести личное интервью с каждым, кто будет работать в магазине»- говорит менеджер по персоналу отдела розничной торговли Brian Rogers. «Кандидаты также важны...
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