...Analysis of LMB hotel in HR metrics perspectives Introduction The raising importance of human resource in organizational operation has increased the needs for contemporary HR to become a strategic partner as finance and marketing do (Lawler III, Levenson and Boudreau, 2003). Therefore, rather than just understand and introduce HR activities and practices, it is more vital for organization to test all aspects of them (in efficiency, effectiveness and impacts). Regarding to the LMB case, if LMB want to go through this difficult period, rather than only adopt HR practices, they should also conduct a comprehensive HR metrics system to facilitate the performance evaluation. This essay will firstly briefly introduce the HR metrics and discuss the importance of HR metrics theoretically. Then, it will identify problems LMB confronts with and propose policies to improve the LMB’s approach to HR metrics. Before giving a conclusion, evaluation of the proposed solution will be presented. Definition and Importance of HR metrics HR metrics, according to Stone (2014), ‘involves a systematic analysis and evaluation of the efficiency and effectiveness of the HRM function and its contribution to the achievement of the organization’s strategic objective’. In a broader view, there are three types of HR metrics—efficiency, effectiveness and impacts—that companies could adopt to evaluate the impact of HR practices on business strategy and organizational performance (Boudreau and Ramstad, 2003)....
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...Workers. The problem raised In January 2009, with the appointment of the new CEO Mr. Dylan Perera (DP), as he was concerned about the high costs involved in the Training & development (T&D) department. The CEO was not satisfied nor convinced with the output of the company’s high budget T&D programs, even after several justifications made by the T&D Manager also the Product trainer, Mr. Ravi Fernando (RF) of Care-Link. It was an alarming situation that the Staff is not up to the marked performance. The CEO believes there are issues related T&D and anticipates RF to provide effective T&D Plans for budget approvals. As the HR consultant for Care-Link, I have analyzed key issues related to T&D initiatives & evaluation also about the consequences of NON T&D issues. The Scope is discussed in detail and elaborated in the paper with limitations & assumptions. The case Concludes with recommendations and suggestions made to the T&D Manager Mr. Ravi Fernando & the senior management on HR initiatives to make the training Function more meaningful & effective to the organization. Limitations & Assumptions (A&L) 1. Limitation on Ravi Fernando’s experience. (Trainer Experience? Pharmaceutical specialist?) 2. Report assumes the T&D manager Mr. Ravi Fernando is new to Care-Link and lacking experience as a “Trainer” & need further knowledge, skill development as a Trainer. (Assuming RF’s service is not more than two years...
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...Current Situation at Alto Company. The performance management system (PMS) is still a work in progress: Performance metrics need to be assigned for each job and linked to the position agreement in the job description. Then, employees will be able to self-monitor performance on their own dashboard displaying their contribution (Cokins, 2010), which is linked to their job evaluation. Before the PMS is finalized the following considerations are offered, followed by a plan to implement a holistic performance learning system that incorporates the considerations. Focus on Management Not Measurement. The PMS shares common data, allowing for transparency, and because metrics cascade from one dashboard to another, the system reveals the interdependency between departments and individual users. The PMS tracks an individual’s performance, based on the individual’s key performance indicators (KPI’s), but as the metrics cascade, performance requires inter-departmental participation and team work making this an effective way to leverage the firm’s intellectual capital (Bose & Thomas, 2007). However, empowering employees necessitates a redesign of the management model to one utilizing a leadership style of management that fosters inter-departmental teamwork in which members are encouraged to think for themselves to produce the best results for the company. Managers must transcend their traditional roles to become stewards of a performance-oriented culture by providing training in...
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...collective human, technical and financial capital of the company. Each of the Group’s 4 main business group are managed by a 5 people management team including a Group Board Director or a Managing Director. Different “Professional & Technical Staff” could be formed as into technical skills group and the leader of the group is responsible for their training and career development. A Corporate Support Services, comprising all the corporate and business support functions, include the 31 people HR team are divided into ‘Personnel”, ‘Pensions” and “Training” lead by a director at the executive level. This group of non-technical staff is shared amongst the four business groups under the umbrella of corporate support services. In this way, business projects are assigned to respective “Professional & Functional” team based on their location and relevant expertise such as transport or consulting to maintain its technical excellence and supported collectively by the Corporate Support Service for HR , Finance, System, Legal, Development, Corporate Communications, Administrative Services and Corporate...
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...The Functional Roles of Human Resource Bernard Jackson Human Resources Management MBA 533 August 18, 2013 Abstract Many large, middle-sized and even small business organizations have a functional human resources department. The functional roles of an HR department remain the same regardless of the size of your business. As the name indicates, the department exists to manage and assist the human element of the company. Since human capital is the most important asset of any organization, having an efficient and quality human resources department is key to the quality and success of the organization. Human resources functional activity supports strategic initiatives. Strategic planning drives functional or transactional processes. HR managers are capable of implementing strategy and carrying out activities that support their strategic plans. Typically, a human resources manager or director develops department strategy depending on the functional expertise of HR specialists. Generally, HR is the process of managing and motivating employees. Some roles of HR vary based on the organization, but there are a number of common functions that are constant. If HR is effective, employees across the company produce optimal results. The functional roles of any Human Resource department varies but the duties are key to the success of any organization. Recruitment and hiring the right people, putting them in the right positions for their abilities and skills is crucial...
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...Performance Review Form Name: Job Title: Months in this Position: Date of Evaluation: Department: Review Period: PART I – Introduction Employee Commitment: Our Company recognizes that it’s employees are a crucial ingredient to the quality and success of it’s products and services. It is our commitment to support the development of our staff both professionally and personally and in doing so create an organization with the ability to exceed the expectations of the company, the individual and our clients. Purposes of Performance Reviews: The primary purpose of a performance review is to encourage staff development and strengthen the departments overall effectiveness by: 1. identify specific indicators of achievement 2. pin‐point areas of greatest/least effectiveness 3. stimulate improved performance 4. aid in promotion, retention and salary decisions 5. clearly define the goals and objectives of the organization 6. develop mutually established employee focused goals and objectives 7. increase employer‐employee communications 8. evaluate effectiveness of management Review Expectations: Each employee is entitled to a thoughtful and careful review. Performance review success depends on both the supervisor’s willingness to complete a constructive and objective assessment, and on the employee’s willingness to respond to constructive suggestions for improvement and work with the supervisor to identify, overcome...
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...Human Resource Management (HRM) must have the ability to demonstrate the effectiveness of an initiative as well as become a strategic player in the organisation. Importance is placed on demonstrating tangible benefits, and the capability to develop evaluation skills. In order to achieve organisation goals, it is important HRM are aligned with the strategic goals and objectives as well as have a clear understanding of the overall strategic direction of the organisation (Singh, Darwish and Anderson 2012, p. 3029). An initiative Jasmine should consider introducing is the HR scorecard, a measurement system created to show HR’s influence on the attainment of the organisations strategic objectives and financial performance (Iveta 2012, p. 118). The scorecard is balanced between qualitative and quantitative data, highlighting cost control and value creation. Given that the HR scorecard focuses on leading indicators which will emphasise the future, it may be helpful in the implementation of new and updated business objectives within John’s company due to the anticipated increase to his workforce. The HR scorecard includes multifunctional metrics that top management believes contribute to the company’s strategic success. Jasmine could also introduce an initiative to reduce avoidable employee turnover. Hancock et al. (2013, p. 547) identifies that turnover can lead to detrimental outcomes disrupting the operations function, increasing recruitment and selection costs as well as creating...
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...Methods of Performance Appraisal BBA (day) Course Code: 602 Course Title Submitted by Assoc.prof. Md.Rafiqul Islam Faculty of business studies Dhaka international university Prepared By Mahbub Alam Roll:-43 Reg:-241063 Batch:-33/A BBA (day) Session:-2010-2011 Human resource management Page 1 Methods of Performance Appraisal A. Concept B. What performance Appraisal? C. About Performance Appraisal D. The performance Appraisal process. E. Objectives of Performance Appraisal. F. The Four Phases. G. Method of Performance Appraisal. i. ii. Past Oriented Methods Future Oriented Methods 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Rating Scales: Checklist: Forced Choice Method: Forced Distribution Method: Critical Incidents Method: Behaviorally Anchored Rating Scales: Field Review Method: Performance Tests & Observations: Confidential Records: Essay Method Cost Accounting Method: Comparative Evaluation Method (Ranking & Paired Comparisons): i. Ranking Methods ii. Paired Comparison Methods H. Formula Of Performance Appraisal I. Conclusion Human resource management Page 2 Methods of Performance Appraisal C ONCEPT Agencies are required by the Government Performance and Results Act of 1993 to establish program goals and report organizational performance to stakeholders, including the Office of Management and Budget and the Congress. This creates pressure to use methods that improve organizational performance and maximize goal achievement. Using...
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...American shoe company that has been making shoes since the early 20th century. HR policies and practices are strategically aligned with the goals and objectives of the organization. The company’s values, commitments, and objectives are embedded in every HR policy and practice and the company’s commitment to quality, flexibility and to its customers are communicated verbally to the employees and are also communicated through the HR policies and practices of the company. For example in order to promote consumer-centric approach, flexibility, and quality among employees, the performance management system was designed to measure the behaviors and results that support the company’s goals and objectives. The change initiative was developed because Autoliv wanted to become more flexible, consumer-oriented and as a part of the company’s commitment to quality. The company wanted to invigorate its capabilities through the changes in HR policies and practices. The design and implementation of changes at Autoliv is still the responsibility of the top management. The CEO of Autoliv is the change leader that creates an appealing vision of the future and then develop a logical strategy for making it a reality. The CEO as the change leader also motivates people to pursue the vision. The company introduced a cultural change which focused on the human side of the organization with particular emphasis on HR policies and practices. In the cultural change process, the company endeavored to...
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...RESOURCE MANAGEMENT AND EMPLOYEE PERFORMANCE: A CASE STUDY ON BANGLADESH BANK PRESENTED BY: MD. RAYHANUL ISLAM EXAMINATION COMMITTEE: Dr. SUNUNTA SIENGTHAI (CHAIRPERSON) Dr. SUNDAR VENKATESH Dr. YUOSRE BADIR Agenda: Introduction of the study Snapshot of BB and its current situation on human resource management. Findings and discussion. Conclusion of the study and recommendations. Introduction Bangladesh Bank (BB), the central bank of Bangladesh, is the key player for the financial sector of Bangladesh as well as for the economy. An urgent need for supply of adequate professional manpower to cope with the emerging challenges. Objectives of the study: 1. To describe the existing HRM of BB. 2. To assess the strengths and weaknesses of the current BB’s HRM. 3. To examine the relationship between BB’s HRM practices and HR Department’s employees performance. Research methodology ◦ ◦ ◦ ◦ ◦ Sampling Method Primary Data Secondary Data Data Gathering Instrument Data Analysis Flow chart of the research framework Bangladesh Bank and its situation on Human Resource Management • The • • establishment of BB Functions of BB Human Resources Department (HRD) of BB: HR Dept. has 3 division & each division has 2 wings. These arePlanning and Resourcing Division -Planning, Promotion & Transfer wing -Recruitment & Outsourcing wing Development and Benefit Division -Benefits & Administration wing -Training & Development wing Performance and Reward Division -Recognition...
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...................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION ................................................................................................................................ 21 BIBLIOGRAPHY .............................................................................................
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...my formal internship attachment with Nestlé Bangladesh Limited. I have tried to discuss all the relevant points of a feasibility study while keeping consistency with Nestlé Bangladesh Limited. I would be glad to clarify any discrepancy that may arise or any clarification that you may require regarding my project and report. Sincerely, _________________________ Syed Mohammad Shihan Sazid ID: 07204036 BRAC Business School BRAC University i Acknowledgement Firstly, I would like to thank Hasibur Rahman, Comapany Security Manager, Nestlé Bangladesh Ltd, and my Internship Supervisor, for entrusting me with such an important project and allowing me scope to work independently, providing all required support. I also thank Sumit Chakraborty, HR Officer – Training, Nestlé Bangladesh Ltd. for providing me with the information required to conduct my study. Lastly and most importantly, I would like to show my sincere gratitude to Ms. Afsana Akhtar, Associate Professor, BRAC Business School, BRAC University, my faculty supervisor for constant supervision and guidance. I am also thankful for the patience that she has shown during the project. In addition to this, knowledge on business strategies and training...
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...ensure that the workplace is free of harassment and bullying. Employees should feel comfortable and safe in their place of employment. Creating a productive working environment is beneficial to both the employee and the organization. Failing to take action in regards to workplace harassment and bullying leaves the organization liable for legal repercussions. Workplace harassment and bullying can often deter workers from committing violent acts against other employees and coworkers. Initiatives like Work-life balance can help to prevent workplace violence and harassment. Human Resources must do all that it can to ensure employees’ safety and to make the worker feel valued and supported at work and that federal guidelines are being followed. The Mariam-Webster dictionary defines harassment as creating an unpleasant or hostile situation for especially uninvited and unwelcomed verbal or physical conduct. It is the responsibility of the organization to immediately act on all claims of harassment. HR must be able to identify harassment, discrimination, retaliation, and violations of both federal and the organization’s policy. Harassment at work does not have to only be of a sexual nature. Workplace bullies can be employees, such as a bad boss or coworker, and sometimes a non-employee such as a client. Bullying at work is an increasing problem. Like childhood bullying workplace bullying is the tendency of individuals or groups to use persistent aggressive or unreasonable behavior...
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...Exercise #61 Item #1 Tom, I would like to have a meeting with yourself and your supervisor to review the evaluation. Are you available on Friday at 10:00 am? Sincerely, Jane Smith HR Department Additional Action: I will email Tom Morrison’s boss and discuss the evaluation with him. I hope that in my discussion I will discover that he has set forth a course of action to discus training and performance goals with this employee in achieving a stronger performance review in the future. (Mathis, Robert, et al. pg. 357) I will be sure to discuss with him the dangers of rating patterns and contrast errors. It is important that the reviewers understand that they should steer clear of rating employees against each other and stick to rating employees to the performance standards. (pg. 358) When evaluating employees they will need to be careful they are not rating an employee by a pattern or “average.” (pg. 357) If an employee is new, there may be areas they are strong in and other areas where a coaching opportunity may be present, so it is important to give them accurate feedback. It is also important to note the benefits of giving appropriate positive review content and not to focus too much on the negative. Too often managers are guilty of sticking to the negative aspects, which discourages employees. This will only deflate them and result in loss of commitment. (Thompson) Item #2 Thank you for bringing this concern to our attention. I have discussed this situation with...
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...PROJECT REPORT ON HR PRACTICES IN TATA CONSULTANCY SERVICES Guided by: Submitted by Titiksha Patidar(HRF058) Acknowledgement This is to acknowledge the quality help that was provided by the Institute-ITM and the related faculty in successfully completing the HRSS project on “HR practices in TCS”. We highly obliged and thankful to the faculty,Prof Dr. Snigdharani Mishra for all her patient guidance and help in successfully completing the project. Our special thank to Mr. Mohhamad Javed (Manager HR, TCS) and Mr. Divya Prakash Purohit ( Software Engg.,TCS). TABLE OF CONTENT 1. Introduction..........................................................................................3 1.1. History of Company...................................................................3 1.2. About the Company...................................................................3 1. HR Group in TCS................................................................................4 2. Manpower Planning.............................................................................5 3. Recruitment Process............................................................................5 4. Training &...
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