...Human Resource Management (HRM) interventions targeted at developing, integrating and supporting the employees in an organization. These interventions operate on the premise that employee development and well-being can lead to increased organizational performance. There are three main HRM interventions: Performance Management, Developing Talent and Managing Workforce Diversity and Well-Being. 1. PERFORMANCE MANAGEMENT “Performance management involves goal setting, performance appraisal, and reward systems that align member work behavior with business strategy, employee involvement , and workplace technology” (Cummings &Worley, 2009). Research has shown that organizations with a fully functional performance management system outlive those...
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...HN1230 Human Resources Case Study Table of Contents Introduction ---------------------------------------------- Page 3 Problems and Effect on Organization ---------------- Page 4 Alternatives ---------------------------------------------- Page 5 Recommendations -------------------------------------- Page 6 Conclusion ----------------------------------------------- Page 8 Page 3 INTRODUCTION Woodcorp Inc. is a manufacturing company specializing in custom-made original design office furniture. The company’s main clientele is situated in downtown Vancouver. Woodcorp Inc. has been in operation for 35 years and has 150 employees. Woodcorp Inc. is a public corporation and has also been listed on the stock exchange for the past 10 years. During these 35 years the company has experienced a lot of growth and has retained many dedicated employees. However, in the next three years there will be many of our key employees retiring. This presents a challenge to the Human Resources Dept. HR has already begun the task of management succession but we still face the challenge of a shortage of qualified finish carpenters. There has been a three-year succession plan developed. The major points include hiring a replacement for the General Controller, appointing a new Manufacturing Director and addressing the shortage of skilled trade’s workers in the province of British Columbia. Another issue that came out of this three-year directive is the company’s job descriptions. They are...
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...Name : Jihane Ghenim Professor : D. Tamara Clark Class: HR594 Organizational Staffing Session: September 2010 Subject: Interviews’ questions related to Tanglewood case Question 1 Tell me about a time when you were working hard to complete a task and you were asked to leave that task before completing it and start a different job. Question 2: Describe a time when your workload was heavy Question 3: What was the last book you read or the last movie you saw and how did it affect you? Question 4: What major challenges and problems did you face? How did you handle them? Question 5: | How would you react if I told you that your interview, so far, was terrible? | Answer 1 I remembered one day I was in entry level position at the university that I am still working for and my boss asked me to make a list on excel of all current students with their identification numbers and others contact info. I remembered that it was a time consuming and it really made me nervous because I hate doing borings tasks and for a long time. Once almost done with that huge list, my boss came to me and asked me if I can stop and do something else which was as boring as the first task and takes as much time as well. He said that I do not have to worry about it because the list that I was doing was not important and not a priority. However, I remembered like to day when he mentioned that the list was important and that I have to hurry on that. I couldn’t believe what was happening...
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...fulltext of this document has been downloaded 10667 times since 2008* Users who downloaded this article also downloaded: Jean Woodall, William Scott#Jackson, Timothy Newham, Melanie Gurney, (2009),"Making the decision to outsource human resources", Personnel Review, Vol. 38 Iss 3 pp. 236-252 John Hindle, (2005),"HR outsourcing in operation: critical success factors", Human Resource Management International Digest, Vol. 13 Iss 3 pp. 39-42 Peter Brown, (2010),"The power of HR outsourcing", Strategic HR Review, Vol. 9 Iss 6 pp. 27-32 Access to this document was granted through an Emerald subscription provided by 131740 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on...
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...Case Study In Ethics: Human Resources In human resources, professionals face ethical decisions on an every day basis. Many times, these involve issues that conflict with company policies and procedures or what they think is morally correct. With this said, the board of directors or management may desire to change the way a company is ran and change employee benefits to achieve an organizational objective that may create an ethical issue. This is why it is the responsibility of HR professionals to make ethical decisions and provide guidance to the entire organization. The human resource department is usually considered as specialists that are involved in training, compensation, and employee benefits (Society for Human Resource Management, 2008). It has only been recently that organizations have begun relying on HR professionals to help guide and prepare their employees. This increased involvement helps the HR department monitor ethical actions of the employees. It enables them to see the actual challenges the organization may face and helps them to provide ethical solutions to fix them. With this case study, the board of directors want to save money by “taking away” from the employees. XYZ Company is a manufacturing company that recently went through an IPO when deciding to expand the business and move into a broader market (Thenor-Martin, 2013). When proposing the cost saving measures, Mary, the HR director, noticed they were on the extreme side. Management expects...
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...1.0 CASE STUDY: Human Resource Management issues at Xrok Co. The president of Xrok Co. has called a meeting to get your feedback on Jack, a department manager. Jack is what some people call “from the old school” of management. He is gruff, bossy, and often shows an “it’s my way or the highway” attitude. Jack is about five years from retirement. Jack has a high labour turnover rate in his department. There have been several complaints on company surveys about him from his department and from outside his department. People have commented on the fact that Jack is “rude” during meetings and doesn’t let others contribute. There are times when he has belittled people in meetings and in the hallway. He also talks about his staff “critically” or “negatively” to other managers. But Jack also is a brilliantly talented person who adds a vast amount of needed knowledge and experience to the company. He is extremely dedicated to the company and lets people know this by his arrival each day at 6:30 a.m. and his departure at 6:00 p.m. He has been with the company for 32 years and he reports directly to the president. Jack has gone to the HR department and complained that the people his supervisors hire are not a good fit for the company. The new employees don’t listen and they have a poor work ethic. Jack feels that HR should do a better job screening people. 2.0 QUESTION 1 “Jack feels that HR should do a better job screening people”. Before reaching the stage of “Screening”, Human...
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...Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 1-1-2003 Strategic Compensation: Does Business Strategy Influence Compensation in High-Technology Firms? Yoshio Yanadori Cornell University Janet H. Marler University at Albany - S.U.N.Y, marler@albany.edu Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Strategic Compensation: Does Business Strategy Influence Compensation in High-Technology Firms? Abstract This study examined whether a firm's business strategy influences the firm's compensation systems in hightechnology firms. For the firm strategy variable, we used innovation strategy, which is one of the most critical business strategies in the high-technology industry. Our analysis showed that a firm's emphasis on innovation is positively related to the firm's employee pay level, both short-term pay and long-term pay. Moreover, a firm's emphasis on innovation has significant influence on several other aspects of employee compensation management. Innovation is positively associated...
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...I. Introduction 1.1 Significance of the Study The comparison between China and India is a popular topic in social sciences. Since these two very similar countries gained independence around the same time, one democratic in 1947 and another communist in 1949, many world leaders and scholars have come to view the economic, social and political performance of the two Asian giants as the best testimony of which is the better approach to modernity for developing countries (Gilley 21). Current scholarly interest tends to focus more on evaluating the different development models that China and India embrace. It is easy to find works contrasting the two countries’ economic reforms, political systems, social progress and human development, yet direct comparison between China and India’s building of soft power is lacking. However, the understanding of how China and India build their soft power strength is essential as the two Asian giants, both of which have splendid cultures and a long history, are on the rise and eager to shine in the world stage. To address such inadequacy, this paper intends to present an assessment on China and India’s soft power building and find out who has the lead in the race. 1.2 Structure of the Study The paper is divided into several sections. It begins with a literature review that goes over studies on China and India’s soft power strength. Then, it proceeds to explain the key concept “soft power” using Nye’s classic theoretical framework. Concerning...
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...The American Chemical Corporation (AMC) is a large, diversified chemical producer. In 1979, AMC was forced to issue a tender to sell a Sodium Chlorate plant, near Collinsville, Alabama. Dixon, a specialty chemicals company, was willing to purchase the aforementioned plant for $12m with the option to invest a further $2.25m on laminate technology. The subsequent investment in Laminate technology was expected to eliminate graphite costs and reduce power consumption at the Collinsville plant by 15% to 20%. We will evaluate the acquisition of the Collinsville by Dixon at the proposed price. Table 1 identifies the assumptions that have been used for the evaluation of this acquisition. Table 1 Assumptions Reference Laminate Technology reduces power by a mean of 17.5% Pg 3, HBS 9-280-102 Laminate Technology is depreciated over 10 years Pg 3, HBS 9-280-102 Sodium Chlorate price growth is 8%, per annum Pg 4, HBS 9-280-102 Power cost (per KWH) growth is 12%, per annum Pg 4, HBS 9-280-102 Plant Life is 10 years Pg 1, Assessed work Sheet Plant Salvage Value is zero Pg 1, Assessed work Sheet EBIT is flat after 1984 Pg 1, Assessed work Sheet Capital Expenditures: $600,000 per annum after 1984 Pg 1, Assessed work Sheet Net Working Capital Remains flat after 1984 Pg 1, Assessed work Sheet Definition of “Flat” Pg 4 http://www.imf.org/external/pubs/ft/wp/2006/wp06218.pdf 6.5% is the Equity Risk Premium Slide 21, Risk and Return, class notes- http://www.investopedia...
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...I am applying and looking forward your consideration for the 156th Airlift Wing Human Resource Advisor position announced on March 1, 2017. My military and civilian education and experience will help me to perform the duties required for this position and to contribute to the 156AW goals and objectives. Throughout my military and civilian experience and education I have acquired many skills and abilities that would be greatly enhanced with this opportunity. The completion of my CCAF degree helped me to develop and reinforce my leadership and public speaking skills. I am a hardworking, team-oriented individual who is prepared for the challenges associated to this position. It is my intent to achieve a position where I can utilize my knowledge,...
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...1) Based on the information in this case, provide examples, for Siemens, of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors. a) High technology products and services -Siemens Company established more than hundred years. The high technology nature of Siemens’ business allow employee to learn on a continuing basis. The most important thing is Siemens provide employees extensive continuing education and management development. They are also training employees for jobs that are new to them. This will not only can motivate employee to learn more but also can enhance the image of the Company itself directly. b) Team work management -team work management is essential for a corporation to be successful. This is because employee productivity is likely to be enhanced through existence of unity in the marketplace. If everyone works as a team and noticed the vision and mission of the company are going to achieve, the managers and employees will have a easier time arriving at a consensus when important decision are made. c) Expand products to global -Siemens wants to expand their business to become globalization and wants have the competitive advantage as compared to other company so the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable asset. Siemens Human Resource understands their responsibilities which is placing right person in the right job. ...
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...Business Ethics Case Study #1 - A Good Team Player Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Steven felt that he had learned much about the “ins” and “outs” of survival in an intensely bureaucratic organization. It is thus not surprising that he was relaxed and unconcerned about his circumstances at the company as he entered the employee lounge to attend the late-afternoon welcoming reception for his new supervisor. The new manager of accounts payable, Kristin, had been transferred to Steven’s division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of manager, Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career. At the reception, Kristin circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Steven, he told her about something that had been on his mind lately: that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them, and not on the quality of their work. In reply, Kristin politely stated that she would do everything that she could to...
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...ASSESSING HUMAN RESOURCE PRACTICES ALIGNMENT: A CASE STUDY HERBERT G. HENEMAN III AND A N T H O N Y T. M I L A N O W S K I Research has established the link between HR practices and organizational performance, suggesting that the HR system has great strategic potential to drive organizational effectiveness. To capitalize on this potential, the organization must design and deliver HR practices that focus on necessary employee performance competencies, creating an HR system with vertical and horizontal alignment around those competencies. Doing this requires that the organization first assess how its HR practices are currently aligned and then develop ideas for improving HR practice that will be alignment enhancing. We call this diagnostic process Human Resource Alignment (HRA) assessment. We describe an HRA assessment process we developed and applied in a large public school district for the key job of teacher. The assessment was based on the district’s formal teacher performance competency model used, and was conducted by a group of human resources and instructional job experts from the district. These experts rated the degree of vertical and horizontal alignment and then developed suggestions for HR practice changes that would improve alignment. After describing the process and results, we present a series of lessons learned and directions for future research. © 2011 Wiley Periodicals, Inc. Keywords: strategic human resource management, human resource alignment assessment ...
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...Case Study: Infosys (A) Strategic Human Resources Management Strategic Human Resources Management defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competitive advantage; second, that it is people who implement the strategic plan; and, third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. Strategic Human Resources Management is a process that involves the use of overarching approaches to the development of Human Resources strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as resourcing, learning and development, reward and employee relations. Strategic Human Resources Management addresses broad organizational issues relating to changes in structure and culture, organizational effectiveness and performance, matching resources to future requirements, the development of distinctive capabilities, knowledge management, and the management of change. Infosys which was founded on July 2, 1981 in Pune by N R Narayana Murthy and seven others: Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok...
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...Strategic Human Resources Management defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competitive advantage; second, that it is people who implement the strategic plan; and, third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. Strategic Human Resources Management is a process that involves the use of overarching approaches to the development of Human Resources strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as resourcing, learning and development, reward and employee relations. Strategic Human Resources Management addresses broad organizational issues relating to changes in structure and culture, organizational effectiveness and performance, matching resources to future requirements, the development of distinctive capabilities, knowledge management, and the management of change. Infosys which was founded on July 2, 1981 in Pune by N R Narayana Murthy and seven others: Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora. With a small investment of Rs. 10,000 and nurtured the organization...
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