...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 support function…perceived as being remote from business performance issues”...
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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 for...
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...GRADUATE CERTIFICATION IN INTERNATIONAL MANAGEMENT DEVELOPING ORGANIZATIONAL CAPACITY The significance of constantly developing each employee within an organization is quite high as in order for employees to perform tasks and jobs adequately, every organization provides at least some form of training and engages in different types of development processes to ensure that the organization has the required proficiency and competent manpower it requires. Being one of the leading retailers Aldi engages in a variety of training and development methods all aimed at ensuring their staff are competent and well trained for their individual tasks. With the current growth rate and the demand for more staff within many areas across the organization the need to be able to identify precisely needed skills for each role is a main concern for Aldi. Armstrong (P10, 2009) states that ‘the concept of hard HRM is based on a management- and business-oriented philosophy. It is concerned with the total interests of the organization – the interests of the members of the organization are recognized but subordinated to those of the enterprise. Hence the importance attached to strategic integration and strong cultures, which flow from top management’s vision and leadership, and which require people who will be committed to the strategy, who will be adaptable to change and who fit the culture.’ Aldi approaches this situation by engaging in rigorous recruitment, training and development processes...
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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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...RESOURCES PRACTISES AND ENTREPRENEUR TRAINING OF INNOVATIONS AND SMALL MEDIUM FIRM PERFORMANCE By : M. Mohd Rosli & Rosman Mahmood (Univesity of Malaysia Kelantan & University of Technology Mara) This study aims to address the questions of how HRM practices and entrepreneur training interact with innovation, which then affect SMF performance. To study was conducted to examine and investigate the direct relationship of ; (1) HRM practices (training & recognition), entrepreneur training, innovations and control variables (Firm Age and Firm Size) with the performance of SMF’s, and the (2) Interacting effects of HRM Practices (training & recognition) and entrepreneur training on the relationship between innovation and SMF performance. Two hundred eighty-four (284) organizations throughout Malaysia participated in the study. The major activity of the firm must be in the three industries that is food and beverage, textiles and clothing and wood-based products. The unit of analysis for this study is the owner or manager of the firm. The respondents were requested to fill up a self-administered questionnaire containing variable on company background, HRM practices and entrepreneur training, innovation and firm performance indicators. Seven hypotheses has been developed to study the direct relationship of HRM practices, entrepreneur training, innovation and control variables with the performance of SMF’s and the interacting effects of HRM practices...
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...The guest model is propounded by David Guest (1987) which is based on the assumption that the human resource management is in its own world in terms of people management. David guest developed four aspects of human resource management which are strategic integration, flexibility, high commitment and quality. This model is a fusion of aspects that resemble both a hard and a soft approach of HRM. The purpose of this model was to try and distinguish human resource management from personnel management. In his quest to distinguish the 2, Guest suggested that human resource management is unitaristic, individualistic and mutual while personnel management is advisory, compliance oriented, pluralist and collective. Tempting as it may be, human resource seems to promise unrealistic goals. Firstly, Armstrong defines human resources as strategic, intergrated and coherent approach to the management of the organisations most valued asset working there (2009). Rama Rao (2010) defines personnel management as a set of programs functions and activities designed to maximize both personal and competent people. According to Bratton et al 2007 personnel management only focuses on cost minimisation rather than quality of workforce. On the other hand human resource management is manipulative. Wilmo (1993) quoted in Armstrong (2005) that human resources management operates as a form of insidious control. It preaches mutuality but the reality is that it exploits workers whereas human resources in this...
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...competence-building and work motivation. By the mid 80’s most of the organizations in India had established, fully fledged HRD departments. After that, most of the companies started their HRD departments for improving their business. In the past, the performance of the firm was expected to high corporate success by companies and its shareholders. So most of the organization was focused on achieving their shareholder satisfaction and improving the quality of their product. At the same time, most of the companies have been taking a lot from the natural environment such as land, minerals,...
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...Table of Contents Introduction 3 Different views about SHRM 5 SHRM and business strategy 5 Flexible manning 6 Why does SHRM contribute to the success of an organisation? 8 The benefits of SHRM 9 Conclusion 10 Reference List 11 Bibliography 12 Introduction The aim of strategic orientated HRM is the creation of competition advantages by integrated measures in the areas of selection, use, cooperation, remuneration systems, education and further education as well as the motivation of the executives and employees. Strategic orientated HRM comprise not only the selection and development of persons, also the arrangement of an organisation and the corporate culture in accordance with the corporate policy and the strategy from the corporation (Schumacher, 2009). Very important for a good convert of a strategy is a good top management. Which can keep down the strategy to the line managers and normal employees. The strategic management process is typically broken down in five steps as you can see above. The first step in the model begins with senior managers evaluating their position in relation to the organisations current mission and goals. The mission describes the organisations values and aspirations. It indicates the direction senior management is going. A goal is a desired future state that the organisation attempts to realize. The second step the environmental analysis looks at the internal organisational strengths and weaknesses and the...
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...HRM level 2_ Module 1_Eve Lawrence What is HRM? Human resource management (HRM) is a complete and clear approach to the development and employment of people within an organization. HRM is structured and supported by a number of theories relating to the behaviour of people and organisations, strongly concerned with ethical employment and how people should be treated in terms of moral values. HRM aims to build good relationships with employees based on trust and personal achievement therefore benefiting the achievement of business goals. HRM deals with all aspects of employees within an organization. Areas of HRM include recruitment, interviews, orientation, induction, motivation, learning, performance reviews, employee relations & wellbeing, training, development, change management and complying with employment law. The core purpose of HRM is to develop and make efficient use of the workforce within an organization. HRM is people management within organizations designed to maximise employee performance focusing on the company’s strategic objectives. Effective HRM enables employees to contribute productively to the overall company direction and accomplishment of the organizations goals and objectives. What was the main message of the Harvard framework? Through my research and understanding I have come to the conclusion that the main message of the Harvard model by Beer et al is that decisions and actions made by line managers have a long term effect on relationships...
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...notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental- humanist or utilitarian-instrumentalist principles (Legge, 1995b). The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately represents what is happening within organizations (Storey, 1992; Wood, 1995). This leads us to question the value of these dimensions for defining normative forms of HRM. In this paper, we analyse the conflicts and tensions both between and within the soft and hard models,. CONFLICTS AND TENSIONS BETWEEN SOFT AND HARD MODELS...
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...‘’A flexible firm model optimizes the use of human resources’’ Kalleberg, 2001 * Social and economic changes in the past century have underscored the need for organizations to have greater employment flexibility. * Industrial countries and manufacturing sectors emphasize in human resource management that organizations can adapt any changes in technology, in labour markets, price competition, in capital markets internationally and nationally. * A great deal of attention has been paid in recent years to human resources management practices that are designed to provide employees with skills, information, decision-making responsibility and incentives to improve business performance. These new practises are replacing unions and collective groups of people. * Flexibility adapts the size, composition, responsiveness, and the cost of labour in order to achieve organization’s goals. * Explanation of this: 1) Organizations often hire people for shorter period with specific assignments and this is cheaper than employing permanent staff that maybe sometimes are not fully utilised 2)The size of organization and that of labour force varies from organization to organization 3)High supply of workers willing to work casually- High unemployment and more and more people are educated and the working system cannot absorb them into jobs (Bennett, 1994) * David Guest (1987) in advocating de-centralisation emphasised the role it plays in increasing flexibility within...
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...related to links between corporate strategies and HRM and identify issues which organisations need to address that make such a link work effectively in aligning HRM and corporate goals Over the years, there has been increased recognition and awareness that business needs to match its business strategies according to the human resource functions and practices. The main reason behind this is that economy has changed from manufacturing based to knowledge based economy. Many organizations’ competitive advantage now stems more from their human assets (Bal et al., 2013). This concept of integrating business strategy and human resource management is called strategic human resource management where it gradually became well known in the 1980s (Azmi, 2011) This paper discusses evidences related to links between corporate strategies and human resource management and issues that needs to be identified for the link to work effectively. According to Liao (2005), “a strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain competitive advantage”. Whereas, strategic human resource management involves creating and applying a set of internally consistent guidelines and practises that safeguard a firm’s human capital, which directly contributes to the achievement of its corporate goals (Baird & Meshoulam, 1988). Bal et al. (2013) describe this approach of linking business concept and HRM practices as “bridging” between business strategy...
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...in reward management? RECRUITMENT & Selection process How can recruitment and selection processes contribute to strategic HRM? MAY 2012 How can recruitment and selection processes contribute to strategic HRM? OCT 2012 How do recruitment and selection practices help to deliver SHRM? MAY 2011 LEARNING ORGANISATION / ORGANISATIONAL DEVELOPEMENT Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? oct 2012 How does the ‘Learning Organisation’ approach seek to deliver organizational success? MAY 2011 Discuss the main features of a 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...
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...Realistically looking at every organization today, the use of Human Resource Management is unavoidable, regardless whether it is to a profit or non-profit organization. Human Resource Management (HRM) has been defined as “a strategic approach of managing employees relation which emphasize that supporting people’s capabilities is critical to achieving competitive advantage, this being achieved through an distinctive set of integrated employment policies, programmes and practises.” stated by (Bratton and Gold, 2007, p: 7). In another term, (Walton, 1985, p: 16) emphasized that Human Resource Management is “mutual goals, mutual influence, mutual respect, mutual rewards, mutual responsibility”. This stresses mutuality between employers and employees. The main aim of this writing is to focus on the “Importance of Human Resource Management practices towards London Organizing Committee of the Olympic and Paralympics Games (LOCOG)”. London Organizing Committee of the Olympic and Paralympics Games in short “LOCOG” will be led by Sebastian Coe (Chair) and Paul Deighton (Chief Executive). It is based in Canary Wharf along with the Olympic Delivery Authority. LOCOG’s major responsible is to put together and prepare the London 2012 games to deliver on time. LOCOG will also be putting together test events before the Games, overseeing the four-year Cultural Olympic leading up to the Games and recruiting and training volunteers (London Committee, 2011). The legacy embedded in LOCOG is having...
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...Critically evaluate the research evidence that suggests HRM can (and does) contribute to improvements in organisational performance The distinctive feature of HRM is its assumption that improved performance is achieved through the people in the organization.’ (Guest, 1997) important therefore for performance improvement is that the organisation makes policies that would facilitate Human Resources at work, it could be assumed that Human Resource would have a substantial impact on the business performance. When the Human Resource Management journal was launched in 1990, Guest (2007) claims “it was able to capture a rising wave of interest in human resource management and in particular the relationship between human resource management (HRM) and performance”. Throughout the decade many authors provided sound evidence about a positive link between HRM and performance, including Huselid (1995) and Arthur (1994). Almost a decade later two major reviews of the topic were carried out by Boselie et al (2005) and Combs et al (2006) who both confirmed many of the journals signified an association, but also concluded that evidence of the link between performance and HRM was of an “association rather than a causation” Guest (2007). Both reviews also claimed there was insufficient evidence to explain why there was an association. The major problem as Guest (1997) states we need “a theory about HRM, theory about performance and a theory about how they are linked”. The aim of this...
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