...Introduction While the Industrial Revolution first brought about the need for organised workforce management, the ideas and approaches put forward by theorists over the past century can be seen, albeit refined and developed, in modern people management literature and practises 3 | Page today. Models such as Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative...
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...Executive Summary The paper presents its analysis on the HR policies and procedures and discusses about some of the best practises when it comes to performance management in an organization. Some of the key practises discussed in the paper would be: • Setting up effective goals • Panning and continuous monitoring of the execution of the goals • Refer to multiple sources of information and systems to extract the data on performance metrics • Document and record the progress the observations and action items so that they can be referred for future use • Adequate coaching and training to the management to handle the talent and manage their careers • Appraising and rewarding policies to encourage and motivate the performers in the company The paper looks to analyze a few case examples from various companies and relates them to the HR practises best creating a link between them. Finally it concludes by highlighting the current scenario and its challenges and recommends a few new methodologies in order to adapt and align with the changing business strategies. Introduction: Performance improvement with the role of performance management is probably the most talked about topic in today’s workplace. The question is that why suddenly the focus on performance management now. The ever increasing business pressure has compelled the organizations to become more effective and efficient and to execute better on business strategy. While the Human Resource partners understand the importance...
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...defining talent management. Ashton and Morton (2005) state that “there isn’t a single consistent or concise definition”. However, they acknowledge that “good TM is of strategic importance”. From a broad and analytical review of the literature on talent management in the academic and professional press, Lewis and Heckman (2006) identified three distinct perspectives of the term. The first perspective by Lewis and Heckman (2008) defines talent management as a group of human resource department functions, activities, practises or specialist areas including career and succession management as well as recruiting, selection and development. In this perspective, HR must manage its talent like it always has but in a faster way through the internet or across the organisation rather than in just one department (Lewis & Heckman, 2006). This is further supported by Hughes and Rog (2008) who discussed how Lewis and Heckman (2006) implied a systems approach to perform HR functions which involves technology and occurs throughout the whole organisation. A characteristic...
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...Associate membership: Complete the DHRP course. Further my knowledge of the HR role and Employment Law. Add value to what I do - how I manage the HR function within my organisation. Develop my behaviour in a more precise manner, appropriate to each given situation. Build on my personal credibility as a professional. Why I believe CPD to be important t Keeping knowledge up to date As professionals we have a responsibility to keep our skills up to date. This is especially pertinent in the field of Human Resources where ever-changing legislation and economic factors can affect our working lives. To be competent To be a professional you must have the competence to practise. Your role may change, you may have different demands placed on you and you may not be competent to meet these. Career progression It can help us assess our development through reflective learning, identifying what we need to do to meet our career aspirations. Devising my PDP In devising my own plan I considered what I needed to progress. I decided to study for a professional qualification (Diploma in HR Practise) as good way of expanding my knowledge and gaining a formal, professional qualification. Networking is a low cost option where I can meet other HR Professionals to share information and experiences. Attending seminars is another good way of gaining knowledge and meeting other HR professionals at little cost to the company. In summary, CPD is a valuable tool...
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...Introduction Human Resource is the most important term in world business , HRM deals with the most important asset of an organization- human assset. It is impossible to run a business without employees in an organizaton. Employees are the most valuable resource and HRM ensure the proper utilization and retention of this resource. HRM is the process of managing human asset and nurchuring their talents in the organizations in a structured and thorough manner according to the organizations requirement. This covers the fields of staffing (recruitment & selection) organization,.. training and development, compensation management, performance appraisal management, retention policies, managing employees and employers relation, matching employee expectations with the organizations goal etc.All the functions of hrm is challenging to the managers as their decision is effect on the organizations image even in existance. The function recriuting people includes, job analysis, job discription, matching employee qualification with job requirement, selecting the right person, orientation and determining the pay structure compared to the standerd etc. The term training and development requires need assessment to train them, updated emplyees with the technological advance. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organization apart from just money. A performance management process sets the platform...
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...1. Introduction This paper focusses on proactive behaviour in organisations and how this can be stimulated by implementing certain human resource practices. Scientific research on these subjects has been done and can be of added value in practise. The first chapter elaborates on the concept of proactive behaviour. 2. What is proactive behaviour? A review of the literature shows that several conceptualizations have been used to define proactive behaviour. Yet, based on Crant (2000), I regard proactive behaviour as a set of characteristics of an individual that includes acting in advance of a future situation, rather than just reacting. It means taking control and making things happen instead of adjusting to a situation or waiting for something to happen. Based on the literature I believe that proactive behaviour occurs on an individual level and people showing this kind of behaviour are able to trigger changes in an organisation. The general concept of proactivity that consists of four different constructs of proactive behaviours (proactive personality, persons initiative, role breath self-efficacy and taking charge) seem to support my believe. Crant (2000) describes that each construct considers the way in which an employee approaches and defines his or her work, focusing on efforts to improve things in the workplace. Yet, there is insufficient research to draw any conclusions about the relative usefulness of the four constructs. It is important to note that a differentiation...
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...Upon arriving, he saw Tom lying on an emergency stretcher. Norman stopped his jeep a few yards from where Tom was sleeping and approached him. “Hey, you asleep?” Norman asked. Tom awakened with a start and said, “No, I wasn’t sleeping.” Norman waited for Tom to collect his senses and then said, “I could tell that you were sleeping. But that’s beside the point. You weren’t at your workstation. You know that I have no choice but to fire you.” After Tom had left, Norman called his mine foreman and asked him to come in and complete the remainder of Tom’s shift. The next morning, Norman had the mine HR manager officially terminate Tom. As part of the standard procedure, the mine HR manager notified the regional HR manager that Tom had been fired and gave the reasons for firing him. The regional HR manager asked the mine HR manager to get Norman on the line. The regional HR manager said, “Norm, you know Tom is Eustus Frederick’s brother-in-law, don’t you?” Frederick...
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...------------------------------------------------- Name: Sarah Kearsley ------------------------------------------------- ------------------------------------------------- Centre Name: ICS ------------------------------------------------- ------------------------------------------------- ICS Student Number: 21000543 ------------------------------------------------- ------------------------------------------------- CIPD Student Number: 44235175 ------------------------------------------------- ------------------------------------------------- Qualification Title: Human Resource Practise ------------------------------------------------- Unit Title: Understanding Organisations and the Role of Human Resources (3HRC) ------------------------------------------------- Unit Code: 40552A ------------------------------------------------- Assignment Number: 1 ------------------------------------------------- Candidate declaration: ------------------------------------------------- ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ ------------------------------------------------- ------------------------------------------------- I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit...
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...INTRODUCTION MaimunahAminuddin (2003) defined Human Resource Practise (HRP) as an activity undertaken in all organizations large and small to ensure that people who are employed are used effectively and efficiently, and be able to contribute to the achievement of organizational goals. According to Bohlander and others (2001), HRP include consolidation of a diverse workforce to achieve common goals. Ivancevich (2001) also defines HRP as a function implemented in the organization to help facilitate the effective use of human resources to achieve organizational and individual goals. The early conception that is cost because they have to be paid salaries and provided various forms of benefits such as leave, bonuses and health benefits. However, the importance of the human element cannot be separated from the success of the organization. While Peter F.Drucker, stating that “man, of all the resources available to man, find Grow and Develop.” Abdul Aziz Ahmad was of the view that an organization must have a working sound quality and high caliber, effective training programs to motivate employees, capabilities and commensurate wages for the workers, as well as rights and services (welfare) is good. Muhammad Nasri and Ab. Aziz (2005) also underlined that the Islamic Perspective mean HRP management practices in an effort to create, develop and expand and pursue effective use of resources within themselves to achieve self-improvement and community. The role and functions of HRD is referring...
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...and comment on the activities, knowledge and behaviours. ( band 1 or 2 ) CIPD reveals HR profession map to replace old standards By Louisa Peacock on 21 Apr 2009 in Careers in HR, CIPD, HR qualifications, Latest News, The HR profession The CIPD has unveiled an ‘HR Profession Map’ which will replace the institute’s professional standards structure ahead of the launch of new qualifications next year. The map is designed to help professionals become equipped with the relevant skills needed for current practise and future growth areas across HR, in preparation for an overhaul of Chartered Institute of Personnel and Development (CIPD) qualifications expected to be introduced in 2010. It recognises that people could enter the HR profession from a diverse range of backgrounds, and that career paths are more complicated now than when the original standards were set, the CIPD said. The map contains three key elements: * Professional areas – what HR practitioners need to do and know * Behaviours – how to carry out activities, divided into four bands of competence from beginner to leadership * Bands and transitions – how to develop from one role to another, split into four bands of competence which illustrate the hierarchy of the profession. The news comes just weeks after CIPD chief executive Jackie Orme told Personnel Todaythat CIPD qualifications will be transformed to offer HR staff a greater understanding of what drives performance in organisations. Orme said today:...
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...Introduction to the HR area being investigated Over the past few years, my organisation has had a reluctance to recruit permanent labour. To combat this, for every permanent member of staff that leaves, either due to ill health, age or other governing reasons, we are instructed to backfill with temporary labour. The collated data is being used to investigate the effect of this shift in labour pattern, paying particular attention to staff retention. The table below gives a month by month record of how many staff have been employed, temporary and permanent , how many temporary staff are left at the end of each month compared to how many are left that are on a permanent contract. Month | Temporary staff | permanent staff | total | permanent leavers | Temporary leavers | total leavers | Jan-15 | 166 | 359 | 525 | 7 | 2 | 9 | Feb-15 | 181 | 344 | 525 | 15 | 5 | 20 | Mar-15 | 181 | 344 | 525 | 0 | 7 | 7 | Apr-15 | 204 | 321 | 525 | 23 | 7 | 30 | May-15 | 235 | 290 | 525 | 31 | 12 | 43 | Jun-15 | 238 | 287 | 525 | 3 | 17 | 20 | Jul-15 | 250 | 275 | 525 | 12 | 42 | 54 | Aug-15 | 267 | 258 | 525 | 17 | 23 | 40 | Sep-15 | 277 | 248 | 525 | 10 | 27 | 37 | Oct-15 | 286 | 239 | 525 | 9 | 30 | 39 | Nov-15 | 288 | 237 | 525 | 2 | 34 | 36 | Dec-15 | 304 | 221 | 525 | 16 | 45 | 61 | Jan-16 | 305 | 220 | 525 | 1 | 53 | 54 | Feb-16 | 308 | 217 | 525 | 3 | 57 | 60 | An explanation of how I analysed and interpreted the data To make a comparison between...
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...Table of Contents Introduction 1. Definition of Knowledge Management 2.1. Contribution of KM to organizations 2.2. KM creates Learning Organization 2.3. KM as Communities of Practise 2.4. KM as Information Technologies like KMS 2.5. KM as HR issue 2.6. KM as combination of all of the above 2.7. KM provides competitive advantage 2. KM as an IT fad 3.8. Failures of KM 3.9. Promises of KM vs what it has delivered Conclusion References Introduction With the changing trends in the field of business management one can see Knowledge management emerging as one of the major areas of importance. Many organizations have learnt the importance of implementing the KM initiatives to gain competitive advantage over their rivals and reaped the benefits while some other companies have gained bitter fruits. When few companies gained competitive advantage, how is it that the others had bitter experiences? This question has led to many people voicing their opinions against the KM initiatives. The aim of this paper is to clarify this question, without any prejudice, by providing both the pros and cons of KM initiatives. 1. Definition of Knowledge Management Srikantaiah & Koenig (2000) defined knowledge management as a ‘discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets.’ Successful organizations are...
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...tables and exhibits. Where modified by me, this has also been indicated.” CONTENTS 1. EXECUTIVE SUMMARY 2. FINDINGS 3.1. About Dave Keller 3.2. The Temporary Position Issue 3.3. The Company Mission/Vision or Core Value 3.4. Outcomes, KPI’s and Goals 3.5. The Project Budget and Time Constraint 3.6. The Authority, Accountability and Responsibility Issue 3.7. Bound by Contract 3.8. Old Practises 3.9. Upskilling 3.10. The Human Resource Dilemma 3.11. The Morale Issue 3.12. Featherbedding and Nepotism 3.13. Top Management Support 3.14. The Transformation 3. RECOMMENDATIONS 4.15. About Dave Keller 4.16. The Temporary Position Issue 4.17. The Company Mission/Vision or Core Value 4.18. Outcomes, KPI’s and Goals 4.19. The Project Budget and Time Constraint 4.20. The Authority, Accountability and Responsibility Issue 4.21. Bound by Contract 4.22. Old Practises 4.23. Upskilling 4.24. The Human Resource Dilemma 4.25. The Morale Issue 4.26. Featherbedding and Nepotism 4.27. Top Management Support 4. CONCLUSION 5. BIBLIOGRAPHY 1. EXECUTIVE SUMMARY This case “NoGo Railroad” touches on so many bad qualities that are unfortunately being practised right here in South Africa. The employees have no sustained growth or training. The...
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...Business Man 1 Intro to Bus Man as science - Study Unit 1 & 2 Man science uses a scientific approach to solver many problems. Used in variety of orgs to sove different types of problems. Encompasses a logicical mathematical approach to problem solving 1.1 Man science process • Observation - Identification of a problem that exists in the system or organization. • Definition of the Problem - problem must be clearly and consistently defined showing its boundaries and interaction with the objectives of the organization. • Model Construction - Development of the functional mathematical relationships that describe the decision variables, objective function and constraints of the problem. • Model Solution - Models solved using management science techniques. • Model Implementation - Actual use of the model or its solution. 1.2 Factors of production Natural resources i.e. crude oil Capital i.e. investors Labour i.e. technical and academic Entrepeneurship i.e. takes capital and link labour and natural resouces combined with risk to provide goods and services. Knowledge i.e. to determine wants and needs quickly and to respond to them with products and services. 1.3 3 Most NB Economic systems = Capatalism, Socialism and Communism 1.3.1 Capatalism Free market system Built on principles of private ownership Is based on the right to make a profit, right to compete and the right to own property. System is market driven and the solutions to a country's economic problems...
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...online. The desire to find the right pair eventually led him to start an online shoe business, Zappos.com. By 2009, the organisation had grown and joined global online retailer, Amazon.com Inc. and last year the organisation was restructured into 10 companies under the Zappos Family of Companies unit. Zappos Family is fast gaining a reputation not only for having great customer service but particularly for being a good employer. Fitting into Zappos’ shoes Earning a reputation as a good employer is no mean feat and the organisation’s quirky and open culture has helped to achieve this. This culture took some time to develop but it has now become a part of everyday work practices for all Zappos Family employees. Hollie Delaney, director of HR at Zappos.com. says that the organisation needed to define itself and the people who would work for it, and this definition came in the form of the 10 core values (see sidebox). “Our 10 core values are our foundation and our guide in making decisions,” she explains. Some of these values may seem a tad silly to people outside the organisation – they include “Create Fun and A Little Weirdness” and “Deliver WOW Through Service” – but the organisation has proven that such values work for its employees. The values came about not...
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