...VISION DEAL GROUP OF COMPANY APPLICATION FORM PERSONAL DETAILS 1. Surname................................................................................................................................... 2. Other name.............................................................................................................................. 3. Sex …...................................................................................................................................... 4. Date of birth …........................................................................................................................ 5. Nationality................................................................................................................................ 6. Religion …............................................................................................................................... 7. Marital status …............................ If Marriage number of Children...................................... 8. Residence ….......................................... Hometown.............................................................. 9. Address …................................................................................................................................ 10. House Address.......................................................................................................................... 11. Telephone Number...
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... 1. Define the term human resource management. 2. Describe the strategic importance of human resource management (HRM) activities. 3. Explain what career opportunities are available in the HRM field. 4. Discuss the role that specialists and operating managers play in performing HRM activities. 5. List the main objectives pursued by HRM units. Key Terms |HRM objectives |The ends an HRM department attempts to accomplish. Some of the specific HRM objectives are | | |(1) to provide the organization with well-trained and motivated employees; (2) to communicate| | |HRM policies to all employees; and (3) to employ the skills and abilities of the workforce | | |efficiently. | |HRM policy |A general guide to decision making in important decision areas. | |HRM procedure |A specific direction to action. It tells a person how to do a particular activity. | |HRM strategy |The plan that integrates HRM objectives, policies, and procedures. | |human resource management (HRM) |A function performed in organizations that facilitates the most effective use of people | | ...
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...policies, procedures, and processes which serve to train, develop, and retain” Gratton et al. (1999). Currently in the construction industry, there are few structured workforce management programs. There is however a need for a structured workforce management strategy in construction that can be used to effectively manage a workforce regardless of its skill level. Similarly a Project Based Organisation incorporates the dilemma of the conflicting needs of the temporary projects and the permanent organisational setting that defends long-term development as well as routines and interorganisational coordination (Sydow, et al., 2004). Therefore, in the context of a construction organisation a tension or conflict can occur between soft and hard HRM systems and logics. In a construction project, people are employed by the main contractor or developer and not by individual projects. This would imply that the relationship between employees and the organisation would go beyond the time period of a certain project. It is more common nowadays in the construction sector that the main contractor rely on “sub-contractors” for completion...
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...force is a challenge and if not addressed with the right skills, it will develop into disturbing elements that are very dangerous for the management of the company. The challenges of global talent selection and mobility of labor, established by a career concept that transcends national borders and organizational groups and the emergence of virtual collaboration on international projects requires companies to develop new skills in their employees to be effective in the complexity of today's contexts. The workforces are people, and as we are human, we are all different from various points of view. This paper aims to answer the question: “Is culture really all that International Human Resource Manager is about?” I’ve analyzed the differences between HRM and IHRM based on the concept of diversity, characteristics that influence both topics but in a different way. After this, the next stop is to define IHRM and the concept of culture to reach the conclusion that managing cultural differences in an international team is the major challenge to IHRM. Due to the movement of employees between foreign subsidiaries and headquarters and between foreign locales, HRM professionals are likely to find themselves working on international assignments. Managers working in their home countries but employed by a local subsidiary of a foreign MNE, will have to integrate a local culture and organizational culture into the local operation. The different communication styles, worker motivation...
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...article is to define the five major challenges in HRM. With the constant employee demands and constant negative consequences for employees, there has always been a need to satisfy them and provide them with benefits. HRM or human resource management is what looks into these types of issues and it focus on managing them efficiently and appropriately. The goal of this process addresses the most beneficial way to support employees while achieving results. Due to that reason, specific things need to be thought about thoroughly and plans must be made to asses those things. With this always comes challenges and in an article posted on Forbes, five of these challenges are put into perspective and they are explained with an enough detail to understand the reasons for focusing on theses specific issues. The key question that the author (s) is addressing is What it takes to be a good Leader and what are the top challenges for HRM to develop those leaders. Leadership skills are very important in today’s society and in every business. Being a leader is in itself a challenge. The most important information in this article is: Developing and retaining the best leaders is going to be one of the most important roles for Human Resources. The HR department has a clear role in this process and what it takes to determine the success of the organization. The main point(s) of view presented in this article are the challenges in HRM. The first two challenges are the investment...
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...Report On Managing Human Resources Table of Contents Introduction: 1 1.1 Explanation of Guest’s model of Human resources management, soft and hard and loose and tight human resource management 2 “Soft” and “Hard” HRM: 2 1.2 Differences between Storey’s definition of human resources management, personnel and industrial relation (IR) practices 2 1.3 Implications for line managers and employees of developing a strategic approach to human resources management 3 2.1 How flexibility is applied in workplace: 4 2.1.1 The core periphery workforce model (Atkinson 1984) 4 2.2 Two methods of flexibility developed in my organization 4 a) Improve work-life balance: 4 b) Provide physical and mental well-being: 4 2.3 Flexible working practices from both the employee and the employer perspective in my organization 5 2.4 impact of change in UK labour market have had on flexible working practices in the context of zero hour contracts in my organization 5 3.1 Form of discrimination that take place in the workplace 7 Description based on ethnicity and race: 7 Discrimination based on sex: 7 Discrimination based on religion: 7 3.2 Practical implications of equal opportunity legislation in my organization 7 3.3 Comparison of approaches to manage equal opportunities and managing diversity 7 4.1 Comparison of 360 evaluations with another performance appraisal method 9 4.2 Assessment of approaches for managing the employee welfare in my organization 9 4.3 Discussion on how latest health...
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...Managing Workplace Diversity & The Relationship with Human Resource Management and How Effective It Is Course: Business & Management Submission Date: 03/05/2012 Submitted to Leeds Metropolitan University Word Count:2989 Contents Contents Contents 2 Introduction 3 Diversity 4 Diversity in the Workplace 4 Emergence of Diversity 5 Legislation and Problems they Solve 6 Emergence of Managing Diversity 7 HRM 8 Relationship with Managing Diversity 9 HRM in the UK vs. USA 10 Reasons Supporting HRM 11 Critical Arguments Posed to HRM 11 Recommendations 11 Conclusion 11 References 11 Introduction In this report I will be investigating managing diversity and taking a look at how it has developed and how it has had an impact on everything in life. I will mainly focus on how this has had an effect in the workplace and look at key arguments that support diversity and look at arguments against diversity in the workplace and why this may be considered a negative or a hindrance and most importantly I will look at how successful this has been at helping companies maximise their assets and key areas that I have identified that need to be improved. In the second part of my report I will examine the close links of managing diversity and human resource management (HRM). I will look at factors that support it and arguments that need to be considered when looking at HRM. Diversity Diversity in people can be described as the subtle differences...
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...lou@tstt.net.tt ASSESSMENT PERIOD: April 2012 MODULE: Managing the Human Resource WORD COUNT: 3,302 The purpose of this study is to critically evaluate the role of the HRM function in delivering service quality to the Hilton Group. “The principles of HRM today are people-first, high-performance and high-commitment” RDI (2012) Module 8, Managing the Human Resources - Introduction "Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise" (Cherrington, 1995, p. 5). HRM can also be considered as a strategic and comprehensive approach to managing people and the workplace culture and environment. The Effective use of HRM enables employees to contribute effectively and productively to the overall company direction and in so doing achieve competitive advantage. Every organization business strategy is driven by numerous factors. Some of these may include external market factors, organizational factors which may include core competence and also people focusing factors. HRM must be explicitly aligned to support the organizations strategy in order to achieve success. In today’s fast grown organization, every successful company should pay utmost attention to HRM and its effective role. In paying attention to HRM, we focus on people, where people are said to be the most valuable...
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...DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT HRM has progressed since Henry Ford and the industrial revolution where employees were considered just able bodies to perform task. In the 1950’s Peter Drucker one of the founding fathers of HRM wrote that an effective system must direct the vision and effort of managers towards a common goal which is elemental to HRM. The principle of HRM was further bolstered with the passage of such legislature as the Equal Pay Act of 1963 and the Occupational and Safety Act of 1970 in the USA. Colleges introduced the discipline of HRM into their programs further cementing this principle. HRM as a function evolved out of PM during the 1980’s due to slow domestic growth and increased unionism; international competition and technological and commercial advances in the Japanese market; and in an attempt to stay competitive the USA and UK developed the process of HRM. PM as outlined by Torrington & Hall (1987) refers to the set of activities concerning the workforce including payroll, staffing, mediating between staff and management, complying employee law and other administrative task. It is concerned mainly with managing the workforce not resources. Conversely HRM as defined by Storey 1995 is the distinctive approach to management which seeks to achieve competitive advantage through strategic development of a highly committed and capable workforce using an array of cultural, structural and personnel techniques...
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...understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities to demonstrate their importance and impact. Originality/value – A systematic review and comparison of the past and current relationship between HRM and OE using the multiple stakeholder model have not been using both the viewpoints of both academics and practitioners. Keywords Human resource management, Organizational effectiveness, Multiple stakeholders Paper type General review HRM and OE...
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...Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between HRM and the Strategic Management Process 75 The Global Challenge 44 Competing through Globalization Apple Polishes Its Image through Auditing Overseas Suppliers 47 The Technology Challenge 48 Competing through Technology Connectiveness Enhances HR Practices 51 Meeting Competitive Challenges through HRM Practices 56 Organization of This Book 59 A Look Back 60 Summary 60...
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...pedagogy and practice in Australia. It reports IHRM academicians’ and practitioners’ understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field. Keywords International human resource management; pedagogy; Australia. Introduction During the last two decades academicians and practitioners of international management have paid increasing attention to the impact of globalization on the management of human resources across national boundaries. International businesses have increasingly turned their attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence), managing in other cultures and managing diversity in multicultural domestic workforces. Simultaneously, academicians have advanced understanding in these areas through the development of a distinct sub-field within the management discipline, namely international human resource management (IHRM) (Dowling et al., 1999). As more markets internationalize, more nations become integrated into the...
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...(BSB) INTRODUCTION HRM is the strategic and coherent approach to the management of an organization’s most valued assets. The people working there who individually and collectively contribute to the achievement of the objective of the business. HRM and HR have largely replaced the term “Personnel management” as a descriptive of the process involved in managing people in an organization. HRM is evolving rapidly. HRM is both an academic theory and a business practice that address the theoretical and practical techniques of managing a workforce. Employees play a dual role in an organization first as a factor of production and second as a motive force for other factors of production. It makes other factors operative and productive. People are the most valuable asset of an organization. Yet human assets are virtually never shown on the balance sheet OBJECTIVES OF THE STUDY This report will mainly focus on Human Resource Management9 HRM) practices of BSB. The proposed study will cover all HRM functions of BSB. The main objective of the study is to get an overall idea about HRM practices of BSB. The specific objective are as follows: v To understand about activities of various department and their key responsibilities. v To know the overall function of BSB for the contribution of industrialization of the country. v To show a concrete overview of HRM practices of the BSB. v To develop a theoretical framework on HRM practices. v To determine the problems of HRM practices of the...
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...P1.1 – Explain Guests model of HRM Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: * linked to the strategic management of an organization * seeks commitment to organizational goals * focuses on the individual needs rather than the collective workforce * enables organizations to devolve power and become more flexible * Emphasizes people as an asset to be positively utilized by the organization. Guest (1987) sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters. HRM’s approach should be linked to high performance and commitment rather than compliance. Guest (1997) recognizes that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities. P1.2 - Compare the differences between storey’s definitions of HRM, Personnel and IR practices. Storey (1992)...
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...Resource Management (HRM) practices As the world is becoming more competitive and unstable than ever before, manufacturing-based industries are seeking to gain competitive advantage at all cost and are turning to more innovative sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HRM practices have been defined in several aspects. Schuler and Jackson (1987) defined HRM practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Besides, HRM practices is also conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices a set of practices used by organization to manage human resources through facilitating the development of competencies that are firm specific, produce complex social relation and generate organization knowledge to sustain competitive advantage. Against this backdrop, we concluded that HRM practices relate to specific practices, formal policies, and philosophies that are designed to attract, develop, motivate, and retain employees who ensure the effective functioning and survival of the organization. Among the main approaches to develop HRM: ―universal‖ or ―best practice‖ approach (Huselid, 1995); strategic HRM practices approach (Delery...
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