...manages the welfare and well being of the employees’ (Mondy & Noe, 2005). Relationship between HR Staff and Line Managers Both human resource managers and line managers have a vested interest in the achievement of success in their company. They, therefore, must work together. This cooperation will enable line management to be more proficient. It will also assist the human resource department to devote more time to strategic human resource management (Nankervis, Baird, Coffey & shield, 2014).When the line managers respond to tactical human resource duties and functions, the HR will devote time to critical issues.The human resource staff and line managers collaborate in some features that are core to employee relations. These functions are performance management, workforce strategy, departmental staffing, conflict resolution, training and development (MONDY & Noe, 2005). Line managers manage teams and individuals directly, they, therefore, give progress on the well-being of the employees and performance to a higher level of management. Line managers are typically referred to as line managers as they are situated at a lower level in the hierarchy of an organization. To determine the qualifications and skills departmental roles and seamless operations, HR managers and line managers should regularly communicate. Line managers also should assist HR staff to review the job descriptions of various positions so that completeness and accuracy of the job...
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...manages the welfare and well being of the employees’ (Mondy & Noe, 2005). Relationship between HR Staff and Line Managers Both human resource managers and line managers have a vested interest in the achievement of success in their company. They, therefore, must work together. This cooperation will enable line management to be more proficient. It will also assist the human resource department to devote more time to strategic human resource management (Nankervis, Baird, Coffey & shield, 2014).When the line managers respond to tactical human resource duties and functions, the HR will devote time to critical issues.The human resource staff and line managers collaborate in some features that are core to employee relations. These functions are performance management, workforce strategy, departmental staffing, conflict resolution, training and development (MONDY & Noe, 2005). Line managers manage teams and individuals directly, they, therefore, give progress on the well-being of the employees and performance to a higher level of management. Line managers are typically referred to as line managers as they are situated at a lower level in the hierarchy of an organization. To determine the qualifications and skills departmental roles and seamless operations, HR managers and line managers should regularly communicate. Line managers also should assist HR staff to review the job descriptions of various positions so that completeness and accuracy of the job...
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...HR professionals are tasked with acknowledging the needs of employees and implementing management agendas, thus serving as the voice of the employee and the voice of management while acting as a liaison for both parties (Guest & Woodrow, 2012). From managing strategic human resources to implementing processes for transformation and change to managing HR infrastructure and employee contribution, the role of an HR manager is truly multifaceted. There are times when the lines between the role of HR managers and the role of supervising managers. However, there are certain tasks that should only be carried out by HR personnel. Turnover incurs financial costs, disrupts operations, negatively impact workplace morale, and decrease productivity, customer satisfaction and quality (Hom, Mitchell, Lee & Griffeth, 2012). To identify the steps to take in reducing turnover rates employers must first understand why turnover is occurring. Determining why employees leave is an essential part of a firm’s strategic planning. Exit interviews should be conducted to identify problem areas that may be negatively affecting staff morale and may also help to identify areas of strengths (Christie, 2014). However, Heneman, Judge & Kammeyer-Mueller (2012), such proceedings need to be conducted by a neutral party experienced and skilled to gently inquest the full truth when ties of severed with employees. Exit interviews are therefore the responsibility of HR professionals or external consultants. While the...
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...Name of the Student | ANIRUDH CHAUHAN | Program | MBA-HR | Class Roll Number | B-14 | Enrollment Number | A0102314024 | Name of Faculty guide | MS. AMANPREET KANG | Case study title | WIPRO: Strengthening employee engagement and implementing effective Rewards and recognition system. | Student Declaration I declare (a) That the work presented for assessment is my own, that it has not previously been presented for another assessment and that my debts (for words, data, arguments and ideas) have been appropriately acknowledged (b) That the work conforms to the guidelines for presentation and style set out in the relevant documentation. ( c ) The Plagiarism as taken by Turnitin is ________ %. Date : Anirudh Chauhan MS. AMANPREET KANG Assistant Professor Department of marketing/IB WIPRO: Strengthening employee engagement and implementing effective Rewards and recognition system. Anirudh, Ms Amanpreet Kang ABSTRACT Employee engagement, rewards and recognition are integral part of human resources of any organization as they show the level of involvement and commitment of the employees towards their organizations. These not only motivates the employee in performing better but also enables HR in recognizing and rewarding the ones performing better than the other as per the set standards . It increases overall efficiency and also identifies the training needs if any. Attrition rate in BPO industry is very high and this is why...
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...Advantage Matthew R. Wilson GB520-01N: Strategic Human Resources Management Kaplan University February 28, 2012 Abstract Times are changing. Technological advances have launched radically new methods of communicating and working allowing tremendous expansion of business into a globalized marketplace. In turn, the workplace environment has become similarly complex and ever-changing bringing a vast number of challenges to the employee and employer. Workers are experiencing greater demand for their time both on the job and at home; and, this struggle to find work-life balance has quickly become a vital issue in the workforce. Thus, it falls upon the HR professional to bring viable solutions to these work-life issues while strategically working to align employee performance with corporate objectives. Workplace flexibility strategies seem to be the answer. However, developing strategies that produce measurable results and thus solicit the engagement of top-level executives as well as front line employees is not easy. This makes the role of the HR team even more critical to the success of businesses today. Workplace Flexibility as a Competitive Advantage As the business world becomes more diverse and global in nature, the necessity for workplace flexibility also grows. The generational diversity that exists today, as well as the shifting dynamics of industry in the United States, presents a greater importance on work-life balance forcing employers to develop strategies...
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...1. Choose three ‘best practice ‘models and outline the similarities and Differences between them . Ans The best practice approach This approach is based on the assumption that there is a set of best HRM practices that areuniversal in the sense that they are best in any situation, and that adopting them will lead tosuperior organizational performance.A number of lists of ‘best practices’ have been produced, the best known of which was pro-duced by Pfeffer (1998a), namely:1. employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment...
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...Outsourcing Enterprise Location: Harlem, NY, 10027, USA Employer: J&C Call Center Description Title: Human Resource Receptionist Location: Harlem, NY Salary: $10 - $12 per hour A receptionist is part of the core foundation of the company because they are first person a client and/or potential employee may meet. It’s important that HR receptionist is pleasant, polite and friendly, and he/she must understand the facility bylaws and their daily duties such as supporting the administration office and human resource department as needed. The Human Receptionist duties may include assignments such as preparation of recruitment files and miscellaneous HR reports. Additionally, the day to day responsibilities includes greeting and screening visitors and directs them to appropriate individuals in a timely fashion. Also, answering of incoming calls, clerical duties such as filing and running errands to ensure the company is organize and operates at its best potential. An ideal candidate must be proficient in Microsoft Excel. He/she must have excellent written and communication skills with at least 2 to 3 experience as receptionist, and being able to work with minimum supervision. Employee Relations: Assist the managers and supervisor verifying information on an employee’s file such as disciplinary letters Assist the recruiter preparing files for new hires Providing general information such as amount of vacations and sick days allotted per associate Data Management: ...
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...(PHR-CA) offering a 13-year HR career distinguished by commended performance and proven results. Extensive background in HR generalist affairs, including experience in employee recruitment and retention, staff development, mediation, conflict resolution, benefits and compensation, HR records management, HR policies development and legal compliance. Demonstrated success in negotiating win-win compromises, developing teambuilding programs, and writing personnel manuals, corporate policies, job descriptions and management reports. HR Skills |HR DEPARTMENT STARTUP |Staff Recruitment & Retention |Orientation & On-Boarding | |Employment Law |Employee Relations |Training & Development | |FMLA/ADA/EEO/WC |Alternative Dispute Resolution (ADR) |Performance Management | |Mediation & Advocacy |Benefits Administration |Organizational Development | |HRIS Technologies |HR Program/Project Management |HR Policies & Procedures | Professional Experience TREY RESEARCH — LOS ANGELES, CA Provides voice and data communications systems for small and mid-sized companies. HR Generalist, 2005 to Present ...
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...the HR strategy is in alignment with the business strategy. In order to ensure the HR strategy is aligned with the business strategy, HR needs to be proactive. It is HRs responsibility to identify the necessary skills to do the job and successfully recruit, promote, and evaluate based on those skills. According to the VP of the Center for Workforce Preparation at the U.S. Chamber of Commerce, Beth Buehlmann, she says that 75% of today’s workforce will need additional training “just to keep the jobs they have today” (Morden, 2013). Every company’s HR strategy needs to have a vision which is a picture of the anticipated future, a mission that is strong and convincing, goals that lead to the achievement of the needs and wants, strategy to achieve those goals, and initiatives to implement the strategy (Wheeler, 2012). Describe the HR job position and the responsibilities listed for that HR department. The Marriott HR department position is headed up by the HR Coordinator. This position is responsible for supporting recruitment, training, benefits, payroll, performance appraisals, and career development. Implementation of HR programs and initiatives is the responsibility of the HR Manager which requires the support of the HR Coordinator to ensure the proper execution (Job Descriptions, 2006). Determine which HR job positions you would prefer and explain why. The preferred HR job position would be the HR Manager. There are many reasons why this is such a vital role. The HR Manager...
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...employees perceive workplace procedures, interactions and outcomes to be fair in nature. These perceptions can influence attitudes and behavior for good or ill, in turn having a positive or negative impact on employee performance and the organization’s success. The concept of organizational justice extends traditional models of work behaviour that tend to conceptualize job demands, job control and social support as the main factors determining individual well-being and productivity. ‘Fairness’ is a largely subjective construct, which captures more basic elements of the social structure in which these other characteristics operate. Often the notion of organizational justice will only become relevant and tangible when a violation of said justice occurs. Examples of perceived injustices within an organization might include: • unequal pay for men and women doing the same job • performance reviews being conducted by someone with whom the employee has had little previous contact • the use of personality inventories to select new staff • arbitrary dismissals. Work psychologists have highlighted three distinct, though overlapping, types of organizational justice: distributive, procedural, and interactional. Each will be briefly described below, and their implications for HR practice examined. Distributive justice This type of justice refers to outcomes being distributed proportional to inputs — the so-called equity principle (Adams, 1965). Outcomes in a work context might...
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...requirements for the Degree of Master of Science in Management College of Business & Management Cardinal Stritch University November 29, 2011 Abstract Rapid development and expansion of the internet has boosted the realization and application of e-HRM. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. This paper aims at giving a clear definition of what HRM and e-HRM actually is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss some of the pros and cons associated with e-HRM from 4 different perspectives: individual, operational, relational, and transformational. Keywords: e-HRM, HRM, technology, management With the rapid development and expansion of the internet the realization and application of e-HRM has intensified. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing. (CedarCrestone, 2005) In addition, there is anecdotal evidence that e-HRM is becoming increasingly common and may lead to remarkable changes. (Anonymous, 2001) This paper aims at giving a clear definition of what HRM and e-HRM...
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...------------------------------------------------- Wiley (2012:2) identifies employee engagement as: 'The extent to which employees are motivated to contribute to organisational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organisational goals'. In contrast to this Swarnalatha and Prasanna (2013:52) claim that: 'Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation that profoundly influences their willingness to learn and perform is at work'. This description opposes that engagement is distinctively diverse from employee motivation, organisational culture and employee satisfaction. The reality is that there is no one agreed definition of employee engagement as there are over 50 definitions that all have variations between them. Although recent reviews by researchers show that there is a similarity in the key components of the varied definitions, these common components that are acknowledged include employee association with organisational goals and a compliance to exert discretionary effort, commitment, enthusiasm for work and organisational pride (Schneider et al, 2009). In the recent years there has become a gradual interest in employee engagement. Firstly the reasons for this is the correlation with organisational performance. By improving employee engagement it can beneficial to companies in order to improves its organisational...
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...Learning Organisation. Why is important in a strategic HRD approach To organising development? Outline the main features of the organisational development process as laid down by Beckard? HUMAN RESOURCE PLANING How does modern human resource planning relate to human resource strategy and how does it differ from manpower planning?may 2011 ------------------------------------------------- Outline the main principles of human resource planning. 1. Specify the data that you would need to analyse the potential absence problems of an organization MAY 2012 2. Which mechanisms of employee involvement or ‘employee voice’ would you recommend using and why? MAY 2012 3. Critically evaluate the range of options available to an organization when developing a strategy to accommodate the ‘employee voice’ (30 marks) MAY 2011 4. Outline and discuss the main obstacles hindering or preventing HR...
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...Suite SAP ERP Objectives Solution Benefits Quick Facts Empowering Employees with Employee Self-Service in SAP® ERP Objectives Solution Benefits Quick Facts Allow employees to take more responsibility Allow employees to take more responsibility Streamline HR processes and other routine tasks. With employee selfservice in the SAP® ERP application, organizations can improve productivity by automating processes; reduce administrative costs, cycle time, and error rates; and realize a quick ROI. Employee self-service gives employees worldwide personalized access to HR data, processes, and services. This empowers both employees and managers to take more responsibility for their jobs and development. Automation boosts data accuracy by enabling employees to enter, display, and update any personal information, including bank information and emergency contacts. At their desktops or on mobile devices, employees can record hours worked, report travel expenses, request vacation or leave time, and receive workflow-driven approvals from their managers wherever they are. Viewing time, salary, and compensation statements online saves mailing costs while speeding communication. Requests for support for completing countryspecific tax information can also be managed online. Interactive forms can help guide employees through processes. After filling out a form, the employee sends it to the responsible manager. On approval, the form is included in the employee’s online...
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...strong focus on four core business areas- life insurance, annuities, defined contribution, and group protection; and three distribution platforms- wholesales, retail, and worksite. Create a brief job description for a position within the company you research that you would like to fill. The brief job descripition I have put together is as follows: HR generalist will partner with the Group Protection business function and develop and execution of HR strategies to support business goals and objective. Some of the HR focus and initiatives for this role will include HR organizational development, policies / processes, talent Primary Responsibilities include (Lincoln Financial Group , n.d.): * Provide HR support and guidance to Group Protection clients. * Implement organizational development process within the Group Protection business unit. * Draw upon the functional shared service groups Human Resources for support in leadership and management development programs, employee relations, compensation design and recruiting. * Effectively communication with all levels of the organization and act as an appropriate balance for employee advocacy and needs of the business [ (Lincoln...
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