...Abstract Human resources refers to the sum of the ability to work within a certain range of the overall population; or means the sum of intellectual and physical labor ability which can contribute to the entire economic and social development. The focus of human resource management (HRM) is on managing people within the employer-employee relationship. Specifically, it involves the productive use of people in achieving the organization’s strategic business objectives and the satisfaction of individual employee needs. (Stone, 2010) The Strategic Human Resource Management focuses in the linking of all human resource activities with the organisation’s strategic objectives. (Stone, 2010) It was first developed in the late 1980s and then it has an impressively development in the following 20 years. This idea has been discussed and researched intensively, European, American and Japanese business management practices proved that it has competitive advantage to approach a long-term strategic for sustainable development. Compared to traditional Human Resource Management, Strategic Human Resource Management (SHRM) is positioned to support corporate strategic role and functions of human resource management. This assessment is to discuss the idea of Strategic Human Resource Management and the roles that a Human Resource manager will need to undertake. It is aimed to develop a comprehensive understanding of the study of Human Resource Management. Thompson and Strickland define strategic...
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...Unit 7.3 Strategic Resource Management Level 7 Contents Introduction 1.1 Investigate how human resource management contributes to the achievement of organisational objectives 1.2 Critically evaluate the role of human resource management within an organisation 1.3 Appraise the processes that an organisation uses to plan its human resource requirements 2.1 Evaluate the recruitment and retention strategies used in an organisation 2.2 Critically assess the techniques that are used for employee development in an organisation 2.3 Evaluate the contribution of human resource development techniques in ensuring employee engagement 2.4 Systematically analyse the effectiveness of human resource management strategies in supporting organisational strategy 3.1 Investigate how physical resource management contributes to the achievement of organisational objectives 3.2 Critically evaluate the role of physical resource management within an organisation 3.3 Systematically appraise the processes that an organisation uses to plan its physical requirements 4.1 Investigate how marketing activities contribute to the achievement of organisational objectives 4.2 Critically evaluate the role of marketing operations within an organisation 4.3 Systematically appraise the processes that an organisation uses to develop its markets 5.1 Investigate how information systems management contributes to the achievement of organisational objectives 5.2 Critically evaluate the role...
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...Assessment 1: Discuss the ways strategic human resource management (SHRM) could contribute to organisational performance in the next five years. Human resource management (HRM) is the function within an organisation that focuses on its most valued asset – its personnel. HRM is one of the most important functions in any business and is detrimental to the company’s overall success. It has taken quite a while for HRM to be adopted into the business strategy as organisations were unwilling to accept or change their ways. Their focus was on economic growth for the company. However researchers such as Hezberg, Maslow and Lewin revealed that employee performance was influenced by their social and emotional needs and their desire for interesting work. This is when the shift began for companies to not only focus on economic growth, but to satisfy the needs of their employees in order to improve performance and productivity which will bring greater success to the company. Human resource management has a number of key policy areas including recruitment and selection, job analysis and design, workforce planning, performance management, training and development and career planning. It is through these policies that we can understand the concept of strategic human resource management (SHRM). SHRM explicitly links these policies, practices and systems to enable the achievements of an organisations strategy and goals. In my understanding, SHRM represents an attempt to methodically manage...
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...Question 1 Analyse how BASF, by adopting a strategic approach to human resource management, seeks to proactively provide a competitive advantage, through the company’s HRM practices. Strategic management is defined as “a pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals” (Noe et al, 2012) Every organisation is concerned with competing effectively in the global market and they have to decide how they would stand out as being number one. (Noe et al, 2012) notes that “…business organizations exist in an environment of competition. There are several ways of gaining competitive advantage and company’s need to play to their strengths because not all businesses have the same strengths. Many markets are segmented and what is important to one set of customers may be less important to another set. Companies need to decide which part of the market they are targeting. As seen in the case study BASF targets the chemical industry and strives to be the best of its kind. According to (Noe et al, 2012) four levels of integration seems to exist between the HRM function and the strategic management function: administrative linkage, one-way linkage, two-way linkage and integrative linkage. Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planninging Strategic planninging HRM function HRM function HRM function HRM function HRM function HRM...
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... 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 management or personnel department...
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...What do we mean by the terms ‘best fit’ and ‘best practice ‘to describe SHRM. Use any short case examples to illustrate your discussion? REWARD What are the main elements/components of a reward strategy?may 2012 , MAY 2011 What should organisations consider when developing a reward strategy? OCT 2012 What are the main features of Lawler’s model on strategic issues 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...
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...Introduction Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can be performed by line senior managers. A senior manager is responsible for overseeing and leading the work of a group of people. To the journal ‘Personnel Today’ who commissioning a series of articles introducing principles of Human Resource Management (HRM) I would like to contribute an article which related to senior managers and from other functional management areas trough success a business. The article entitled “To ensure the success of your business through effective human resource strategies”, and knowing how to help your staff to 'go green'. And the article is cover: 1. The definitions and comparison models of strategic HR management. 2. Second the importance of HRM. 3. The analysis of the framework. 4. How the strategies are developed. 5. The assessment of roles in HRM. A manager, who is generally the head of a department or functional area within an organization, has specific responsibilities depending on the needs of his or her organization. Human Resource Management Ensure the success of your business through effective Human Resource strategies To understand the role and importance of human resource management in achieving organisational effectiveness to define strategic human resource management and knowing the...
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...Chapter 1 Human Resource Management HRM Activities HRM involves the acquisition, development, reward and motivation, maintenance and departure of anorganisation's human resources. To do this successfully HRM must do all of the following: •Job analysis •Human resource planning •Employee recruitment •Employee selection •Performance appraisal •Human resource development Career planning and development •Compensation • Benefits • Industrial relations •Health and safety programs •Manage diversity What is strategy? 'Strategy defines the direction in which an organisation intends to move and establishes the framework for action through which it intends to get there.' The purpose of strategy is to maintain a position of advantage bycapitalising on the strengths of an organisation and minimising its weaknesses. To do this, an organisationmust identify and analyse the threats and opportunities present in its external and internal environments. What is strategic management? Strategic management is the process whereby managers establish an organisation's long-term direction, setspecific performance objectives, develop strategies to achieve these objectives in the light of all the relevantinternal and external circumstances and undertake to execute the chosen action plans. The aims of strategicmanagement are to help the organisation to achieve a competitive advantage and to ensure long-term successfor the organisation. Components of strategic management Strategic management involve Strategy...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...NAME: HUMAN RESOURCES MANAGEMENT 1. Explain the concept of human resources management and discuss the role of human resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to management of people...
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...SA Journal of Human Resource Management, 2006, 4 (1), 36-43 SA Tydskrif vir Menslikehulpbronbestuur, 2006, 4 (1), 36-43 AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project ...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT An organisation which builds a relatively consistent pattern of superior returns for its shareholders has developed some form of ‘sustained competitive advantage’ (Porter 1980,1985). Taking a balanced approach, discuss Porter’s statement and include in your discussion reference to the theoretical implications of the resource-based view of SHRM and its limitations In the past decades, companies have consistently planned their strategy analysis based on the opportunities and threats created by the external environment. In recent years however, technological advancement, political and other economical factors have created many competition and barriers in the marketplace. With the great uncertainties pose a tremendous challenge on businesses attempting to gain steady competitive advantage in the market, as long-term strategy making assumes a relatively stable world, overlooking needs for changes in the business practices. This consequently forced companies to shift their organisational strategic goal to incorporate the importance of human resource management by further analyse its internal resources and skills to achieve sustained competitive advantage in the market. Henceforth for the last decade, strategic human resource researchers have increasingly looked into associating resourced-based approach in attempts to maximize business performance and gaining competitive advantage through internal development (Darroch, 2005). Assuming a...
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...------------------------------------------------- Human Resourses Mgmt COURSEWORK PROJECT SHEORNAY THOMAS 412000290 NICOLE KNIGHT SHEORNAY THOMAS 412000290 NICOLE KNIGHT Ulrich (1998) remarks that the human resource management function in organizations is often ineffective, incompetent, costly and value-sapping. Explain how Ulrich's 1998 model of the HR function can be used to create a value adding reputation in global businesses and evaluate whether these new emerging roles exist within Caribbean organizations. Table of Contents Executive Summary 3 What is Human Resource Management? 4 The Traditional HRM Model as Value Sapping 6 A New Mandate for HRM 7 The New Model 7 The New Model in Global Organizations 11 HRM in the Caribbean 13 References 17 Executive Summary Human Resource Management during recent years has been facing a number of challenges that has led to it being labelled as ineffective, incompetent and value sapping. The traditional model of Human resources had been ineffective and failed to add value to organisations through its practices. This model which simply focuses on the acquiring, rewarding, developing and protecting employees has led to the problem of Human resources management being an operation that is completely detached from the valued operations and strategies of the organisation and as such adds no real value. This has led to many organisations considering outsourcing the Human Resource department; a move that can cost them their success. In this...
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...basis for effective implementation 9 5 WORKFORCE PLANNING CHECKLIST 10 5.1 Key considerations for effective workforce planning 10 6 UNDERPINNING KNOWLEDGE FOR WORKFORCE PLANNING 12 Introduction Workforce planning is the continuous process of ensuring that the right people are in the right place at the right time, in order to accomplish the organisation’s mission now and into the future. Its fundamental purpose is to align and integrate the organisation’s workforce with its strategic goals and objectives. The degree to which the organisation has the appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill requirements of the changing VET environment. This is essential if the TAFE sector is to adequately meet the changing demands of its operating environment and specific markets. Some Institutes are already taking action to shape their future workforces, thus ensuring their continued ability to deal with business challenges in the medium to longer-term. A range of approaches and...
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