...Professional Skills Assignment Question Part A. Locate, read and review the following article: Tansley, C. and Tietze, S. (2013) ‘Rites of passage through talent management progressions stages: an identity work perspective’, The International Journal of Human Resource Management 24(9): 1799—1815. Part B. Reflect on the discussions that you have engaged in within your study groups on Blackboard. Explain how the lessons that you have learnt from the activities have influenced how you have approached and written your assignment Word Count: Part A: 1,054 Part B: 509 Total: 1,563 Research Questions Addressed by Study The research questions by Tansley & Tietze (2013) are ‘What constitutes rites of passage across successive levels of a talent management programme?’ and ‘What is the role of identity work in ensuring successful advancement through each talent management rite of passage?’ Theoretical Framework Underpinning the Study The study was to build on the literature of talent management at the individual and communal levels since existing talent management literature is mainly concerned with the structural aspect of talent management strategies. Therefore, not much emphasis has been placed on how management strategies and protocols are experienced and responded to by talent at different stages of talent management process and how these responses inform, incorporate and involve identity work by such talent (Huang and Tansley...
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...Human Resources Management, 13e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading Answer: C Explanation: C) The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Chapter: 1 Objective: 1 Skill: Concept Learning Outcome: Define human resource management and describe modern trends in the field 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) generalist D) marketer Answer: A Explanation: A) The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) management process D) adaptability screening ...
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...Chapter 01 Managing Human Resources True / False Questions 1. Managers and economists traditionally have seen human resource management as a source of value to their organizations. True False 2. The concept of "human resource management" implies that employees are interchangeable, easily replaced assets that must be managed like any other physical asset. True False 3. Human resources cannot be imitated. True False 4. No two human resource departments will have precisely the same roles and responsibilities. True False 5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs. True False 6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions. True False 7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors. True False 8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual's or group's achievements. True False 9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Strategic Role of Human Resource Management Multiple Choice 1. The basic functions of management include all of the following except _____. a. planning b. organizing c. motivating d. leading e. staffing (c; moderate; p. 4) 2. The management process is made up of _____ basic functions. a. three b. four c. five d. eight e. ten (c; moderate; p. 4) 3. Which basic function of management includes establishing goals and standards, developing rules and procedures, and forecasting? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 4) 4. What specific activities listed below are part of the planning function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and developing employees d. developing rules and procedures e. all of the above (d; moderate; p. 4) 5. Celeste spends most of her time at work setting goals and standards and developing rules and procedures. Which function of management does Celeste specialize in? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 4) 6. Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading e. staffing (b; easy; p. 4) 7. What specific activities listed below are part of the organizing function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and...
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...Chapter 12 Human Resource Management True/False Questions WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT 1. High-performance work practices are those that lead to high individual and high organizational performance. (True; moderate; p. 323) 2. High-performance work practices involve a commitment by management to improve the knowledge skills and abilities of the organization’s employees, increasing employee motivation, and enhancing the retention of quality employees. (True; easy; p. 323) THE HUMAN RESOURCE MANAGEMENT PROCESS 3. The human resource management (HRM) process consists of 10 activities necessary for staffing the organization and sustaining high employee performance. (False; moderate; p. 323) 4. A labor union is an organization that represents workers and seeks to protect their interests. (True; easy; p. 323) 5. In the United States, nearly 25 percent of all workers are unionized. (False; moderate; pp. 323-324) 6. Affirmative action programs assure that minorities are given equal opportunities in the workplace. (False; difficult; p. 324) 7. A community fire department can categorically deny employment to a firefighter applicant who is confined to a wheelchair. (True; moderate; p. 324) 8. The United States will experience a shortage of 20 million workers over the next 10 years according to the U.S. Bureau of Labor Statistics. (False; moderate; p. 325) HUMAN RESOURCE PLANNING 9. Human resource planning can be condensed into two...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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... THE ROLE OF HUMAN RESOURCE MANAGERS IN THE PUBLIC SERVICE IN PROMOTING PROFESSIONALISM AND IMPLEMENTING THE CHARTER FOR PUBLIC SERVICE IN AFRICA A Paper Presented During The Capacity Building Workshop on “Promoting Professionalism in the Public Service; Strengthening the Role of Human Resource Managers in the Public Sector for effective implementation of the Charter for Public Service in Africa”, In Addis Ababa, Ethiopia – 14 - 18th March 2011 Adah. K. Muwanga (Mrs.) Director Human Resource Management Ministry of Public Service P.O. Box 7003, Kampala - Uganda (i) EXECUTIVE SUMMARY In the paper on the role of Human Resource Managers in the Public Service in promoting professionalism and implementation of the Charter for Public Service, it is noted that although the Charter was adopted a decade ago, its implementation has been slow and uneven in the various African Countries. The paper reviews the Charter for Public Service with special focus on the underlying principles, the Code of Conduct for public servants, and the obligations of the Public Service as an employer. Note is taken to the fact that: (a) The Charter aims to enhance the image of the Public Service by upholding professionalism and ethical values in Public Service delivery. (b) The Charter is a broad framework, so the implementation strategies may be customized to suit the peculiarities of a given Country. (c) Sound Human Resource Management policies, systems...
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...Become a Human Resource Manager Outline Thesis: This report will offer insights into the challenging field of a Human Resource Manager. I. Introduction A. Definition B. Background C. Statistics of Job Openings D. Thesis and Purpose E. Source and Scope of Research II. Career Analysis A. Nature of the Work 1. Occupational Specialists 2. Duties and Responsibilities 3. Working Conditions a. Hours b. Environment B. Employment Requirements 1. Education a. Bachelor’s degree b. Master’s degree c. Professional certifications 2. Personal Skills a. People skills b. Organizational skills c. Communication skills C. Employment Outlook a. National b. Colorado D. Salary and Benefits 1. Salary a. National b. Colorado 2. Benefits a. Health b. Paid Leaves/Vacations c. Stock options E. Advantages and Challenges III. Conclusion A. Summary of Findings B. Interpretation of Findings C. Recommendations So You Want to be a Human Resource Manager INTRODUCTION With the extremely high competition in the business world, corporations are looking to recruit the best and the brightest in employees. To keep these employees happy and to reduce huge turnovers, companies have relied on human resource managers to make an environment in which these valued employees can be productive and profitable. Human resource managers make sure that upper management, lower management...
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...Systems and Human Resource Planning True/False 1. Human resource planning is the process of making decisions regarding acquisitions. Answer: True Page: 118 Moderate 2. There has been a shortage of laborers familiar with high-tech skills in the recent past in the United States. Answer: True Page: 120 Moderate 3. Changes in the labor market have led to skill shortages as well as areas of oversupply. Answer: True Page: 120 Easy 4. The federal government has reacted to wage rates by encouraging employers to improve the computer-related skills of employees by developing performance appraisal systems. Answer: False Page: 120 Moderate 5. Strategy plans do not deal with the size the company wishes to be in the future. Answer: False Page: 121 Easy 6. Divestitures and mergers often require reassignment or reconfiguration of the workforce. Answer: True Page: 123 Difficult 7. Training and development objectives should be geared toward and integrated with production, sales, and skill needs. Answer: True Page: 124 Moderate 8. A transition matrix is a qualitative form of human resource forecasting. Answer: False Page: 128 Difficult 9. Computer simulation can be used to work out contingency plans. Answer: True Page: 129 Easy 10. The Delphi technique of human resource forecasting relies on the knowledge of experts. Answer: True Page: 129 Moderate 11. Line managers should not be involved with the human resource planning function...
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...Journal of Management 1999, Vol. 25, No. 3, 385– 415 Human Resources Management: Some New Directions Gerald R. Ferris University of Mississippi Wayne A. Hochwarter University of Alabama M. Ronald Buckley University of Oklahoma Gloria Harrell-Cook Mississippi State University Dwight D. Frink University of Mississippi The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution...
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...Society for Human Resource Management (SHRM) and the Human Resource Planning Society (HRPS) conduct ongoing studies of the most pressing competitive challenges in Human Resource Management. Which of the following is not one of the major trends identified by SHRM? a. Going global b. Embracing new technology c. Outsourcing d. Managing talent or human capital e. Containing costs 2 Change that occurs after external forces have already affected performance is called: a. proactive b. inactive c. reactive d. responsive 3 According to Bohlander & Snell the Estimated Number and Types of U.S. Jobs Moving Offshore by 2015 is a. 1.4 million b. 1.7 million c. 3.5 million d. 5.3 million 4 The process of anticipating and providing for the movement of people into, within, and out of an organization is known as: a. Human Resource Planning b. Strategic Planning c. Strategic Human Resource Management d. Strategic Human Resource Planning 5 The strong and enduring beliefs and principles that the company uses as a foundation for its decisions is called an organization’s a. Core values b. Mission statement c. Vision Statement d. Corporate Culture 6 In Bohlander & Snell’s discussion on “core competencies” and “people as a strategic resource, they discuss...
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...DIPLOMA ASSIGNMENT Institute Name : City of London College Unit Name : Managing Human Resources Credit Value : 15 credits Assignment Title : Mercer Submission Date : Lecturer : Nadine Gibson Learning Outcomes: LO 1 Understand the different Perspectives of Human Resource Management LO 2 Understand the ways of developing flexibility in the workplace. LO 3 Understand the impact of equal opportunities in the workplace LO4 Understand approaches to human resources practice in organisations Case Study – Mercer Mercer is a medium sized, family run UK manufacturer, located in the Midlands. The company was established in 1980 and focus predominantly on the UK market. The company originally employed 25 staff, most of which were family members. Over the last 30 years the organisation has grown significantly and the company is looking to expand its operations outside of the UK, particularly in Europe. Mercer currently employ 125 workers, 100 of which work on the factory floor including line managers and the reminder accounted for several administrative post including marketing and sales. Traditionally, employee issues such as recruitment and the management of employee disputes were dealt with by on an ad hoc basis by a senior manager. The system has placed signification strain and stress on both the employees and management. The growth of Mercer has led to changes the business structure and the work patterns...
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...Chapter 1: Introduction to Human Resource Management Multiple Choice 1. The basic functions of management include all of the following except ___________. a. planning b. organizing c. motivating d. leading e. staffing (c; moderate; p. 2) 2. The management process is made up of ___________ basic functions. a. three b. four c. five d. eight e. ten (c; moderate; p. 2) 3. Which basic function of management includes establishing goals and standards, developing rules and procedures, and forecasting? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 4. What specific activities listed below are part of the planning function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and developing employees d. developing rules and procedures e. all of the above (d; moderate; p. 2) 5. Celeste spends most of her time at work setting goals and standards and developing rules and procedures. Which function of management does Celeste specialize in? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 6. Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading ...
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