...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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...Strategic Management of Human Resources Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question) 1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion? The best answers will be offering a sharp definition, discussion of the key differential factors associated with the models and a critique of the issues and tensions organizations face. The best answers will introduce the strategy process behind the models, planning, competence and the flow from the business strategy. They will be able to focus around the vision of the organization the values and how this is worked through with better examples. 2. How are Human Resource Departments responding to the challenge of SHRM? Answers will use the Ulrich or similar framework and assessing the challenges HR faces with respect to becoming strategic actors and business partners. They will be able to offer more contemporary information / discussion updating progress toward becoming business partners and change agents with some examples beyond the basic module guide. This will offer a critical and challenging view point. They will offer a comprehensive update on what it means to measure HR value added, develop the function around consultancy and basic service functions and be able to offer more on audit and the relationship with other line...
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...Sample Questions for your reference: April & July 2013 Part 1 1. Critically assess the strengths and weaknesses of ‘best practice’ models of HRM strategy? 2. Outline and discuss the main obstacles hindering or preventing HR departments from delivering strategic HRM 3. What should organisations consider when developing a reward strategy? 4. How can recruitment and selection processes contribute to strategic HRM? 5. Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? 6. Which mechanisms of employee involvement would you recommend using as part of your employee relations strategy and why? Part 2 Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer. Question 2 For developmental activity to be deemed ‘strategic’ organisations need to shift the focus from a training’ to a ‘learning’ approach. Discuss this proposition in the context of development activity supporting individual and organisational change. Question 3 Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in one specific area of HR such as performance management. Use organisational examples as appropriate to support your answer. Question...
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...Strategic Management of Human Resources Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question) 1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion? Answer: By Definition ‘SHRMis that approach of HRM that refers that how all the aims and the objectives of the organization can be achieved through the people of the organization itself. It is a very critical approach of HRM. These objectives are realized by the employees of the organization, where each employee is given some objectives to achieve. Through this the employee also showcases his performance and thus grows.’ Two approaches of SHRM are: 1) Best Fit 2) Best Practice Discussing both here below, Best Fit Approach: takes into consideration all the circumstances that the organization is facing and hence create a best fit of strategies to best solve the problems. These circumstances that the approach takes into account could be internal as well as external to the organization. The people working in the organization become the center to the approach and it is these people that help is sort out the circumstances. The strategies thus developed under this approach focuses on the needs of the organization and the people. This approach is said to be important and one of the best practices because it keeps into consideration the...
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...Harvard Business School 9-496-007 Rev. April 28, 1999 D O Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling N Since 1988 when Strategic Human Resource Management (SHRM) profiling was first introduced to Becton Dickinson, it had been implemented in eight line divisions, two staff functions, the diagnostic sector, and at the corporate level. In several divisions a second profile had also been employed. Most of these profiles were conducted by managers in the company's human resource and strategy function. O In 1992 Ray Gilmartin, CEO of Becton Dickinson (BD), wondered whether SHRM profiling was fulfilling its objective of developing an organization capable of implementing and reformulating strategy. Becton Dickinson undertook an assessment of SHRM in cooperation with Professor Michael Beer and Russell Eisenstat of the Harvard Business School. T The evaluation of SHRM focused on 10 units (eight divisions, the diagnostic sector, and the corporate organization) that had undergone at least one SHRM profile. Conclusions were drawn based on the following sources of information: • The experience of management and profilers with all SHRM profiles. • Interviews with top management and members of the employee task force (ETF) in each unit by a research assistant. CO • Questionnaires administered to the Operating Committee (OC), the ETF, and employees interviewed by the ETF in the 10 units. In all, over 1,000 employees received a questionnaire...
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...Strategic Human Resources Management: Where Do We Go From Here?† Brian E. Becker* School of Management, State University of New York at Buffalo, Buffalo, NY 14260 Mark A. Huselid School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field...
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...Strategic Human Resources Management: Where Do We Go From Here?† Brian E. Becker* School of Management, State University of New York at Buffalo, Buffalo, NY 14260 Mark A. Huselid School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854 The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediating variable in this relationship. There are direct implications for the nature of fit and contingencies in SHRM. They also highlight the significance of a differentiated HR architecture not just across firms but also within firms. Keywords: strategy; human resources; black box; implementation; differentiation The field of strategic human resources management (SHRM) has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus of management practice. The parallel growth in both the research literature and interest among practicing managers is a notable departure from the more common experience, where managers are either unaware or simply uninterested in scholarly developments in our field. As the field of HR strategy begins to mature, we believe that it is time to take stock of where it stands as both a field...
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...Shrm Strategic Management of Human Resources Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question) 1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion? Answer: By Definition ‘SHRMis that approach of HRM that refers that how all the aims and the objectives of the organization can be achieved through the people of the organization itself. It is a very critical approach of HRM. These objectives are realized by the employees of the organization, where each employee is given some objectives to achieve. Through this the employee also showcases his performance and thus grows.’ Two approaches of SHRM are: 1) Best Fit 2) Best Practice Discussing both here below, Best Fit Approach: takes into consideration all the circumstances that the organization is facing and hence create a best fit of strategies to best solve the problems. These circumstances that the approach takes into account could be internal as well as external to the organization. The people working in the organization become the center to the approach and it is these people that help is sort out the circumstances. The strategies thus developed under this approach focuses on the needs of the organization and the people. This approach is said to be important and one of the best practices because it keeps...
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...TRANSMITTAL TO: FROM: DATE: October 17, 2012 SUBJECT: Recommendation Report Dear Ms. Mason: This report provides recommendations on employee retention in this economic recession. In an effort to prevent dissatisfaction in the workplace environment, I’ve compiled this report that will provide an in-depth analysis of the situation. Access Mortgage could potentially lose key staff based on the lack of financial compensation. In order to limit turnover and unpleased workers, this report will include the best recommendations on retaining employees. I’ve compiled data with the assistance of internal and external research, case studies, and industry specific analysis. If there are any question or concerns please reach out to me and I’ll be happy to answer any of your questions. Thank you. Farin Clementine TABLE OF CONTENTS LETTER OF TRANSMITTAL………………………………………………………ii EXECUTIVE SUMMARY…………………………………………………………………………..iv PROBLEM……………………………………………………………………………5 BACKGROUND……………………………………………………………………...5 BODY…………………………………………………………………………………6 CONCLUSIONS……………………………………………………………………....8 RECOMMENDATIONS…………………………………………………………..….9 WORKS CITED……………………………………………………………………...10 EXECUTIVE SUMMARY This report serves to recommend best policies and procedures in an effort to retain employees. This will include information ranging from health/wellness to workplace flexibility options. Access Mortgage prides itself and its staff on retaining our employees despite the struggling...
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...practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence that I perceived to exist between the management practices recommended in scholarly literature, and often by professional HR managers, and the actions and priorities of senior managers in Australian organisations. I worked as a senior executive in a construction...
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...practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell 15 May 2009 K Lovell: SHRM in Australia Page i Acknowledgements This study had its origins in my curiosity about the divergence that I perceived to exist between the management practices recommended in scholarly literature, and often by professional HR managers, and the actions and priorities of senior managers in Australian organisations. I worked as a senior executive in a construction...
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...Parties: United States of America: The Plaintiff is the United States which says that the Sherman Antitrust Act has been violated by the defendants. Hilton Hotels Corporation: A defendant that allegedly agreed with other hotels to give preferential treatment to suppliers who paid assessments while decreasing purchases from those companies who refused. Along with its co-defendant, it is accused of bringing the combined economic power of the hotels against the suppliers who failed to pay. Western International Hotels Co.: Another defendant that was accused of violating the Sherman Act’s provisions with its refusals to deal with the unreasonable restraints on trade. Facts: In Portland, Oregon, representatives of hotels, restaurants and other business entities organized an association to attract potential conventions to their respective city. While at the convention, members were asked to make contributions equal to one percent of their sales in order to help finance. To help bolster their collections, hotel members, including the defendant Hilton Hotel Corp., agrees to give preferential treatment to the suppliers who paid their assessments. But for those who did not pay, actions were set in motion to help decrease the purchases from those particular suppliers. Procedure: The court found that the evidence was clearly sufficient to establish that the defendant hotels agreed to prefer suppliers who paid contributions over those who did not. The primary purpose and direct...
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...CASE STUDY 10 | SHRM Table of Contents EXECUTIVE SUMMARY ........................................................................................................................ 2 ANNEXURE ............................................................................................................................................ 3 INTRODUCTION ................................................................................................................................... 9 INTRODUCTION TO THE COMPANY ................................................................................................. 9 QUESTIONS ......................................................................................................................................... 10 QUESTION 01: ................................................................................................................................... 10 QUESTION 02 ................................................................................................................................... 12 QUESTION 03 ................................................................................................................................... 14 QUESTION 04 ................................................................................................................................... 16 CONCLUSION.....................................................................................................................................
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...of people management rather than a focused methodology. It derives largely from the 20th century but incorporates older notions about the management of people at work. These ideas have many different roots and they do not fit comfortably within one coherent and self-consistent body of knowledge. One major point of debate has been the difference - if any - between HRM and 'traditional' personnel management. The evolution of HRM continues today as new management theories, fashions and fads are developed. Human resource outsourcing has grown considerably in recent years. The Society for Human Resource Management (SHRM) conducted a poll in August 2008 to gauge the prevalence of HR outsourcing as well as the future plans for it. The research, where applicable, compares the results of the 2008 poll with results of a 2004 survey on the same topic. To answer the question ‘Is HRM a fashion or is it here to stay? What is the probability that HRM will be the dominant framework for people management in the 21st century?” we need to talk first about the past and the future of human resources management and the way it evolved this past few years. Human resource management is undergoing a massive transformation that will change career paths in as-yet uncertain ways. Employers are placing greater emphasis on business acumen and are automating and outsourcing many administrative functions, which will force many HR professionals to demonstrate new skills and compete for new, sometimes...
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...of Human Resource Management 12:2 March 2001 299–310 Strategic human resource management effectiveness and rm performance Orlando C. Richard and Nancy Brown Johnson Abstract This study tests whether strategic human resource management (SHRM) effectiveness signi cantly affects organizational level outcomes. Using the resource-based view of the rm, this study examines the effective use of human capital on organizational performance. Further, the role that a contextual factor – capital intensity – plays in modelling is explored. Results show that SHRM effectiveness signi cantly reduces employee turnover and increases overall market performance assessment. However, SHRM effectiveness affected both rm productivity and return on equity only when moderated by capital intensity. Keywords Human resources; strategy; effectiveness; outcomes. The interest of strategic management in examining the role of human resources as value-added has evolved (Baird and Meshoulam, 1988) to broaden the focus of human resource management research from a micro (i.e. individual effectiveness focus) approach to a macro (i.e. organizational effectiveness focus) or strategic approach (Butler et al., 1991). The strategic human resource management perspective (SHRM) makes evident the importance of human resource practices for organizational performance, such as employee turnover, productivity and nancial performance. The current focus on HRM as integral to rm’s strategic processes involves viewing HRM activities...
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