...BUS 325 WEEK 8 ASSIGNMENT 2 RECRUITMENT TO purchase this tutorial visit following link: http://wiseamerican.us/product/bus-325-week-8-assignment-2-recruitment/ Contact us at: SUPPORT@WISEAMERICAN.US BUS 325 WEEK 8 ASSIGNMENT 2 RECRUITMENT BUS 325 WEEK 8 Assignment 2 – Recruitment, Training, and Compensation Use the Internet to research an MNE. Gather basic information about the enterprise as well as specifics about their international business strategy. Be sure to select a different MNE than you did for the first writing assignment. Write a 4-6 page paper in which you: 1. Provide a brief description of the enterprise (e.g., their industry, size, location, number of employees). 2. Outline a recruiting and selection strategy for your selected MNE that could be used to effectively meet organizational requirements for operating in multiple countries. 3. Outline a training and development strategy for your selected MNE that could be used to effectively meet organizational requirements for operating in multiple countries. More Details hidden… BUS 325 WEEK 8 ASSIGNMENT 2 RECRUITMENT BUS 325 WEEK 8 Assignment 2 – Recruitment, Training, and Compensation Use the Internet to research an MNE. Gather basic information about the enterprise as well as specifics about their international business strategy. Be sure to select a different MNE than you did for the first writing assignment. Write a 4-6 page paper in which you: 1. Provide a brief description of the enterprise...
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...Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises Ashok Chanda, Trapti Bansal & Rupal Chanda Abstract Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application of recruitment and selection strategic integration a situation that warrants greater investment due to the economic growth in India in a corresponding expansion of Indian enterprises. Consequently, this study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organisational performance in 259 Indian enterprises. The results show the majority of Indian enterprises had a high level of recruitment and selection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees’ satisfaction, employees’ productivity, and negatively related to employees’ turnover. The implications for HRM practitioners and further research are discussed. Introduction Recruitment and selection is the process of attracting...
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...International Affairs and Global Strategy ISSN 2224-574X (Paper) ISSN 2224-8951 (Online) Vol.25, 2014 www.iiste.org E-Recruitment as a Strategy for Informal Networking: A Case Study of Mobilink Muhammad Arslan (Corresponding Author) Rashid Zaman Bahria University Islamabad, Pakistan PO box 44000, E-8, Islamabad, Pakistan Email: MuhammadArslan73@gmail.com Abstract E-recruitment strategy is necessary to attract the potential employees to better equip the organization with competent workforce. E-recruitment helps to get the informal networks for the organization. These informal networks support the organization in form of employee’s clarity of their roles, which increases the organizational knowledge of employees to perform their tasks efficiently. It increases the satisfaction of employees which in result will increase the commitment of employees for organization in long run. A case study of Mobilink, a repudiated telecommunication company, is conducted to get the implication of e-recruitment strategy that either it is beneficial for the organization or not. The survey method was employed for data gathering. The results have strong support for the long run benefits, for Mobilink, of adopting e-recruitment strategy. Keywords: E-Recruitment, Mobilink, Employees, Informal Networks 1. Introduction Recruitment is the basis for an organization to create and then continually recreate itself. It involves the workforce of an organization who are directly involved...
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...The Globalization and IHRM of Lenovo ⅠIntroduction Lenovo Group Limited is a Chinese multinational personal technology company that develops, manufactures and markets desktop and notebook computers, workstations, servers, storage drives, IT management software, and other related products and services. Lenovo was incorporated in Hong Kong in 1988 under its previous name, Legend.[1] Lenovo's principal operations are located in Morrisville, North Carolina, Beijing, China and Singapore. (Global Headquarters : The United States Raleigh ( North Carolina Research Triangle Park ) (The main R & D centers: Beijing, China, Japan and Japan, Shanghai, Shenzhen and the United States, North Carolina, Raleigh (Production base and assembly facilities: Beijing, Shanghai, Huiyang and Shenzhen; India's Pontiac Lee (Pondicherry,); Monterrey, Mexico (Monterrey,); the United States Greensboro (in Greensboro); and in the global contract manufacturing and OEM Lenovo is the world's second largest PC maker and markets the ThinkPad line of notebook PCs and ThinkCentre line of desktops. These brands became part of Lenovo's offerings after its 2005 acquisition of IBM's personal computer business. Lenovo also sells the IdeaPad line of notebook computers. Lenovo markets its products directly to consumers, small to medium size businesses, and large enterprises, as well as through online sales, company-owned stores, chain retailers, and major technology distributors and vendors. 1.Joint ventures,...
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...organization requirement’. Strategic HRM (SHRM) is the connection between business strategy and human resource management. Human resource is integrated into business and its environment (Holbeche 1999). In this essay, Mariott International is used to illustrate on the relationship between business strategy and five key HRM functions – recruitment, human resource development, performance appraisal, remuneration and retention. Background of Marriott International Mariott International was founded on 1927 by J.Willard Marriott. Their business started with a food and goods service in A&W root beer franchise in Washington, D.C. In 1957, with the leadership of Bill Marriott, Marriott international shifted into hotel business in the hospitality industry. Currently Marriott is the leading loading companies with more than 3,700 properties worldwide. Marriott international has remained the core values of putting people first, pursue excellence, embrace change, act with integrity and serve our world. They have a six-part business strategy of next generation travellers, brand distinction, portfolio power, technology leadership, owner preference and global growth and with a vision to be the number one hospitality in the world. Their achievement and growth are the results of excellent implementation of strategic human resource management that are aligned with their business strategies. Recruitment Recruiting talents is one of the essential functions in human resource management...
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...PORTFOLIO BUILDER BSBINN601A Manage Organisational Change Candidate Name: | | Company: | | Date of submission: | | Name of Assessor: | | RTO: | Management Consultancy International | Project Overview Part 1 In this project you will be required to work as a senior human resources manager within a fictitious organisation called the International Hotel Group. (If conducting this project in your workplace or in your college or training organisation, work with the relevant staff from that team). You will be required to identify the need for a strategic change and a major operational change and develop, implement and review the change management strategy. In this task you will be required to identify the need for strategic and operational change. * You will need to access information about your organisation’s current strategic directions. * If working in a simulated situation you will be provided with information and a scenario. a) Write a list of possible needs for change. To do this you will need to do some or all of the following: * Review organisation’s strategic plans * Review relevant policies and procedures * Consider any environmental events or trends * Review operational procedures * Consult relevant specialists and experts b) Consult with relevant managers to discuss and prioritise identified change requirements. Prepare a report that outlines the outcomes of this meeting. (If completing this activity...
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...College-wide Recruitment Plan [pic] 2005-2010 Recruitment Plan for 2005-2010 RECRUITMENT PRIORITY: Recruitment Research Goal (3-5 year) Analyze the historical profile of enrollment patterns (i.e. by program, campus, and demographic variables) in order to develop targeted recruitment strategies. ➢ Design a report by campus to profile those in each major for the past three years. Characteristics that are helpful in understanding recruitment for each major are age, gender, zip, F/T or P/T, day or evening session. ➢ Analyze the report tracking enrollment numbers over the past five years in each major, sorted by campus and year. Goal (3-5 year) Conduct research to find more effective ways to recruit students to specific programs. ➢ Find a physical location for a phone bank on each campus or centrally located to make a distinct, focused effort to solicit additional information from potential students, conduct surveys, and implement retention focused calling. ➢ Produce CARS report for each major by contact code. ➢ Identify and target two low-enrollment programs with excellent transfer record or excellent professional outcome opportunities. Goal (3-5 year) Develop a historical profile of high school yields in order to research the reasons for differing yield rates and strategies for maximizing enrollment. ➢ Using...
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...Management Strategy Executive summary Developing and implementing a soundly based strategy for human resource management is a specific area for improvement in the Federation of the Future’s section outlining the Framework for Action. The Federation Human Resources (HR) Strategy was approved in April 2005 and actions to deliver it commenced in June of that year. The support of Department for International Development (DfID) during the years 2007 and 2008 has been fundamental in facilitating the achievement of major elements of the strategy. For the years 2009 and 2010, whilst the key themes of the human resources strategy remain in place, the focus of action shifts to building on achievements to date to cement them into the regular operating practices of the Federation. This is particularly the case in the seven zone offices that sit at the heart of the new operating model. In the context of the 2008 to 2010 strategy, and like the years 2007 and 2008, additional financial resources will be required to support key strategic interventions that will enable the HR department to implement and then operationalise major changes that can be absorbed into the regular operating budget of the department. The Federation can only move forward on HR initiatives by building consensus amongst leaders and the HR community on priorities and approaches. Through a target audience of HR professionals in the Secretariat and National Societies, the programme above will facilitate better recruitment, retention...
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...Introduction The main purpose of this essay is to illustrate the importance of the idea of competency as well as seeks to outline its application to staff undertaking international assignments. Lucia & Lepsinger (1999) define competency as “a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development.” People or the organization should possess the core competencies to excel in work’s performance and hence be improved in the future to achieve effectiveness in work and organization’s goal (Ibid). Why have the idea of competency become so important? Organizations today identified the key to business success through strategic human resource management (SHRM) (Compton 2009). To achieve SHRM, the strategic plans have to be pro-active and be open to changes in the organization’s external environment such as its competitors and globalization (Ibid). Having a deeper understanding about competencies is critical, as it will allow the organization to focus on achieving organizational goals and responding to the external environment (Lucia & Lepsinger 1999). The Harvard Analytical framework for HRM Figure 1. (Source: Beer et al. 1985) The Harvard analytical framework for HRM in Figure 1 above consists of five main components, which...
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...Recruitment, selection, and diversity management in IKEA for its limits of homogeneity in China 1. Introduction In the article “China teaches IKEA limits of homogeneity”, the author presents the problems that IKEA has in its standardization in the Chinese market. The customer group, the pricing, and the culture make IKEA almost impossible to keep its homogeneity in its products and corporate culture. This article is an analysis on the marketing and sales perspective of IKEA. However, the problems in marketing and sales indicate problems in management, especially the human resource management. The limitation of a company to bring its standardized management in a new market indicates its failure in the previous investigation on the reality of the market, which is rooted in the issues of human resource management. If there were local employees or managers warning the reality and difficulties in China, IKEA would be better prepared and make a better marketing strategy. Thus, this paper would analyze the issues of IKEA from the perspectives of recruitment and selection, and diversity management. 2. Recruitment and selection Recruitment and selection is the primary task in human resource management. Recruitment is to seek qualified talents that are suitable for the current needs of the company. It requires a board range of human resource activities under the guidance of the overall business strategy, annual business plan, and the budget of the company (Van Den, et al., 2010)...
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...| Issues and Challenges in Recruitment and Selection of Employees | | Contents Introduction 2 Recruitment 3 Recruitment & Selection Process 4 Importance of Managing the Recruitment and Selection Process 7 Issues in Recruitment & Selection 9 Challenges in Recruiting and Selection 11 Discussion and recommendations 14 Conclusion 20 References 21 Introduction Organisations today are increasingly transforming from regional company to a Multi-National Company. However; the effects of such operations do not end up with international markets and consumer products. In fact, Managers today are faced with several breath taking challenges of leading a true global workforce. As we can remember the good old days when we can find staff by advertising in the local newspaper, and graduates and apprentices were plentiful and grateful for a job. Due to the scaled- back university courses/intakes and apprenticeship schemes, the aging population and the resources have left Australia desperately short of qualified people, and thus, now HR managers are often required to think globally to fill out positions. Recruiting efficient staff in an international context is the process of identifying and attracting potential candidates outside the country and initiate the process of evaluating them for future employment. Once candidates are identified, organisations can begin their selection process. This process includes: collecting, measuring, evaluating information...
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...plan for the recruitment and selection in hiring of personnel through assessment of all facets of expatriate issues. This would include the recruitment, selection and take into the account of cultural suitability and adjustment that will automatically occur when an expatriate comes to work from another country. Recruitment and selection would be pivotal in creating Citibank as a global presence in Australia. Recruitment is defined as searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most appropriate people to fill its job needs. Whereas, selection is the process of gathering information for the purposes of evaluating and deciding who should be employed in particular jobs. (Dowling, Festing & Engle, Sr., 2009) It is important to note that recruitment and selection are discrete processes and both processes need to operate effectively if the firm is effectively to manage its staffing process. For example, a firm may have an excellent selection system for evaluating candidates but if there are insufficient candidates to evaluate then this selection system is less than effective. Both processes must operate effectively for optimal staffing decisions to be made. (Dowling, Festing & Engle, Sr., 2009) Hiring people and deploying them to a position where they will perform effectively is a goal of most organizations. One of the major differences between domestic and international staffing is that...
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...human resource management” (Mello, 2011). Strategic recruitment is vital for any company for meeting their goals and mission. Strategic recruitment is part of the strategies human resource plan; the company must know what the company needs and fill those needs. The decisions made directly impacts the success of the company. The following analysis of Heidrick & Struggles Inc. will show what problems they faced as demographics changed along with technology. The job market is very competitive and acquiring and retaining quality talent is essential to a company’s success. Poor decisions can have negative affects with high turnover that impacts employee morale and a company can lose its competitive edge (Richardson). Heidrick & Struggles an executive search firm was established in 1953 by Garner Heidrick and John Struggle. As the company grew by 1957 were serving clients all over the U.S. and in 1968 they went international opening an office in London. By 1980 they had 11 offices located the U.S. and Europe. Heidrick’s search consultants did not see the company as a global firm; it was more of a franchise. They had no specialization and were considered generalists. They had never met as a single group and had only 2 female consultants. In 1999 the Heidrick &Struggles International merged with Heidrick & Struggles, Inc. and went public listing it shares on the NASDAQ exchange as Heidrick & Struggles International, Inc. In 2008, Heidrick characterized itself as “the...
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...a MNC 3 4) Assumptions underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments. 5 5) The influence of culture on HR best practices………………………………………………………. 5 6) Conclusion…………………………………………………………………………………………………………… 6 7) References…………………………………………………………………………………………………………… 6 Introduction Human Resource Management (HRM) has brought profound change and debate to how employees are seen within an organisation. A review of HRM history with a look at relevant theories being propagated today for a better understanding of the HRM context with insights to the HR Practitioner moving forward. This is followed by a breakdown of the HR best practice, recruitment and selection and its challenges for MNCs. The accompanying OB tools are reviewed to see how MNCs would be able to best address talent acquisition. Assumptions are then looked at underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments with focus on MNC originating from emerging economies. Finally the influence of culture on HR Best Practice with OB solutions is reviewed. The theoretical and changing HRM landscape The best way to understand the complexities in modern HRM is to understand its origins so as to fully appreciate its strategic value and not fall prey to past mistakes. As Kaufman (2014) eventually states that to become better HRM practitioners...
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...Qantas Airways Limited HR Strategy FY14/15 Introduction Founded in the Queensland outback in 1920, Qantas has grown to be Australia's largest domestic and international airline. Registered originally as the Queensland and Northern Territory Aerial Services Limited (QANTAS), Qantas is widely regarded as the world's leading long distance airline and one of the strongest brands in Australia. Our airline brand operates regional, domestic and international services and is forever expanding, it is for this reason we are constantly seeking passionate, driven and enthusiastic people to join our friendly team. We employ over 30,000 people with approximately 93 per cent of them based within Australia. Qantas Airways Limited is committed to growing and developing their HR departments and within the next 12 months will: * Establish themselves as the best employer in the aviation industry in Australia. * Will maintain a positive and joyful employment experience across all offices, airports and aircrafts for all current and future Qantas employees. HR Strategy The Qantas Airways Limited HR strategy supports and lays the foundations of the organisations vison and mission. It will be analysed and measured by the success of a number of key programs focusing on the following areas of people management: * Culture and Behaviour * People and Structure * Recruitment and Retention * Reward and Recognition * Learning and Development * Systems and Compliance ...
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