...HRM issues UK companies need to take into consideration when relocating their operations overseas. In answering this question you need to show an awareness of both the problems and the advantages HRM ISSUES WHICH UK COMPNAIES FACE WHEN RELOCATING TO OVERSEAS Introduction * With the growth of traditional business, the scope of HRM has also grown in recent years. * Every country is different in terms of political, ethnicity, monetary, multilingual and legal state. The companies has to face problems in global ventures, due to the lack of managing workforce among different ethnicity. * Most of the industries stake their growth plans on expanding globally, so for that they have to increase consistency for approaching the capabilities of talent management, leadership development and HR policies. At the same time the companies have to face issues when they are relocating to overseas. HRM ISSUES HR covers many various activities related to organizations employees; * Firstly HR will focus on staffing, as it is the basic need of the company. When relocating the business, HR has to consider whether staff members are the company employees or external contractors. * Training and recruiting employees, HR has to train employees to work in an international projects, they need to train technical skills to the employees such as cultural values, social customs, languages and reward system in the host country. * HR management also face the issues in managing the...
Words: 1968 - Pages: 8
...16.3.2010 EN Official Journal of the European Union C 64 A/1 V (Announcements) ADMINISTRATIVE PROCEDURES EUROPEAN PERSONNEL SELECTION OFFICE (EPSO) NOTICE OF OPEN COMPETITION EPSO/AD/177/10 — ADMINISTRATORS (AD 5) (2010/C 64 A/01) Are you interested in working for the European institutions? Does your profile meet our criteria? Why not apply? Give yourself a chance to succeed. The European Personnel Selection Office (EPSO) is organising admission tests and an open competition, based on tests, to constitute a reserve from which to recruit administrators (*). EPSO/AD/177/10 — ADMINISTRATORS (AD 5) in the following fields: 1. EUROPEAN PUBLIC ADMINISTRATION 2. LAW 3. ECONOMICS 4. AUDIT 5. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) The purpose of this competition is to draw up reserve lists from which to fill vacant posts in the institutions of the European Union. Before applying you should read carefully the instructions in the guide published in Official Journal C 57 A of 9 March 2010 and on the EPSO website. This guide, which forms an integral part of the notice of competition, will help you to understand the rules governing the procedure and how to make an application. (*) Any reference in this notice to a person of the male sex must be deemed also to constitute a reference to a person of the female sex. C 64 A/2 EN Official Journal of the European Union CONTENTS 16.3.2010 I. II. GENERAL BACKGROUND DUTIES III. ELIGIBILITY...
Words: 2383 - Pages: 10
...he Pres sentation T Title: The interview. The e Interview is in the thi ird Stage of f the recruit tment Cycle e The e interview consists of 2 parties: ndidate 1. Interviewee – Can ployer 2. Interviewer ‐ Emp The e Candidate will have t to prepare f for 3 stages s: Stag ge 1: preparations bef fore the inte erview to Start When t o What are th hey looking g for Type o Know the T o What they NEED ing Information Gatheri o Study the o organization n nfo. from Others o Get Extra in o What they NEED Preparing e your stren ngths / weak kness Analyze Prepare e your comp petencies: A Adapt your skills as closely to the company’s needs as po ossible Prepare e for the dif fficult quest tions What have you lea arned from y your past w work experie ences? nterviews Mock in Stag ge 2: Things s to take ca are while pr reforming the interview w First Im mpression M Matters Be befo ore time (5 t to 10 minut tes) Approp priate Dress :Formal , C Comfortable e Be conf fident Show yo ou have ma ade effort. Emphas size the pos sitive sides o of your pers sonality Use Pow wer words. Have yo our body lan nguage Don’t fo orget to be yourself, lo ooking natural and feeling confident is your b best asset Stag ge 3: How t to close the e interview How ha as the job va acancy arise en? How wi ill my performance be measured? ? Ask Abo out Next Ste eps (Before You Leave the Intervie ew) Send a T Thank‐you Note Imme ediately Afte er the Interv...
Words: 698 - Pages: 3
...Secondary dimensions: educational attainment, geographic location, income, marital status, religious beliefs … The EEO approach The creation of conditions to ensure that staff have an equal chance to seek & obtain e/ment & promotion Governments – legally driven approach * Anti-discrimination legislation * Affirmative action act 1986 – equal opportunity for women in the workplace act 1999 (changed name which better reflect the purpose of the legislation). Anti-discrimination * AU: federal & state / territory legislation * Discrimination: unfair treatment of a person or minority group based on prejudice(偏见). * Direct discrimination: Person with attribute treated less favourably than person without attribute. * Indirect discrimination: Policies/practices which appear neutral but which have the effect of excluding or treating unfavourably groups of people on basis of attributes. Affirmative action Programs that require firms to make special efforts to recruit, hire and promote women &/or members of minority groups * a policy or strategy in at least on of the following areas: 1. gender composition of the workforce 2. equal remuneration b/w women & men 3. availability and utility of e/ment terms conditions & practices relating to flexible working arrangements for e/ees & to...
Words: 2178 - Pages: 9
...A1: An examination of work and personal life conflict, organizational support, and employee health among international expatriates Elisa J. Grant-Vallonea,*, Ellen A. Ensherb Grant-Vallone, E.J., & Ensher, E. A. (2001). International Journal of Intercultural Relations, 25(3), 261-278. doi: 10.1016/S0147-1767(01)00003-7 Abstract: This study analyzes the effect of two types of work and personal life conflict and organizational support on expatriate employees’ mental well-being. Survey data were obtained from a culturally diverse sample of 118 employees working in Europe. Overall, employees reported higher levels of work interfering with their personal life, than personal life interfering with their work. Results demonstrated that work–personal life conflict was related to employees’ depression and anxiety and personal–work life conflict was related to employees’ concern for their health. Organizational support had significant main effects on well-being and conflict; however, organizational support did not buffer the effects of conflict on expatriates’ well-being. Although organizations are often concerned with the reduction of personal life interfering with work for expatriates (e.g., spouse employment, schooling for children), this study suggests that organizations should also concerned with how work is interfering with expatriates personal lives (e.g., reevaluate extensive travel, long hours.) Thus, programs that address both types of conflict are imperative to retain...
Words: 3091 - Pages: 13
...IIBM Institute of Business Management Examination Paper Human Resource Management Subject Code-B102 Section A: Objective Type & Short Questions Part One Multiple Choices: 1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others a. Geocentrism b. Polycentrism c. Ethnocentrism d. Egocentrism 2. It is the systemic study of job requirements & those factors that influence the performance of those job requirements a. Job analysis b. Job rotation c. Job circulation d. Job description 3. This Act provides an assistance for minimum statutory wages for scheduled employment a. Payment of Wages Act, 1936 b. Minimum Wages Act, 1948 c. Factories Act, 1948 d. Payment of Gratuity act, 1972 4. __________ is the actual posting of an employee to a specific job a. Induction b. Placement c. Attrition d. None 5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as a. Training b. Development c. Education d. Mentoring 6. Change that is designed and implemented in an orderly and timely fashion in anticipation of future events a. Planned change b. Technology change c. Structural change d. None 7. It is a process for setting goals and monitoring progress towards achieving those goals a. Performance appraisal b. Performance gap c. Performance factor d. Performance...
Words: 2189 - Pages: 9
...Discussion Challenges from case study in developing effective link between reward and performance “Construct It” has the biggest issue of recruiting effective project and site managers. Since there is general shortage of good managers within industry therefore, they demand high salaries in behalf of their services. Thus, the organisation is planning to consider the aspect of performance, which is related to reward to packages for the level of staff that try to assist recruitment along with retention. According to Michigan model by Fombrun, Tricky and Devanna in 1984, holds hard HRM, which states that people must be managed with other resources that must be obtained cheaply, developed, and economically. However, this model is based on selection, development, appraisal, and reward that is attained by considering the organisational performance. The hard HRM model (Fombrun, Tichy and Devanna, 1984) is conceived management as a key strategic element for the effective performance of organizations. For these authors, human resource management, strategy and structure are part of the organizational model, which have an impact on results the organization, and are affected by factors external to the organization. These authors were the first to explain this link as...
Words: 2503 - Pages: 11
...Case 11- 6 General Electric Company The General Electric Company is a large multilocation corporation engaged in the manufacture and marketing of a wide variety of electrical and allied prod-ucts. In 1964, there were almost 400 separate product lines and over three mil-lion catalog items. Sales volume in that year totaled $4,941 million, and net income was $237 million. Total employment was about 262,000. Early in the 1950s, General Electric initiated an extensive decentralization of authority and responsibility for the operations of the company. The basic unit of organization became the product department. AB of 1964, there were over 100 of these departments. The company recognized that if this decentralization was to be fully effective it would need an improved system of management control. It also recognized that any improved system of control would require better measures of per¬formance. To meet this need, the company established a measurements project and created a special organizational unit to carry out this project. This case summarizes the main features of this project, with particular emphasis on measuring performance of the operating (i.e., product) departments. The Measurements Project The measurements project was established in 1952. Responsibility for the proj¬ect was assigned to accounting services, one of the corporate functional services divisions. A permanent organizational unit, initially called measurement ser¬vice, was set up to carry out this project...
Words: 3593 - Pages: 15
...II Calendar No. 888 110TH CONGRESS 2D SESSION H. R. 5959 IN THE SENATE OF THE UNITED STATES JULY 17, 2008 Received; read twice and placed on the calendar AN ACT To authorize appropriations for fiscal year 2009 for intelligence and intelligence-related activities of the United States Government, the Community Management Account, and the Central Intelligence Agency Retirement and Disability System, and for other purposes. 1 Be it enacted by the Senate and House of Representa- 2 tives of the United States of America in Congress assembled, 3 4 SECTION 1. SHORT TITLE; TABLE OF CONTENTS. (a) SHORT TITLE.—This Act may be cited as the 5 ‘‘Intelligence Authorization Act for Fiscal Year 2009’’. 6 (b) TABLE OF CONTENTS.—The table of contents for hsrobinson on PROD1PC76 with BILLS 7 this Act is as follows: Sec. 1. Short title; table of contents. Sec. 2. Definitions. TITLE I—BUDGET AND PERSONNEL AUTHORIZATIONS VerDate Aug 31 2005 21:15 Jul 18, 2008 Jkt 069200 PO 00000 Frm 00001 Fmt 6652 Sfmt 6211 E:\BILLS\H5959.PCS H5959 2 Sec. Sec. Sec. Sec. Sec. Sec. 101. 102. 103. 104. 105. 106. Authorization of appropriations. Classified Schedule of Authorizations. Personnel ceiling adjustments. Intelligence Community Management Account. Limitation on the use of covert action funds. Prohibition on use of funds to implement ‘‘5 and out’’ program of the Federal Bureau of Investigation. TITLE II—CENTRAL...
Words: 24825 - Pages: 100
...Neuron, Vol. 44, 379–387, October 14, 2004, Copyright 2004 by Cell Press Neural Correlates of Behavioral Preference for Culturally Familiar Drinks neural responses, and the modulation of both by nonodor or nonflavor stimuli—that is, the sensory problem. Ultimately, such sensory discriminations and the vari- Samuel M. McClure,1,2 Jian Li,1 Damon Tomlin, Kim S. Cypert, Latane´ M. Montague, and P. Read Montague* Department of Neuroscience ables that influence them serve to influence expressed Menninger Department of Psychiatry behavioral preferences. Hence, there is another large and Behavioral Sciences piece of the problem to understand. For modern huBaylor College of Medicine mans, behavioral preferences for food and beverages 1 Baylor Plaza are potentially modulated by an enormous number of Houston, Texas 77030 sensory variables, hedonic states, expectations, semantic priming, and social context. This assertion can be illustrated with a quote from Anderson and Sobel (2003) Summary profiling the work of Small et al. (2003) on taste intensity and pleasantness processing: Coca-Cola (Coke) and Pepsi are nearly identical in chemical composition, yet humans routinely display “A salad of perfectly grilled woodsy-flavored calastrong subjective preferences for one or the other. mari paired with subtly bitter pale green leaves of curly endive and succulent petals of tomato flesh in This simple observation raises the important question a deep, rich balsamic dressing...
Words: 7605 - Pages: 31
...Responsibilities; Environmental Factors of HRM: Environmental Factors, Challenges to HRM. Concepts and Process of Human Resource Planning Human Resource Planning: Importance, Process, Barriers; Strategic Planning; Human Resource Information Systems (HRIS); Forecasting Demands: Forecasting Supply; Man Power Forecasting. Emerging Trends in HRM Outsourcing and its HR Dimensions; Human Resource Planning and Downsizing: Voluntary Redundancy and Ways of Downsizing Processing; Importance of Bench Marking; Case Study: Bench Marking VRS Practices and Compensation Management. Job Analysis: Recruitment and Selection Job Analysis: 6 Steps, Job Description vs. Job Specification, Methods of Collecting Job Analysis Information; Role of Recruitment and Selection: Situational Factors in Recruitment, Recruitment Policy, External and Internal Sources of Recruiting and its Merits and Demerits, Selection Process and its Types, Structured Interview Guide. Training and Development Orientation; Training and Development; the Steps in Training Process; Career and Succession Planning: Career Stages, Career Development, Career Management Succession Planning; Case Discussion on Succession Planning. Compensation Introduction: Meaning, Objectives of Compensation; Components of Compensation System; Compensation Management Process; Factors of Determining Pay Rates; Pay Incentives; Employee Benefits and Services; Case Study: Comparing Industry Trends in Pay Rates such as FMCG. Performance Appraisal Introduction;...
Words: 99065 - Pages: 397
...Organizational Dynamics, Vol. 28, No. 4, pp. 52-66, 2000 © 2000 Elsevier Science, Inc. ISSN 0090-2616/00/$--see frontmatter PII 50090-2616(00)00005-X When Ethics Collide: Managing Conflicts Across Cultures PAUL F. BUllER JOHN J. KOHLS KENNETH S. ANDERSON Nike-one of the fastest-growing companies in the world-has been stymied recently due in part to consumer reaction to conflicts involving management practices in its suppliers' factories in the Far East. Among the accusations-poor working conditions, low wages, enforced over time, and harsh, sometimes brutal, discipline and corporal punishment. Levi Strauss & Co. was recently confronted with the challenge of how to deal with contractors in Bangladesh that employed young children, a legal practice in Bangladesh, but one contrary to Levi's company policy. The fact that these chil dren were often a sole or significant source of their family income further complicated the mat ter. Tony Anderson, Chairman and CEO of H. B. Fuller Company, was faced with a decision re garding the company's responsibility for illegiti mate use of one of its products. Resistol, a tolu ene-based glue, has become an addictive drug of choice for many Central American street chil dren. These "Resistoleros" inhale the glue and often experience violent reactions and serious health problems, including kidney failure and brain damage. ness practices. Ethical conflicts may involve a variety of issues: • bribery and extortion, as in the highly publicized...
Words: 7825 - Pages: 32
...COLLOQUIUM includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences...
Words: 34803 - Pages: 140
...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 ...
Words: 10368 - Pages: 42
...Journal of Management http://jom.sagepub.com Research on Employee Recruitment: So Many Studies, So Many Remaining Questions James A. Breaugh and Mary Starke Journal of Management 2000; 26; 405 DOI: 10.1177/014920630002600303 The online version of this article can be found at: http://jom.sagepub.com/cgi/content/abstract/26/3/405 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations http://jom.sagepub.com/cgi/content/refs/26/3/405 Downloaded from http://jom.sagepub.com at Universiteit van Amsterdam SAGE on November 9, 2009 Journal of Management 2000, Vol. 26, No. 3, 405– 434 Research on Employee Recruitment: So Many Studies, So Many Remaining Questions James A. Breaugh and Mary Starke University of Missouri–St. Louis Over the last thirty years, the amount of research on recruitment topics has increased dramatically. Despite this increase, recent reviews of the recruitment literature often have had a somewhat pessimistic tone. Reviewers have concluded that we still do not know a great deal about why recruitment activities have the effects they do. In particular, recent reviews have criticized many of the studies conducted...
Words: 15879 - Pages: 64
