...Charles Martin in Uganda: What to Do When a Manager Goes Nat |575 By Raef Khalid on 8 October 2013 Share Make a copy Comments (0) Please log in to add your comment. Report abuse Transcript of Charles Martin in Uganda: What to Do When a Manager Goes Nat Charles Martin in Uganda: What to Do When a Manager Goes NativeCharles MartinProject ManagerUgandaHydro Generation (HG)Power Plant Project in Uganda :Local support. Gov’t strongly favored project – highly unregulated Displacement of 700 villagersLawrence Lovell, CEO :Believed business should embody Christian valuesJames Green, Vice PresidentConcerned about business practices and lifestyleProfessional educationMinor in African Studies form University of Wisconsin Served in Peace Corps in KenyaMBA from University of MarylandExperience with Hydro GenerationResponsibilities :Gain local supportSet up office, hiring, customs, logistics, inventory Assist foreign personnelLocation:Uganda is in East AfricaCapital City:KampalaGovernment: Multiparty democratic republic. Population:Just over 30 million people live in UgandaLanguage:English (official national language), Ganda or Luganda, Nilo-Saharan languages, Swahili, and Arabic.Religion:- Roman Catholic 33%- Protestant 33%- Muslim 16%- Indigenous beliefs 18%Currency:Uganda Shilling,Questions ( 1 )Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there?1-different types of communication language:The official language there is English...
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...seeing a particular product market as more effective or efficient than its competitions, and cost leadership. By utilizing these generic strategies against industry’s external environmental determinants, management can affect a firm’s performance. On the contrary, a resource-based view suggests that a firm can sustain its competitive advantage through the alignment of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...Resource Management in understanding the Hospitality Industry Human Resource Management (HRM) has been placed, at least in terms of prescriptive theory, above all the other primary activities of a business and the importance of HRM to businesses in general has been argued to be central and fundamental in order to better enable their business activities and for the fulfilment of their business objectives. In discussing the Resources, Competences and Strategic Capability of Businesses, Johnson and Scholes (1997, Ch 4, p147), say of HRM - “This is a particularly important area which transcends all primary activities. It is concerned with those activities involved in recruiting, managing, training, developing and rewarding people within the organisation”. Others have found evidence that HRM practices can significantly improve a firms performance and for example Dessler (2000 p18) cites research which claims as much as 30% differences (improvements) in financial performance which were attributed to differences in HR practices in banks. He continues to note a study (p 19) which identifies that in 97 metalwork manufacturing plants “Similar evidence of the HR-Performance link has been found”. Elsewhere, as Redman and Wilkinson, Editors (2001 Ch 1, p10) point out, Strategic Human Resource management (SHRM) theory holds that “an organisation’s human resource assets are potentially the sole source of sustainable competitive advantage” This serves to illustrate that HRM has been...
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...Assessment - Outcome 1. 1. Human Resource Management is a modernised way of managing people effectively in organisations, using the platform of Personnel Management and developing on its traditional approach of being part of the organisation only to provide a welfare service to workers, but rather to recognise that a company’s workforce are its most valuable asset, and utilising the staff to help the organisation and people prosper and thrive. HRM deals with recruiting, performance managing, benefits, developing and training staff, resolving disputes and grievances, wages and salaries, communicating effectively with staff at any level within an organisation, and making sure laws and legislation are complied with, and are up to date. HRM takes the modern day ‘pro-active’ role as opposed to the outdated ‘reactive’ role adopted by the Personnel Management approach, and this is seen as pivotal to the way Human Resources is now managed. The ‘pro-active’ role looks to anticipate and predict the organisations needs and welcomes innovative ideas that can benefit the organisation as a whole e.g. restructuring organisation to better increase communication between managers and staff, instead of the old fashioned ‘reactive’ role used by Personnel Management which waits for problems to arise – then takes appropriate action. 2. When analysing personnel management and Human Resource Management, and how they differ - four major stages are a looked at, they are: social justice, human...
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...ASSIGENMENT- BRITISH AIRWAYS Information British Airways was founded in 1974 year from its predecessor’s addition. It is the biggest international airline in the world. It is based at Heathrow Airport in London, the busiest international airport in the world, and has a global flight network through partners such as American Airlines in the United States and Qantas in Australia. As the United Kingdom's sole global network carrier, it transports 36 million passengers a year to around 268 destinations and 97 countries. The airline revisited to profit in2010 the first since 2007 making 157millon pound pre tax income. British Airways (BA) is a private profit-making airline based in the United Kingdom that flies to destinations all over the globe, including the United Kingdom and Ireland, North America, the Caribbean and South America, the Middle East, Asia, Australia and Africa. Headquartered at Heathrow Airport in London, BA is known for its attention to detail and emphasis on safety and security. British company British Airways is all about bringing people together, and taking them wherever they want to go. This applies as much to our employees as the 36 million people who travel with us every year. The travel industry is notoriously competitive, and we have certainly had our share of challenges over the past few years. We believe we now have a firm strategy in place that gives us good cause for...
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...MANAGEMENT AND EFFECTS IN HRM Cynthia Williams-Whitehurst BUS303 – Human Resource Management (BFM1547A)) Instructor: Farrell Martin December 21, 2015 Human Resource Management strategically aligns the recruiting, developing and placement of employees to sustaining the organizations objective for its constituents. The priority of HRM is to effectively and efficiently motivate every employee to fulfill the goals of its company to be nationally and globally competitive in a desired industry. By designing work goals that are attainable and challenging employers reassure their competitive edge in an industrial environment (CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL, n.d.). Humans Resource Management, manages the people who manage the organizations capitals’. Regulatory and Labor laws mandate and dictate Human Resource Management (HRM) to select, train and promote candidates through Equal Employment Opportunities and or Affirmative Action. Human Resource Management teams use multiple methods to derive and administer compensation, safety and health benefits to its employees all in an effort to attract and retain the most talented individuals. In today’s economy employees in the United States are protected by Federal Legislation under Equal Employment Opportunity (EEO) and Affirmative Action (AA). Recruitment discrimination is protected by the Civil Rights Act of 1964. Title VII of the Civil Rights Act administers the standards upheld by the equal employment opportunity...
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...According to Armstrong (1997) personnel management is a traditional approach to managing people at the workplace .It is more rigid and inflexible in nature .On the other hand, Human Resources management is a new approach to people management at the workplace .It takes a more humane aspect in considering employee desires. Personnel and Human Resource Management rely heavily upon each other to make them both succeed. Personnel Management focuses on the recruitment and management of work that an employee has to do, whereas Human Resources Management focuses on the general well being of all employees and any safety issues that employees may have in the workplace. Organisation and industrial management of employees is also included within Human As such these two have similarities and differences which the paper shall discuss in the following discussion. There are two approaches in employee management. They are the Human Resource Management (HRM) and Personnel Management. Although these two approaches seem different at a glance and on the surface, they are somewhat similar to one another in quite a few ways. Armstrong mentioned in his book “The key to improved business performance” it can be argued that the similarities between Personnel Management and HRM are Personnel management strategies, like HRM strategies, flow from the business strategy. Personnel management, like HRM, recognizes that line managers are responsible for managing people. The personnel function provides...
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...its competitive advantage. Changes in the environment such as widespread globalization, rapid technology and other such factors have led to organizations realizing the significance of controlling human resources in a firm. Since organizations have also become more dynamic and complex, the need to manage human resources has become more essential. In recent years, many individuals demanded for a more strategic approach to managing people in a firm, rather than the traditional methods, and thus the idea of strategic human resource management (SHRM) was adopted. Strategic human resource management is a branch of human resource management, and it can be defined as ‘ the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage.’ (Sinha, R 2007). This essay is going to focus on how strategic human resource management helps organizations achieve a sustained competitive advantage. Sustainable competitive advantage is the position a firm develops in relation to its competitors that are not duplicable an unsurpassable than its competitors. Recently scholars have come to the basis of HR skills and competences as sources of competitive advantage. Human resource practices as well as competitive strategies are based on the assumption that employee behaviors are needed for each type of competitive strategy and that these behaviors can be attained by...
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...Human Recourse Management (HRM) BUS 303 Human Resource Management November 28, 2010 An important aspect of an organization’s business focus and direction towards achieving high levels of competency and competitiveness would depend very much upon their human resource management practices to contribute effectively towards profitability, quality, and other goals in line with the mission and vision of the company. Human Resource Management Managers plays the role of carrying out the functions of HRM department within an organization. The importance of HRM Manager’s role within an organization cannot be over emphasized. However, before evaluating their roles, there is need to know what Human Resource Management is, and the objectives of human resource management within an organization. uman resource management (HRM)is the function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.(Ivancevich, 2010). Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training . In a short way to say about HRM is putting the right people to the right task and vice-versa to get the maximum output for an organization in a process. The people/workforce is represents one of its most potent and valuable...
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...Resource Management (HRM) XXXXXXXX BUS303: Human Resources Management Instructor: Conni Whitten September 7, 2014 Throughout history Human resource management (HRM) has had many very different job descriptions. The main purpose for Human resource management is managing people within an organization with a very thorough and structured process. HRM, complex as it is, is constantly evolving with the ever changing times every businesses faces. “The goal of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees while simultaneously improving the work life of employees and treating employees as valuable resources,” according to reference to business. Within this paper many areas of Human Resource management such as the EEO and affirmative action, the planning and recruitment process, the selection and development process, the compensation and benefits process, the safety, health, and employee and labor relations will be examined. Every business big or small should have long and short term goals and a strategic plan to achieve those goals in order to increase the market value of that organization. When you speak of HRM, you speak of people, every business has to have people, and having a well-developed HRM department will allow the business to gain their employment, develop their skills, and keep them motivated and happy while working for the organization. Listed below are the major everyday strategic HRM tasks; ...
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...Difference between Human Resource Management and Personnel Management Human resource management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. In other words, Human resource management is concerned with ‘people centric issues’ in management. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT ALTHOUGH both human resource management (HRM) and personnel management focus on people management, if we examine critically, there are many differences between them. Some are listed below:...
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...be separate from the questions of how best to justify a final decision. Payroll can be a demanding and time-consuming task and many businesses have opt to transfer these services to an external payroll service provider to manage and save the company time, cost, and avoid penalties. A CBA should be conducted to determine rather or not a company should replace its internal payroll system with a payroll outsourcing service. Direct Indirect Revenue Enhancements • Outsourcing payroll services • Better managed payroll and human resource (HR) functions • Compensates for the lack of skilled workers • Access new technology to automate payroll and HR functions • Increased levels of service Cost Reductions • Reduced cost for payroll management by 15-20% (depending on organizational efficiency level) • Reduced administrative burden • Higher employee satisfaction • Reduced turnover rate (employees are less...
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...Human Resource Management (HRM) practices However, the greatest impact on both service quality and productivity in hotels is likely to derive from efficient and effective HRM practices. Recruitment is presently negligible in Indonesian and Malaysian hotels, but has become a crucial issue in Singapore (eg. Debrah, 1993) and Australia, in terms of both quantity and quality. Desperate situations require innovative solutions. The Singapore Grand has a comprehensive recruitment strategy, including the attraction of older employees, incentive employee referral programmes, hotel trainees from SHATEC, guest workers, and a mix of full-time, part-time, casual and “internal casual” employees. Australian hotels are in a similar situation. At least part of the solution to the staffing dilemma - ie., quantity but variable quality - may be in closer hotel management involvement in the curricula and accreditation of hotel training schools and associations. Criteria for employee quality in all hotels needs attention as well, and this has been established in most hotels studied, through job analyses, revised job descriptions and distilled selection criteria. The Jakarta International and the Penang Resort, in particular, have designed comprehensive job analysis and selection interview systems. Most hotels suggest that skills requirements are less crucial in choosing service employees than their attitudes, behaviour or values. Cultural advantages appear to exist here in Indonesia and Malaysia...
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...then led to the development of tradition SCM systems up to the advanced systems companies apply at present. The evolution of supply chain management occurred during the 1990s; at this time, collaboration between manufacturers and suppliers had been established in order to enhance traditional approaches in supply management functions. At the same time, retailers as well as wholesalers had integrated their logistics operations as well so as to achieve greater competitive advantages ( 2002). In the process, both of these concepts were joined and became a strategic approach to what is now known as supply chain management (SCM). In this chapter, the relation of the apparel industry to SCM is explained. Models, implementation needs as well as the dilemma on the application of SCM systems are also discussed through the citation of various related literatures and studies. Relevance of the Supply Chain to the Apparel Industry The apparel industry goes through a number of business challenges. Due to certain trends like fashion and consumer preferences, companies operating in the industry often encounter the issue on demand uncertainty. In order to address this, apparel businesses utilize the concept of product variety. This technique however, would require certain activities such as production systems, forecasting and inventory management. This then emphasizes the need for the apparel industry to employ innovative systems to manage and handle its supply chains. Traditionally...
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...HRM 531 WEEK 4 PERFORMANCE MANAGEMENT PLAN A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=hrm-531-week-4-performance-management-plan Visit Our website: http://hwsoloutions.com/ Product Description HRM 531 Week 4 Performance Management Plan, Supervision and primary organizational modification within today’s business involves flawless purposes and position among divisions and staffs. The foundation for such alteration is the performance plan, stepping stones to a definite future. How effectiveness methods and highpoints in meeting its performance strategy will be key reasons for success. The purpose of this paper is to present the arrangement implements used to attain calculated development points over single rights. These tools consist of a professional model, an expressive model of preferred worker skills, a fiscal incentive system, and a performance assessment system, all dedicated upon structural and planned alignment. Bradley Stone field Limousine Company should have stimulates workers to constantly attempt for the highest levels of performance. We designed a performance management plan to meet the expectations of the company: Employee Ratings, Employee Incentives and Employee Compensation is provided every day, not only during review intervals. Positive criticism is provided on areas to be handled. Workers are motivated to evaluate their job responsibilities and duties and notify management of issues. Workers are motivated to talk about frustrations...
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