...file of HRM 300 Entire Course you will find the next documents: HRM-300 Entire Course Latest Version A+ Study Guide.doc HRM-300 Week 1 DQ 1.doc HRM-300 Week 1 DQ 2.doc HRM-300 Week 1 DQ 3.doc HRM-300 Week 1 Human Resource Management Overview Paper.docx HRM-300 Week 1 Learning Team Charter.docx HRM-300 Week 2 DQ 1.doc HRM-300 Week 2 DQ 2.doc HRM-300 Week 2 DQ 3.doc HRM-300 Week 2 Equal Employment Opportunity Paper.doc HRM-300 Week 2 Human Resource Management Department Brochure.docx HRM-300 Week 2 Week 3 Assignment Outline.doc HRM-300 Week 3 DQ 1.doc HRM-300 Week 3 DQ 2.doc HRM-300 Week 3 DQ 3.doc HRM-300 Week 3 Employee Rights Review.doc HRM-300 Week 3 Learning Objectives Application.doc HRM-300 Week 3 Staffing Plan Paper.doc HRM-300 Week 4 Application of Learning Objectives.docx HRM-300 Week 4 DQ 1.doc HRM-300 Week 4 DQ 2.doc HRM-300 Week 4 DQ 3.doc HRM-300 Week 4 Job Description Worksheet.docx HRM-300 Week 5 DQ 1.doc HRM-300 Week 5 DQ 2.doc HRM-300 Week 5 DQ 3.doc HRM-300 Week 5 Learning Impact Statement.docx HRM-300 Week 5 Learning Objectives Application.doc HRM-300 Week 5 Sustaining Employee Performance Paper.doc General Questions - General General Questions HRM 300 Week 1 Individual Assignment Human Resource Management Overview HRM 300 Week 2 Learning Team Assignment Human Resource Management Department Brochure HRM 300 Week 3 Learning...
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...HRM 300 Final Paper Human Resources Management Click below link for Answer http://workbank247.com/q/hrm-300-final-paper-human-resources-management/3370 http://workbank247.com/q/hrm-300-final-paper-human-resources-management/3370 HRm 300, Human Resources Management: Final Paper Instructions This final paper is intended to demonstrate your knowledge of two main goals: • Your knowledge of the primary concepts presented in the course • How you interpret and then initiate that knowledge and understanding in a fictional business situation The requirements of this paper are common to the basic tasks of H.R. Professionals and/or Operations Managers. Whether your career is in H.R. or as a Manager, the tasks below are very common to both careers. Your final paper will be evaluated on a number of criteria including your demonstrated knowledge of text book concepts regarding each HRM and then, your planned and specific actions based upon your knowledge and understanding of your chosen business to address and solve that specific problem. The Scenario: You: Are the newly hired Human Resources Manager (HRM) of the company you’ll choose below and you report to Mr. Johnson. You’ve been hired to address issues existing within your company and that require your immediate attention. Your Company: You decide which business you work for. In the Additional Learning Resources of Unit 1, you'll find the Sample Business Plans link. Once at the Center for Business Planning/MOOT...
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...|[pic] |LISA BEGGS | | |School of Business | | |HRM/300 Fundamentals of HumanResourceManagement | Copyright © 2009, 2008 by University of Phoenix. All rights reserved. MU12BSM05 7/11/2012-8/8/2012 Course Description This course explores the critical role of human achieving resources in business results. The course will help students to have a solid understanding of the fundamentals of human resource management and its strategic relevance in business today. This course will provide students with a critical perspective on the development of human capital in the context of a unified system of attracting, retaining and developing talent that creates and supports the vision and values of the organization. Students will develop an understanding of the critical business implications for human resource professionals today. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies:...
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...Three: Approaches to HRM in the hotel Sector As outlined in Box 3.1, HRM in the hotel sector is strongly influenced by the variability of demand, particularly in those establishments serving the seasonal tourism industry. The hotel sector is also heavily dependant on the external labour market as staff turnover is typically high and, therefore, a ready supply of both skilled and unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers’ choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two ‘similar’ hotels operating in the same UK city. The Mercury Hotel The Mercury is a franchise establishment of a large US hotel chain. It is 4-star rated and mainly serves the commercial market catering for business clients and hosting conferences and seminars. It has almost 300 guestrooms, is located in the centre of a large UK city and directly employs over 200 members of staff. Two-thirds of employees are employed full-time on 39-hour contracts with working times varying from week to week. Any hours worked beyond this are paid as overtime. The remaining third of employees are part-time (up to 25 hours per week). This structure appears...
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...MGT 522 Week 4 Discussion #1 Read Taking Sides - Issue 11 - pp. 168-187 and answer the following questions: * How does information overload rob an employee’s quality of work/life? * What do you see as the advantages of working in a 24/7 virtual environment? * What are some alternate perspectives that HRM professionals may pursue to reduce the problems of information overload? Issue 11 deals with the increased dependence on laptops, cell phones, and PDA’s. This has become a serious problem in the workplace due to employees being distracted from work. With the rise of tablets and PDAs and the universal presence of mobile devices in meeting rooms and offices, it’s natural for managers to wonder where this trend is taking American employees. The information overload robs an employee’s quality of life because they are stuck on their laptops, cell phones or PDA’s. By being so consumed by technology they are not getting the work that needs to be done, done. Therefore, employee’s falling behind in the work place increases low performance and it becomes a problem for the HRM. “On average, Intel executives receive 300 emails a day, and Microsoft workers need 24 minutes to return to work after each e-mail interruption” (Rao, P. 2013, p. 171). This is an incredible stat, as it possible shows that once employees have read an email they tend to check social media, such as twitter, Facebook and Instagram. Thus taking them twenty-four minutes to get back to work. If an employee...
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...Week 2 Stage One Paper DeVry University Online Human Resource management Information Systems HRM340 Professor Stephanie HRM340 Stage One Paper Introduction In times past, Human Resource departments were often seen as administrative divisions that handled employee’s paper work. This view has evolved and has since caused the practice of human resource management to be seen as a partner that is strategically aligned with the organization as a whole and which operates to accomplish the goals of the company. One such thing which has made significant contributions to the evolution that has taken place in Human Resource Management (HRM) is the rise and advancements that have been made in information technology. These technological vices along with the many functions of HRM have been coupled to develop Human Resource Information Systems (HRIS). “HRIS enables an HR (Human Resource) department to streamline its activities and the demands placed on it by automating the Human Resource data and processes necessary for the management of the human capital of the organization”, (Kavanagh, Thite & Johnson, 2012, p. 4). Human Resource Information Systems allow HR managers to perform at optimum levels. This is done through the automation of key employee data and processes which essentially increases efficiency and reduces error and wastage of time. In the case of the Castle’s Family Restaurant chain, the investment in and implementation of an HRIS will impact the HR manager and department...
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...Three: Approaches to HRM in the hotel Sector As outlined in Box 3.1, HRM in the hotel sector is strongly influenced by the variability of demand, particularly in those establishments serving the seasonal tourism industry. The hotel sector is also heavily dependant on the external labour market as staff turnover is typically high and, therefore, a ready supply of both skilled and unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two similar hotels operating in the same UK city. The Mercury Hotel The Mercury is a franchise establishment of a large US hotel chain. It is 4-star rated and mainly serves the commercial market catering for business clients and hosting conferences and seminars. It has almost 300 guestrooms, is located in the centre of a large UK city and directly employs over 200 members of staff. Two-thirds of employees are employed full-time on 39-hour contracts with working times varying from week to week. Any hours worked beyond this are paid as overtime. The remaining third of employees are part-time (up to 25 hours per week). This structure appears...
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...providing you an opportunity to apply your own ideas and experiences. The project is also a means for evaluating the group’s analytical ability, creative thinking and judgment in the presentation of answers. ASSIGNMENT You will work in small groups of 5 or 6 individuals. Your group assignment involves identifying ONE problem related to Human Resource Management faced by a hospitality or tourism organization. The problem must be based on the actual experience of your small group member(s). In order to identify the problem, your group members may also interview managers/supervisors of any hospitality or tourism organization. Your group’s problem must be related to any one of the following topics: Legal Environment of HRM Strategic HRM Job Analysis Human Resource Planning & Recruitment Employee Selection Training & Developing Employees Performance Management Employee Compensation & Employee Retention Employee Safety & Health Managing Global Human Resources Your group must identify a problem related to any one of the above topics, analyze the problem, give recommendations and suggest an implementation plan for the recommendations. Your group members should relate the analysis of the problem to the human resource management concepts and theories covered in this course. WRITTEN REPORT The assignment should be organized in a professional manner (typed and double-spaced). The written report and presentation should include your group’s opinions and the references...
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...Table of Contents Scenario Stage Introduction 3 Business Assessment 4 Identified Problems 4 HRIS Needs Assessment 5 Proposed Model of Castle's Family Restaurant HRIS 6 Conclusion 7 References____ ____________________________________8____ SCENARIO STAGE 1 INTRODUCTION Castle's Family Restaurant has eight restaurants in the Northern California area with approximately 300-340 employees. Most of the employees are part time with approximately 40% of them full time. The Operations Manager, (Mr Jay Morgan), also acts as the HR manager and travels to each location every week to take care of scheduling, recruiting, hiring and answering questions for the employees as needed. He also takes care of payroll using an Excel spread sheet and has a computer application to print payroll checks. Mr Morgan approaches you, (an HR Consultant), for a proposal. Due to the increase in gasoline costs, he would like to greatly reduce his travel time for visiting each location each week and wonders if there is anything you can suggest to him to help him complete his HR tasks in a cost-effective manner. He hopes there is some way he can do part of his HR tasks from his office instead of traveling to each location. BUSINESS ASSESSMENT: (Per Professor Ficken)- The name, type, and size...
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...DOING BUSINESS IN ASIA, EUROPE, AMERICA I. Core Book: a. Week 2: - Core text Ch.7 (pp.192-221) b. Week 4a: - Core text Ch. 3 (pp. 60-84) c. Week 5a: - Core Text Ch. 13 pages 402-405 d. Week 7ab: - Core text Ch.14 (pp.433-438) - Core text (2008) pp. 13-15 and 60-61 e. Week 9ab: - Core text Ch. 14 & 15 - Core text Ch 16 pp.482-504 f. Week 11: - Core Text, Chapter 19, Pages 592-606 II. Other Book: a. Week 3a3b: - Read Moffet, M., Stonehill, A. & Eiteman, D. (2006) Fundamentals of Multinational Finance, Chapter 11, 12 & 13. - Deutsche Banks Global Registered Shares (pp.332-333). - Tirstup Biomechanics (Denmark): Raising Dollar Debt (pp.357-359) b. Week 5b - Sanyal (2001). International Management: A Strategic Perspective (Prentice Hall), Ch.2, pp.66-77 c. Week 6ab: - Read Moffet, M., Stonehill, A. & Eiteman, D. (2006) Fundamentals of Multinational Finance, Chapter 20 & Read Stanley Works & Corporate Inversion (pages 541-545) d. Week 7a 7b: - Moffat, Stonehill & Eiteman (2006). Fundamentals of Multinational Finance, Ch.19 - Gardner & Weirich (1992). Business Investigations: How CFOs can manage risk through information, Journal of Corporate Accounting & Finance, Vol.10, Issue 1, (pp.129-139). - Madura & Fox (2007). International Financial Management, Ch. 19, pp.652, 659-661 e. Week 8a : - Chetty, S. & Campbell-Hunt, C. (2004) ‘A Strategic Approach to Internationalization: A Traditional Versus a “Born-Global” Approach’, Journal...
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...each = 1.75 points) 1. __T__ Today’s managers have found that employees do not set aside their cultural values and lifestyle preferences when they come to work. The challenge is to make organizations more accommodating to diverse groups of people by addressing different lifestyles, family needs, and work styles. 2. __T__ Work Process Engineering is referred to at times as work process reengineering because it goes beyond incremental change and requires an organization to face the possibility that what the organization may need is radical or quantum change. 3. __F__ Drug testing in today’s organization is conducted not to eliminate illegal substance at the point of hire, but only to catch those using it in the workplace. 4. __F__ Type A behavior is characterized by a procrastinated sense of time urgency, excessively competitive drive, and difficulty accepting and enjoying leisure time. 5. __F__ the purpose of job analysis is ONLY concerned with the amount of money that is paid to the employee for following their job description. 6.__T_ some stress in organizations is absolutely necessary; without it, workers lack energy. 7._T__ Employee assistance programs (EAPS) are specific programs designed to help employees with personal problems. Multiple Choice: Please select your answer and place it in the space before the question (11* .25 each = 2.75 points) 8. __E__ The Human Resource Management process consists of which basic functions ...
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...HRM in India Summary ------------------------------------------------- India is being widely recognised as one of the most exciting emerging economics in the world. Besides becoming a global hub of outsourcing, Indian firms are spreading their wings globally through mergers and acquisitions. During the first four months of 1997, Indian companies have bought 34 foreign companies for about U.S. $11 billion dollars. This impressive development has been due to a growth in inputs (capital and labour) as well as factor productivity. By the year 2020, India is expected to add about 250 million to its labour pool at the rate of about 18 million a year, which is more than the entire labour force of Germany. This so called ‘demographic dividend’ has drawn a new interest in the Human Resource concepts and practices in India. This paper traces notable evidence of economic organisations and managerial ideas from ancient Indian sources with enduring traditions and considers them in the context of contemporary challenges. Intriduction Over many centuries India has absorbed managerial ideas and practices from around the world. Early records of trade, from 4500 B.C. to 300 B.C., not only indicate international economic and political links, but also the ideas of social and public administration. The world’s first management book, titled ‘Arlhãshastra’, written three millennium before Christ, codified many aspects of human resource practices in Ancient India. This treatise presented notions...
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...Chapter 4 - HRM Incident 1: A Degree for Meter Readers Judy Anderson was assigned as a recruiter for South Illinois Electric Company (SIE), a small supplier of natural gas and electricity for Cairo, Illinois, and the surrounding area. The company had been expanded rapidly, and this growth was expected to continue. In January 2009, SIE purchased the utilities system serving neighboring Mitchell County. This expansion concerned Judy. The company workforce had increased by 30 percent the previous year, and Judy had struggled to recruit enough qualified job applicants. She knew that new expansion would intensify the problem. Judy is particularly concerned about meter readers. The tasks required in meter reading are relatively simple. A person drives to homes served by the company, finds the gas or electric meter, and records its current reading. If the meter has been tampered with, it is reported. Otherwise, no decision-making of any consequence is associated with the job. The reader performs no calculations. The pay was $8 per hour, which was high for unskilled work in the area. Even so, Judy had been having considerable difficulty keeping the 37 meter reader positions filled. Judy was thinking about how to attract more job applicants when she received a call from the human resource director, Sam McCord. “Judy,” Sam said, “I’m unhappy with the job specification calling for only a high school education for meter readers. In planning for the future, we need better-educated...
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...often noting the critical difference between competitive strategy and business strategy. Some even went further into corporate strategy, the resource based, and knowledge based view as well as ethics, culture and institutional setting. Surprisingly none of them questioned what was meant by a firm’s HR system. I will follow the same line of argument in this paper with thanks to the students, very few of whom have any intention of becoming HR professionals. We start with some of the classics in strategy and HRM, go on to look briefly at some major studies, or the ones that have influenced my thinking. Thereafter the paper notes the problems with the assumed link with competitive strategy as a dominant, or the dominant, force in determining an HR system. Once the focus is widened to cover business strategy two very interesting, and linked, phenomena can be observed. First, what we thought strategy was all about has changed hugely. Second, our definition of what constitutes HRM (or the management of employment relations) has broadened beyond recognition. This is where the definition of...
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... Location: Block TBA Room TBA Lecturer’s Name: Building & Office No: E-mail Address: Consultation Days and Times: Subject Coordinator: DR. PAYYAZHI JAYASHREE Block 16 Office 21-4 payyazhijayashree@uowdubai.ac.ae SUNDAY : 3 TO 6PM , TUESDAY : 3 TO 6PM DR. PAYYAZHI JAYASHREE 1 SUBJECT DESCRIPTION This subject addresses performance management, which is defined as an ongoing communication process that involves both the performance manager and employee. Key aspects of this process are examined. Topics include: identifying and describing essential job functions and relating them to the mission and goals of the organization; developing performance standards; giving and receiving feedback about performance; writing and communicating constructive performance evaluations, and planning education and development activities to maintain and improve employee work performance. 2 LEARNING OUTCOMES On successful completion of this subject students will be able to : 1. Describe the key concepts and techniques of performance management. 2. Explain the development of performance management as an area of growing importance for managers and employees. 3. Critically assess the significance of rewards in managing performance. Subject Outline Template F-ACD-DB-01.04.03 V11 12 Aug 2012 (Add Subject Code and Name) 4. Analyse and wherever relevant, propose justified solutions to performance management problems. 5. Examine and evaluate contemporary issues in performance management. 6. Actively...
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