...Human Resources The French writer Antoine de Saint-Exupery once said “a goal without a plan is just a wish”. Today’s presentation summarizes Health System’s plan for implementing a formal performance appraisal system for each employee, both individually and as part of a team, as well as outlines our strategy for implementing an organization-wide succession plan to fully maximize our use of human resources. As you were briefed at the last Board Meeting, our most recent employee survey revealed that many of our employees reported not receiving regular performance evaluations and expressed concerns about a perceived lack of a formal evaluation system, as well as no structured approach for assessing team performance. This feedback was troubling in many regards, as this translates into lower-than-expected employee satisfaction scores across the organization, and human resource metrics such as these are indicative of an organization’s health and viability. As emphasized in a recent business article, “Employee engagement is quickly becoming a critical success factor for competitive advantage” (Maximizing Human Capital, 2012). Human resources is also referred to as human capital and is the “collective knowledge, skills and abilities of people that contribute to organizational success”, which can be leveraged to promote value and optimize company performance (Lockwood, 2006). Measurement of human capital is a measure of effective human resource management, and a recent national...
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...Business Analysis I, II & III Stephanie Upchurch MGT/521 June 11, 2011 Anthony Manzanetti Business Analysis I, II & III Part I of the business analysis will review the outcomes of the SWOT analysis conducted for Ford Motor Company. The SWOT analysis will look at the strengths, weaknesses, opportunity, and the threats that Ford Motor faces. Next, part II of the business analysis will review Fords income statement, balance sheet and cash flow to determine the financial health of the company. Last, part III of the business analysis will review the strategic initiatives of Ford Motor Company relating to the organizational and operational adaptations to the changing automobile market. SWOT Analysis The reduced availability of fuel and the economic distress of Ford suppliers place the company in potential risk. The world has experienced great woes in regard to fuel availability. Events beyond car manufactures control have caused consumers to take a second look at the way they purchase automobiles. As gas prices increase consumers seek price effective ways to travel and transport goods. SUV’s, V-8 engine cars and other gas guzzling vehicles abate consumer purchases. Ford must combat the potential risk of consumer purchase decline by producing fuel efficient vehicles while making up profit losses in the slump of sales in major Ford models such as the Expedition, Explore and the F-150, super Duty and Ranger. The following will review the outcomes of the SWOT...
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...1. HUMAN RESOURCE MANAGEMENT 3 1.1. Human resource Management activities, within Coca Cola Company, their objectives and how they are achieved 3 1.2 Two theoretical models of human resource management 5 TASK 2. HR PLANNING AND DEVELOPMENT 7 2.1. HR planning and development models within Coca Cola Company Georgia 7 2.2. Evaluation of effectiveness of HR planning and development models in achieving organisational objectives 11 TASK 3. PERFORMANCE 12 3.1. Monitoring of HR performance within Coca-Cola Georgia 12 3.2. Effectiveness of HR performance monitoring systems 14 CONCLUSION 15 RECOMMENDATIONS: 15 REFERENCES 16 INTRODUCTION The following report gives an understanding of importance of Human Resource Management, it shows the contributions of HRM to the organisational achievements. In the report the writer examines HR planning and development methods and suggests the ways to improve the HR performance. COMPANY BACKGROUND The Coca-Cola Company is one of the world’s top soft drink makers. Coca-Cola owns the best-known soft drink brands such as, Coca-cola, Diet Coke, Fanta and Sprite. this is an organisation with a history starting from 1892. The company’s flagship product, Coca-Cola was invented by a pharmacist John Stith Pemberton (The Coca-Cola Company, 2010). Coca-Cola is headquartered in Atlanta and it is currently offering 500 different brands in 200 different countries worldwide. TASK 1. HUMAN RESOURCE MANAGEMENT 1.1. Human resource...
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...circumstances (4). A succession management program can identify and replace a vital member of an organization quickly and effectively. Without a succession management program in effect, it can take anywhere between 6 months to 2 years to replace a key employee and therefor decrease the operating performance of the company producing a negative effect on the organization for years following the replacement. Here are a few reasons why an organization should ensure they have a succession management program in effect as outlined in course text (2): 1. Provide increased opportunities for high-potential workers. 2. Identify replacement needs as a means of targeting necessary training, employee education, and employee development. 3. Increase the talent pool of promotable employees. 4. Contribute to implementing the organization’s strategic business plans. 5. Help individuals realize their career plans within the organization. 6. Tap the potential for intellectual capital in the organization. 7. Encourage the advancement of diverse groups. 8. Improve employees’ ability to respond to the changing environmental demands. 9. Improve employee morale. 10. Cope with the effects of voluntary separation programs. 11. Decide which workers can be terminated without damage to the organization. 12. Cope with the effects of downsizing. 13. Reduce headcount to essential workers...
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...Project Title: HUMAN RESOURCE MANAGEMENT [pic] Contents Pages 2.0 About Us Eton Consultancy Pte Ltd 2 2.1 Eton HRM Principles 2 2.2 Eton Team 2 3.0 Eton Organisation Chart 3 3.1 Sales Trend Comparison and Analysis 3 4.0 High Experience Staffs Turnover Comparison and Analysis. 4 5.0 Problem – Sales Affected by High Experience Staff Turnover 5 5.1 Strategy Recommendation for Human Resource Action 5 Develop a Responsive and Effective Personnel Structure and To Review our personnel needs such as: a. HRM Audit, b. Job Analysis, c. Job Specification, 6 d. Do Screening e. Selecting and Hiring, f. Orienting New Employees 7.0 Employee Training and Development 7 a. Develop a Effective Training Program, b. Identify Training Needs 8.0 Reasons for the Strategy Recommendation...
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...HADM 7820 Readings Assignment # 1 Due January 28 Significance of Human Resources Reading: Hammonds, K. H. (2005). Why we hate HR. Fast Company, August 2005, Issue 97, 41-47. Klimoski, R., & Amos, B. (2012). Practicing Evidence-Based Education in Leadership Development. Academy of Management Learning & Education, 11(4), 685-702. Assignment: 1. Based on your experience, what do you think of HR? 2. Describe an experience that you had with HR people from a previous employer. Do you think they did a good job? Or, what should they have done? Provide your answer based on the reading – “how to do HR right” in page 46. 3. Given the goal of the MMH program is to help develop you to be the future leaders of the hospitality industry, how does an HR course help accomplish this? (Or perhaps, does it not?) 4. Why do you think I gave you both of these readings together? HADM 7820 Readings Assignment # 2 Due January 30 Legal Environment Reading: Sherwyn, D. (2010). How employment law became a major issue for hotel operations. Cornell Hospitality Quarterly, 51, 118-127. Slobodien, A., & Peters, E. (2012). Beyond harassment prohibitions. HRMagazine, November 75-78. Assignment: 1. What aspects of employment law do you think are important protections for you, personally? 2. What aspects of employment law do you...
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...4/13/11 12:36 PM Page 1 CHAPTER 1 Introducing human resource management Objectives By the end of this chapter you will be able to: ● define what is meant by the term ‘human resource management’ ● understand the roles of line managers and human resource managers in managing people ● outline the range of activities with which practitioners of human resource management are likely to be involved ● demonstrate how human resource management can make a difference by adding value to an organisation ● outline some of the current issues facing HR managers. HRM? What’s it all about? This book is designed as an introductory text for students studying human resource management (HRM) either with a view to becoming HR specialists themselves, or for those who are starting or hoping to start a career in management. As you will discover, people management forms a large part of every manager’s job, whether they work in a large multinational organisation, a not for profit organisation or a small charity. Organisations also increasingly aim for all employees to be motivated and involved, so an understanding of the subject is important for everyone. As stated in the preface, we intend that you should become actively involved in your own learning as you progress through the book. Even though you are just beginning this subject, you may already have ideas about some of the topics that you are about to study and you may even have a general idea of the role and functions of the human resource...
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...Paychex company Where are they today? Paychex, Inc is a leading provider of payroll, human resource, and benefits outsourcing solutions to small and medium sized businesses in the U.S. It also has a subsidiary in Germany, even though it generates less than 1% of Paychex total revenue. The Service Revenue mainly comprises of Payroll and Human Resource portfolios of the services and products they provide. Payroll service revenue serves as the Backbone for Paychex. Paychex revenues exceed $2.3 billion in fiscal 2013, mainly included payroll processing, payroll tax administration services, employee payment services and other ancillary service. With headquarters in Rochester, New York, the company has more than 100 offices serving approximately 570,000 payroll clients as of May 31, 2013. 2. Would you still consider them a breakthrough company? Why or why not? In my point of view, it still a breakthrough company. It has a strong outlook for the revenue generated from Payroll services, and and implemented new technologies like implementation of ‘MMS’, which has shown growth in its software as a solution. In the other hand, Paychex also has expanded Insurance offerings – including workers compensation and health benefits. Its clients in this segment have increased over 100,000 and the service revenue has risen by 49%, and expected strong future expectations from it. With over 11$ billion as assets and 51,000 clients, Paychex continues to be a leader in 401(k) recordkeeping. Paychex...
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...national economic standard through continuous up gradation and diversification of our clientele services in line with national and international requirements is the desired goal we want to reach. After doubling itself in size and soundness Southeast Bank Limited has been consolidating its position and preparing itself for the new millennium by upgrading technology, training its work force, restructuring organizationally and creating a new work culture. * High quality financial services with state of the art technology * Fast customer service * Sustainable growth strategy * Follow ethical standards in business * Steady return on shareholders’ equity * Innovative banking at a competitive price * Attract and retain quality human resource * Commitment to Corporate Social Responsibility Vision Ensuring highest standard of clientele services through best application of latest information technology, making due contribution to the national economy and establishing ourselves firmly at home and abroad as a front ranking bank of the country have been our challenge. Strategy statement We put our customers first. We emphasize on professional ethics. We maintain quality at all levels. We believe in being a responsible...
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...Jet Blue’s financial objectives? Has the company has been successful in achieving their objective? , (4) What are Jet Blue’s strategic elements of cost, organizational culture, and human resource practices? Does each of these elements provide the organization with a competitive advantage? , and (5) What are Jet Blue’s strategies for 2008 and beyond? Will Jet Blue be successful implementing these strategies or not? Strategic Planning: Jet Blue Airways What are the trends in the U.S. airline industry? How might these trends impact a company’s strategy? With the constant changes in the country’s economy, airlines are having more difficulties reaching a competitive advantage. The constant raise in fuel and oil cost to fuel airplanes has caused airlines to come up with a plan to maintain these cost. In addition, the airlines also focus on increasing profit return to shareholders and company executives. To achieve this goals airlines have started to charge fees for services such as for checking in in-person, booking with a credit card, overweight baggage by the pound, luggage per distance, booking online, bags that want fit under the seat, transferring tickets to another persons name, and to use the bathroom. From these new charges airlines have reported earning a $2.1 billion dollar profit in 2010 (Mayerowitz, 2011). What is Jet...
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...mexico city ------------------------------------------------- project Management plan Team 2: Lisa Vidal Joshua Aaron Emhoff Valeria Kolison 10/23/2012 Table of Content 1. Executive Summary……………………………………………………………………………………………………………3 2. Introduction………………………………………………………………………………………………………………………3 3.1 Purpose of Project Management plan 3.2 Marketing……………………………………………………………………………………………………………………..4 3. Scope management……………………………………………………………………………………………………………7 4.3 Work breakdown structure…………………………………………………………………………………….7 4.4 Deploment plan……………………………………………………………………………………………………………9 4. Schedule/time managemnt……………………………………………………………………………………………11 5.5 Milestones……………………………………………………………………………………………………………………12 5.6 Gantt chart…………………………………………………………………………………………………………………12 5. Cost/budget management…………………………………………………………………………………………….12 6. Quality management………………………………………………………………………………………………………14 7. Human resource managemnt……………………………………………………………………………………….15 8. comunicationmanagement……………………………………………………………………………………………20 9. risk Management………………………………………………………………………………………………………………21 10.7 risk log………………………………………………………………………………………………………………………….24 10. issue management……………………………………………………………………………………………………………28 11. procurement management……………………………………………………………………………………………34 12. appendix a project management plan approval……………………………………………………….37 13. appendix b references………………………………………………………………………………………………………38 ...
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...Developing an Effective Health Care Workforce Planning Model Contents Executive Summary...................................................................................................................1 Getting Started with a Workforce Planning Model .................................................................2 Data – Collecting, Understanding, and Using ........................................................................3 Strategy – Understanding and Addressing the Business Need .............................................9 Planning – How to be Prepared for the Future .....................................................................12 Evaluation – Understanding Success ..................................................................................21 Conclusion ...............................................................................................................................23 Literature Review ....................................................................................................................24 Acknowledgements.................................................................................................................26 Executive Summary is aging at a rapid rate; health care reform is expected to bring millions more patients into the system; and there are anticipated shortages in numbers of trained health care professionals to care for these patients. Therefore, the need to start now to develop more effective and efficient...
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...Lara Ramey Southern New Hampshire University OL 442 – Professor David Miller April 25, 2015 Final Paper: Data Security With technology taking over businesses and costs rising higher by the year, having a solid data security policy in place is an extremely beneficial and important part of protecting an organization. Sinrod (2010) discusses how financially damaging data breaches can be for an organization, with an average cost of $6.75 million per incident in 2009. Breaches can be expressed both in and out of the organization, with especially staggering statistics on employee theft. Dwyer (2014) states, “39 percent of data theft from businesses comes from company insiders. Even more troublesome, 59 percent of ex-employees admit they stole data from their former employers.” With figures as high as these, it is up to company executives and management personnel to apply great effort in creating data security plans that cover all aspects of potential threats in order to keep incidents and costs low. Human Resources must also have a role in designing and implementing these policies, as well as conveying them appropriately to both managers and employees. Jackson et al. (2014) proposes developing an ethics code for the entire company to follow and stressing the importance of managers to “practice what they preach.” If the organization follows its own protocols and demonstrates ethical behavior, it is more likely their employees will follow suit. Before the policy is communicated...
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...HUMAN RESOURCES MANUAL CONTENTS SECTION 1. INTRODUCTION 1-1 1-2 2. EMPLOYMENT 2-1 2-2 2-3 2-4 2-5 2-6 2-7 2-8 3. Hours of Work Rest Days Public Holidays Typhoon Arrangements Rainstorm Warning Arrangements REMUNERATION 4-1 4-2 4-3 5. Employment Policy Manpower Plan & Control Recruitment Probationary Period Transfer Promotion Termination Retirement WORK SCHEDULE 3-1 3-2 3-3 3-4 3-5 4. Purpose of the Manual Human Resources Philosophy Salary Policy Pay Review Job Related Payments & Reimbursements BENEFITS 5-1 5-2 5-3 5-4 5-5 5-6 5-7 5-8 Leave Provident Fund Group Medical Insurance Scheme Group Dental Insurance Scheme Group Life & Personal Accident Insurance Schemes Employees' Compensation Insurance Scheme Business Travel Insurance Scheme Medical Check-up 6. PERFORMANCE DEVELOPMENT 7. TRAINING & DEVELOPMENT 7-1 7-2 7-3 Training & Development Guidelines Examination Fee Reimbursement Professional Membership Fee Reimbursement HUMAN RESOURCES MANUAL CONTENTS SECTION 8. STAFF RELATIONS & COMMUNICATION 8-1 8-2 8-3 9. SAFETY & HEALTH 9-1 9-2 10. 10-2 10-3 10-4 10-5 Purpose Staff Record Staff Card Company Property Use of Personal Computer Use of Telephone Employment of Family Members Contact with the Media Delivery of Speeches or Lectures Arrangement of Honorarium Rewarded for Delivery of Speeches or Lectures Behaviour in Public Attire ...
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...Research Journal ■ www..researchersworlld..com ■ Vol.– III, Issue –1,Jan. 2012 [122] A CASE STUDY APPROACH TO HUMAN RESOURCE PLANNING - HRP- IN WEAVING INDUSTRY OF MARUTHAMUNAI Ismail, M. B. M., Senior Lecturer in Management, Department of Management, Faculty of Management and Commerce, South Eastern University of Sri Lanka, Oluvil. Velnampy.T, Professor and Dean/Management Studies & Commerce, University of Jaffna, Sri Lanka, ABSTRACT There are two case studies. First case is Royal Hand Loom (RHL) which has a single weaving factory. The second case is AAA Hand Loom (AAAHL) which has eight weaving factories. Research objective is to apply the Human Resource Planning Model -HRPM- for RHL and AAAHL introduced by Walker and Dyer (1980). 9 weaving factories falling in two cases have also been selected as sample size by systematic sampling method. Data were obtained using secondary data collection method via historical sales force data. A shortage of human resources of RHL would be 8 and 12 and that of AAAHL would be 103 and 182 on both individual territory base and total territory base. RHL and AAAHL can plan its action to bridge the gap identified by short term solutions like an increased overtime -OT-, hiring of temporary sale people and long term solutions like recalling, retraining and hiring of permanent sales people. Keywords: Human Resource Planning, Weaving Industry, Maruthamunai -Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN 2231-4172 ...
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