...|Thursday |Friday |Saturday |Sunday | |Week 1 |2/10 |2/11 |2/12 |2/13 |2/14 |2/15 |2/16 | |BUS 210 |Post Bio |DQ 1 | |DQ 2 Week 1 Knowledge Check |Business Models and Systems CheckPoint | | | |Week 2 |2/17 |2/18 |2/19 |2/20 |2/21 |2/22 |2/23 | |BUS 210 | | | |Business Organization CheckPoint Week2 Knowledge Check | | |Evolution of Business Presentation | |Week 3 |2/24 |2/25 |2/26 |2/27 |2/28 |3/1 |3/2 | |BUS 210 | |DQ 1 | |DQ 2 Week 3 Knowledge Check |Code of Ethics CheckPoint | | | |Week 4 |3/3 |3/4 |3/5 |3/6 |3/7 |3/8 |3/9 | |BUS 210 | | |Roles and Behaviors CheckPoint |Week 4 Knowledge Check |Four Functions of Management CheckPoint | |SWOT Analysis | |Week 5 |3/10 |3/11 |3/12 |3/13 |3/14 |3/15 |3/16 | |BUS 210 | |DQ 1 | |DQ 2 Week 5 Knowledge Check |Contingency Theory of Leadership CheckPoint | | | |Week 6 |3/17 |3/18 |3/19 |3/20 |3/21 |3/22 |3/23 | |BUS 210 | | | |Motivation and Teams Case Study CheckPoint Week 6 Knowledge Check | | |Job Fair Brochure | |Week 7 |3/24 |3/25 |3/26 |3/27 |3/28 |3/29 |3/30 | |BUS 210 | |DQ 1 | |DQ 2 Week 7 Knowledge Check |The Impact of HRM CheckPoint | | | |Week 8 |3/31 |4/1 |4/2 |4/3 |4/4 |4/5 |4/6 | |BUS 210 | | |IT Applications Presentation CheckPoint |Week 8 Knowledge Check |Hardware/ Software Components CheckPoint | |Developing Good Business Sense | |Week 9 |4/7 |4/8 |4/9 |4/10 |4/11 |4/12 |4/13 | |BUS 210 | | |Capstone Discussion Question |Week 9 Knowledge Check | | |Final Project: Business Portfolio...
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...Fellows Word Count (Log book): 5936 Word Count (Reflective commentary): 1495 Date of Submission: 07th Jan 2012 Contents 1. Week 1 Developing the practitioner……………………………P:3 2. Week 2 Communication………………………………………………P:4 3. Week 3 Presentation Skill…………………………………………….P:5 4. Week 4 Training and Learning……………………………………..P:6 5. Week 5 Equality and Diversity……………………………………..P:7 6. Week 6 Recruitment and Selection……………………………..P:8 7. Week 7 Performance management and Appraisal……….P:9 8. Week 8 Absence Management……………………………………P:10 9. Week 9 Counselling and Mediation………………………………P:11 10.Week 10 Grievance and Discipline……….....……………...P:12 11.Week 11 Developing the Practitioner……………………..P:14 12.Week 12 Management of Change……………………………P:15 Reflective Statement…………………………………………………..P:17 Reference list……………………………………………………………..p:21 Date: 25 /09/2012 Seminar 1- Developing the practitioner Legge (1995) concludes that there is very little difference between human resource management and personnel management, but there are some differences that are important. Human resource management concentrates more on planning, control and monitoring than on what is done for manager and employee’s mediation. Staffing objectives, performance objectives, Change-management objectives and administration objectives are the four basic objectives of human resource activity. Through I reading the notion of these objectives, CPD and the skills of being the ‘thinking’...
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...CHAPTER 3:HUMAN RESOURCE MANAGEMENT 10-11 3.1HUMAN REROURCE MANAGEMENT 10 3.2 HRM PROCESS 11 3.3 HRM PLAN & FORECASTING IN BPL 11 CHAPTER 4: RECRUIT & SELECTION PROCESS IN BPL 12-24 4.1 RECRUIT & SELECTION 13 4.1.1 RECRUITMENT OBJECTIVES 14 4.1 .2 RECRUITMENT PROCESS 14 4.1.3 SOURCE OF RECRUITMENT 14 1.INTERNAL SOURCE 15 2. JOB POSTING PROGRAMS 15 3.DEPARTING EMPOLYES 15 4.EXTERNAL SOURCE 15 5.ADVERTISEMENT 15 6. EMPLOY REFERRALS 15 7.EMPLOYMENT EGENCY 16 8.WALK-INS AND WRITE INS 16 9.CONSULTING THE CV BAnk 16 4.1.4 SELECTION PROCESS 16 4.2. SELECTION PROCESS 22 4.2.1 INDUCTION & PROBATION PERIOD FOR NEW EMPLOY 23 4.2.2 JOB DESCRIPTION 23-24 CHAPTER: 5 TRAINING & DEVELOPMENT PROGRAM OF BPL 24-32 5.1 TRAINING & DEVELOPMENT PROGRAM OF BPL 24 5.1.2 INDUCTION TRAINING 24 5.1.3 CLASSROOM TRAINING 24 5.1.4 OFF THE JOB TRAINING 25 5.1.5 ON-THE-JOB TRAINING 25 5.2 EMPLOYMENT DEVELOPMENT 27 5.3 TYPES OF TRAINING 27 5.3.1 TRAINING PROCESS 28 5.4 EVALUATING THE RESULT 28 5.5 TRAINING AIDS 28 5.6 PERFORMANCE APPRAISAL 28 5.7 EMPLOYEE COMPENSATION 29 5.8 MOTIVATING EMPLOYEES IN BPL 32 5.9 HEALTH AND SAFETY 32 CHAPTER: 6 RECOMMENDATONS 33-35 6.1RECOMMENDATION 33 Chapter 7: CONCLUSION 36 7.1BIBLIOGRAPHY 37 Chapter: 1 Introduction 1. EXECUTIVE SUMMARY Human Resource Management (HRM) is a relatively new concept in Bangladesh. It was a few years ago that this was considered...
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...to the competitive environment. Several scholars have noted that managing people is more difficult than managing technology or capital (Barney, 1991; Lado and Wilson, 1994). However those firms that have learnt how to manage their human resources well would have an edge over others for a long time to come because acquiring and deploying human resources effectively is cumbersome and takes much longer (Wright et al., 1994). The effective management of human resources requires sound Human Resource Management systems. Storey (1995) defines HRM as a distinctive approach to employment management which seeks to obtain competitive advantagethrough the deployment of a highly committed and skilled workforce, using an array of techniques. HRM can help firms improve organizational behavior in such areas as staff commitment, competency and flexibility, which in turn leads to improved staff performance (Koch and McGrath, 1996).In order to develop a sound HRM system , the organization should have effective Human Resource Management practices.HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals (Schuler & Jackson, 1987; Schuler & MacMillan,...
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...Internship report On [pic] The Practice of Human Resource Management in Aarong & AAF Submitted to Farhana Nur Malik Lecturer BRAC Business School BRAC University Submitted By Mehjabin Tanjila ID: 05304024 Brac Business School BRAC University Date : 26th Septerber,2010 Letter of Transmittal September 26th, 2010 To Mrs. Farhana Nur Malik Lecturer BRAC Business School BRAC University Subject: Internship report on “The practices of HRM in Aarong& AAF” Dear Madam, This is to inform you that I’m a student of BBA program of BRAC University, Major in Human Resource Management and Marketing. It is my pleasure to carry out the internship report under your supervision. As a requirement of preparing an internship report based on the practical situation in an organization, I selected Recruitment as my core concentration along with few other HR practices that I have come across during my internship program. So I have prepared a report on the “practice of Human Resource Management in Aarong & AAF. I hope this report reflects on the contemporary issues on the Human Resource Management that are being Practiced by organizations in our country. I would like to request you to accept my internship report for further assessment. Sincerely yours, ……………… Mehjabin...
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...Internship report On The Practice of Human Resource Management in Aarong & AAF Submitted to Farhana Nur Malik Lecturer BRAC Business School BRAC University Submitted By Mehjabin Tanjila ID: 05304024 Brac Business School BRAC University Date : 26th Septerber,2010 Letter of Transmittal September 26th, 2010 To Mrs. Farhana Nur Malik Lecturer BRAC Business School BRAC University Subject: Internship report on “The practices of HRM in Aarong& AAF” Dear Madam, This is to inform you that I’m a student of BBA program of BRAC University, Major in Human Resource Management and Marketing. It is my pleasure to carry out the internship report under your supervision. As a requirement of preparing an internship report based on the practical situation in an organization, I selected Recruitment as my core concentration along with few other HR practices that I have come across during my internship program. So I have prepared a report on the “practice of Human Resource Management in Aarong & AAF. I hope this report reflects on the contemporary issues on the Human Resource Management that are being Practiced by organizations in our country. I would like to request you to accept my internship report for further assessment. Sincerely yours, ……………… Mehjabin Tanjila ID: 05304024 BRAC Business School Acknowledgement I would like to take this opportunity to convey my heartfelt appreciation to them whose blessing and cooperation was important...
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...Training and Development Project Week 4 Yonette Bailey DeVry University HRM 420 In order to determine if the training that the cashier and food prep employees is receiving is effective there will be training evaluations done. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. The main purposes of training evolutions include but are not limited to: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes (Training and Development, 2007). Training evaluations should be completed before, during, and after training. The learner's skills and knowledge are assessed before the training program. During the start of training, trainees generally feel it as a waste of resources because at most of the times trainees are unaware of the objectives and learning outcomes...
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...Technology, Yola ABSTRACT This paper introduces the development of Human Resource Management (HRM) from a historical perspective and explains the debate between HRM and personnel management. Thus, the paper identifies the historical developments and their impacts on HRM, outlines the development and functions of HRM, explains the differences between HRM and Personnel Management, evaluates ‘hard’ and ‘soft’ approaches to HRM, illustrates how diversity is an issue in Human Relations (HR) practice and finally considers HRM as an international issue. It concludes with a discussion about ‘hard’ and ‘soft’ models of HRM and its implications for the human resource manager. INTRODUCTION The term "human resource management" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as "personnel administration." The name change is not merely cosmetics. Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. The field also lacked a unifying paradigm. HRM developed in response to the substantial increase in competitive pressures American business...
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...desired goals. Any organization, whether new or old, small or big needs to run smoothly and achieve the goals and objectives which it has set forth. For it develops and implements its own Human Resource Management concepts. As such, the basic functions of HRM, broken down into seven different areas, allow for it to handle the strategic, tactical and operational decisions for the organization. The seven functions of HRM are: Planning, Recruiting, Selection, Socialization, Training and Development, Performance Appraisal, Compensation, Labor relation, and Motivation function Beximco Pharma (BPL) is a leading edge pharmaceutical company based in Bangladesh and is acclaimed for its outstanding product quality, world-class manufacturing facilities, product development capabilities and outstanding professional services. Its strategic strengths include strong recognition of brands, highly skilled work force and diversified business mix. Being a Learning Organization the core essence of Beximco Pharma is its entrepreneurial spirit in every sphere of its management. In this spirit, the tasks of each managerial function are carried out through HRM. In this report, we have tried our best to exemplify how the basic functions of HRM are exercised in Beximco Pharma. We have analyzed BPL’s several functions: planning, recruiting and selection, training and development, performance appraisal and employee compensation from the view of Theoretical Definition, Practical Application, Basic Principles...
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...returns date to learners (if applicable): 14 May 2013 21 June 2013 02 August 2013 10 September 2013 Page 1 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 -BLANK PAGE- Page 2 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 Introduction The aims of this assignment are to measure the outcome of students’ learning in terms of knowledge acquired, understanding developed and skills or abilities gained in relation to achieve the learning outcomes. The aim of this unit is to develop an understanding of the theory and practice of human resource management focussing on current human resources practice and the impact of topical issues and legislation. Edexcel Grading Criteria The assignment/portfolio will be assessed according to the following grading criteria: PASS Criteria: LO 1 Understand the different perspectives of human resource management 1.1 Explain Guest’s model of HRM (P1) 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices (P2) 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM (P3) LO 2 Understand ways of developing flexibility within the workplace 2.1 Explain how a model of flexibility might be applied in practice (P4) 2.2 Discuss the types of flexibility which may be developed...
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...TE HRM 601 Week 3 Job Analysis Assignment Step 1: Using this template and the Job Analysis Information Form (included at the end of this document), interview someone you work with, or someone you may not work with but know well enough so that you are comfortable gathering the data required. Step 2: Go the website for O*Net [http://www.onetonline.org/]. Utilizing the Find Occupations tab select Job Family, and based on the information you have gathered (not necessarily the job title the interviewee provided), find the occupation within the job family that you believe most accurately aligns with the data you have collected. Once you find the appropriate occupation, and view the summary, be sure to also go into the details tab for further information you will need for this assignment. Step 3: Identify at least one item in your job analysis data collection that serves as the basis for your placement of this job within the O*Net job for each of the following categories: Tasks: Process, verify, and maintain personnel related documentation, including staffing, recruitment, training, grievances, performance evaluations, classifications, and employee leaves of absence. Tools & Technology: Email software; Microsoft Outlook Knowledge: Knowledge of circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming. Skills: Speaking — Talking to others to convey information effectively. Abilities:...
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...International HRM analyses for Haelec Products Ltd | February 25 2014 | An analyses which will allow Haelec Management Team to implement an expansion programme in terms of establishing HR Policies abroad. | Jason Clark | 1.0 Introduction Since 1990, Haelec Products Ltd has grown from strength to strength in the production and manufacturing of various products including its latest creation of the Wireless Atomic Weather Station (WAWS). The demand for this product from Institutions and Governments had lead the need for the company to look into manufacturing the product overseas to be able to keep up with demand. This increased demand has main came from countries in and around the Indian Ocean and South China Sea, so it would seem beneficial to look into these countries for the consideration of setting up a production facility there. The countries that should be looked at include:- Indonesia India China These countries make up 70% of the orders from the area, so it would make sense to set the production facility in one of these countries. At present moment the current HR Policies and Procedure have worked extremely well for the company. However, these policy and procedures are very much tailored to the UK market and when a company is looked to expand abroad it might not all be suitable to implement the same policies into the country that you are moving to. Therefore, this report looks at the various aspects a company needs to look at when considering moving...
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...functions of human resource management (HRM) in the Enterprise Rent A car 4 1.3 The roles and responsibilities of line managers in the HR department of Enterprise Rent-A-Car 5 1.4 Analyse the impact of UK legal and regulatory framework on human resource Management 6 Task 2 2.1 Analyse the reasons for Human Resource planning for Enterprise Rent A Car: 7 2.2 Outline the sages involved in planning its human resource requirements 8 2.3 Compare the recruitment and selection process of for Enterprise Rent-A-Car 10 2.4 Evaluate the effectiveness of the recruitment and selection techniques of the two 11 companies discussed above. Task 3 3.1 Assess the link between motivational theory and reward at Enterprise Rent-A-Car 12 3.2 Evaluate the process of job evaluation and other factors determining pay 13 3.3 Assess the effectiveness of reward systems in two different work contexts 14 3.4 Examine methods that are being used by businesses to monitor employee performance 15 Task 4 4.1 Identify the reasons for cessation of employment with Enterprise Rent-A-Car 16 4.2 The Exit procedures in two different organisations. 17 4.3 The impacts of the UK regulatory framework on employment cessation arrangements 17 Reference 19 Task 1 1.1 Personnel management and Human resource management. Since the introduction of the concept of HRM end of last century, there is much confusion...
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...Index ChapterNo. | Topic | Page No. | 1 | Organizations Profile | 2-22 | 2 | Literature Review 2.1 Objective s of the study 2.2 Scope of the study 2.3 Human Resource Management2.4 HRM Environment in India2.5 Recruitment | 23242425-293031-40 | 3 | 3.1 Research Methodology3.2 Data Analysis and Data Interpretation | 41-4344-59 | 4 | 4.1 Findings4.2 Limitations4.3 Suggestions4.4 Conclusion | 60606161 | 5 | Reference | 62 | 6 | Bibliography | 62 | 7 | Appendix Copy of Questionnaire | 63 | ORGANIZATIONS PROFILE "TALENT SOURCE - Recruitment Consultant” We have an excellent track record of providing appreciable service to reputed companies in India and Overseas. Our administration office is located at a strategic location in the heart of the commercial capital of India, Mumbai. We have an efficient organizational setup and satisfying service. Management Our organization is replete with highly qualified and experienced personnel with expertise of high caliber in recruitment of manpower. WE are located at actual locations all over India and keep track of all categories of skilled personnel. Why Talent Source Each time we've tried to find, along with our clients, the most suitable solutions for their personnel' needs and we're proud to say that we've never...
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...would also allow me to impact the diversity of the company. It would also allow me to interact with different people with unique problems each day. I would have the unique ability to address problems in the company before others saw them coming. I could train and develop other humans to be better workers. I want to introduce this awesome company to the world and be one of the first people to do so-oh can you imagine. I see people are creative social beings that make class contributions beyond labor to a society and to civilization. I like to spend long tedious hours sitting at a desk sifting through hundreds of resumes that seem the same attempting to hire the right person. Job Analysis-Knowledge According (O*Net OnLine the US Department of Labor) Personnel and Human Resources knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and...
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