...Human Resource Management Is No More Than ‘Old Wine in New Bottles’. In: Business and Management Human Resource Management Is No More Than ‘Old Wine in New Bottles’. Human resource management is no more than ‘old wine in new bottles’. Discuss. ‘’HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles. It could indeed be no more and no less than another name for PM ’’ ( Armstrong, 1987) First we have to understand the meaning of HRM, but attempts to define HRM precisely have resulted in confusion and contradiction rather than clarity [Price, 1997]. However, according to Storey (1989) Human resource management is a completely different philosophy and an approach contrast to Personnel management. In his view, HRM provides a completely new form of managing personnel and can therefore be regarded as departure from the orthodoxy of traditional personnel management. The normative models of personnel management shows that PM is about selecting, developing, rewarding, and directing employees in such a way that not only will they achieve satisfaction and ‘give of their best’ at work, but by so doing enable the employing organization to achieve its goals. When considering the definition of Human resource management and Personnel management, there are many differences on the perspectives of researchers. Legge (1989) reviewed the definition of a variety of writers. She could come to conclude that there are three features which seems to distinguish HRM...
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...“Working Together to Make a Difference”Who We AreAbout UsAt Hancock Manufacturing, the Human Resources team is about more than just payroll and benefits. Our energetic team consists of experienced and dedicated individuals who strive to help employees reach their goals while keeping ahead of the constant changes in technology, diversity, and globalization. As a member of our team you can enjoy schedule flexibility, comprehensive benefit packages, competitive salary, and a team environment that feels like family. Come join the team at Hancock Manufacturing, where creativity and innovation abound! | | | | Contact Us * H.R. Manager: Name * H.R. Supervisor: Name * H.R. Secretary: Name Phone: 1-800-HANCOCK 1-800-426 - 2625 Email: hrm@hancockmanufacturing.com Web: www.hancockmanufacturing.com | | | Hancock Manufacturing 2014 University Dr.Suite A.Salida, CA., 90000 | | | | | | Hancock ManufacturingHUMAN RESOURCE MANAGEMENT“THE FUTURE IS YOURS” | | Hancock Manufacturing | [Brochure subtitle or company tagline] | | Changes in HRMTechnologyA primary focus of the HRM team is taking care of our people. Technology has radically changed the way we to achieve this goal. The use of online career search engines and social media greatly enhances our ability to find the most capable pool of potential employees. Online training provides an excellent opportunity to provide current employees the innovative training needed for success in the modern...
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...Project Managment Summary Stacy F. Vincent CPMGT/301 December 22, 2014 Dr. Jeff Atkinson Project Management Summary Project Management, the process by which all components of a project are brought together, moving toward the end result of a successful endeavor. From inception; planning, organizing, resource management and the implementing of policy and procedures, the project manager is responsible for the entire process. Strategic Portfolio Management is the necessary prioritization methodology (Rouse 2012) actively engaged in managing the resources; budgetary, human, etc. in concert with any other component involved in the complete scope of a project. This component may oversee several different projects within an organization, moving them forward based on the company’s needs. Project Managers are responsible for the scope of the entire project, including the portfolio and program management outcome; however these all must work in concert to have a successful completion to all projects. Portfolio management (managers) can oversee several different projects concurrently, ensuring the necessary resources are available within the scope of the organization’s needs. Project managers, operating under the authority of their position, utilize the information compiled and made available by portfolio management. It is important to note that not all programs have end dates, such as a project may, and those program resources will require ongoing evaluation as budgets change...
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...egalitarianism as two of thirteen management practices that lead to superior organisational performance, and the rationale and validity of his argument will be assessed in line with the work of Hofstede as applied to studies of multinational corporations. Pfeiffer’s arguments will be shown to be of limited application contingent on the context they are being applied to. Symbolic egalitarianism is a conscious strategic decision within the organisation to remove symbols of hierarchy and the differential valuing of employees. This can include decisions such as moving managers from their offices to open plan areas, reducing or removing tiers of titular status, or status symbols attached to seniority or role. Pfeffer argues symbolic egalitarianism signals equality and improves communications, it “diminishes ‘us’ versus ‘them’ thinking” [ (Pfeffer, 2005, p. 101) ] which he believes creates a more collaborative environment with better information flow and cooperation due to the hierarchical barriers between employees and managers being removed. Organisations make a strategic choice in their remuneration and reward programs to enforce either hierarchical or egalitarian culture. Egalitarian systems allow earnings to increase without employees having to move up to more senior roles. This allows for a more flexible workforce that can be moved across jobs without moving up tiers, allowing for greater responsiveness to “new areas, projects or positions” [ (Gomez-Mejia & Balkin, 1992...
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...Case Study: Joie de Vivre Hospitality Human Resource Management Professor Dr. Ed Sherbert What is Joie de Vivre’s Philosophy on advertising for its hotels? How does this support the firm’s strategic aims? Many hotels fundamentally discovery themselves struggling to just fulfil the basic expectations of the guest they serve. Receiving feedback through predictable surveys based on quality performance metrics, such services, room comfort, maintenance, property conservation, friendliness and efficiency of the staff is important. Chip Conley believed without underestimating the importance of these variables, what matters most and differentiates hotels from competition is fulfilling unrecognized needs. Chip called this exercise: "identity refreshment". In his words, "you do not only get inside the customer's head, you get inside his heart” Joie de Vivre business model is based on strategic marketing. Resulting in a more powerful marketing approach and is grasped after a deep understanding of the needs and desires of the current and prospective customers. One that understanding of the customer needs and desires are achieved you then develop the business model around products, services, outreach, customer experience and branding, outreach with a goal to meet and exceed customer´s needs and desires. Utilizing this form of out-side in management versus tactical marketing strategies by creating a hotel product, basically copying others hotels and then concentrate efforts in advertisement...
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...Talent Management What is talent managment? Talent management is kind of initiative planning that designed to source, attract, recruit, develop, advance, and retain a talented employees. Talent management also has another target which is to develop talented employees leadership and management functions critical to the organization’s success. The core idea of talent management is developing the human resources to attain organization’s strategic objectives. Why an organization does need talent management? The main reason of leaving an organization is “the feeling of detachment” in an employees from the organization’s objective and goal. They beleive that they are not being noticed by the people who actually hold the key of their career development. In many organization, people try to become visible by networking, personal contacts, recommendations. They do not need become extraordinary and talented but are often visible and getting caught by the eyes of top management. This situation makes many talented people inside the organization hide their presence, like a big fishes that love to stay in a deep water. Many talented people join the organization with a dream for achievement, success, and career development. Unfortunately, they realize and experience true culture of the organization, they become frustated and feel neglected. They gradually lose their interest, and become not innovative, and less participative. Through talent management, attention can be given to all employees...
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...Mission, Vision, Values, & Managment In today's post-recession workforce, gaining employment is so difficult that once hired, life has new meaning. The mission, vision, and values may mean different things to managers. With a closer look into an organization, from the newest employees up to the experienced senior management, it is found that many of the staff members do not have knowledge enough to recall the mission and vision statement. The military is used as an example, setting the standard for other public and private entities. In this case, let's examine a human resources unit in the United States Air Force. The Air Force Civilian Services mission and vision statement aim to "provide elite administrative, operation and technical support for the Air Force vision; Global vigilance, reach, and power" ('Our Mission & Vision', 2016). The mission and vision statement must work together to meet the organizational goals. In examining the core competencies, one must consider the true definition and rationale. Also, the Air Force has a set of strategic goals that determine the long-range direction of the organization. The attitudes, behaviors and goals of each Air Force civilian in the group are meant to demonstrate alignment with the vision, mission, values, and competencies. For a company to manifest values and a culture that leads to success, these vital mantras must be reiterated, exercised, memorized, and done by all employees. Mission Statment There is a constant...
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...PROJECT ON COCA COLA ASSESSING THE IMPORTANCE OF ORGANIZATIONAL RESOURCE MANAGEMENT SUBMITTED BY * *RYAN MARTINS * REGNO*: 634 Contents DEFINATION OF RESOURCE MANAGMENT The process of using the company’s resources in the most efficient way possible this resources can include tangible resources such as goods and equipments and financial resources and also labour resource such as employees. Resource management can include ideas such as making sure one has enough resources for the business but not an overburden so that products won’t get used. INTRODUCTION The Coca-Cola Company is the world's leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups. Along with Coca Cola, the world's best known brand, The Coca Cola Company markets four of the world's top-five soft drink brands, including Diet Coke, Fanta and Sprite. Throughout the world, no other brand is an immediately recognizable as Coca Cola. Any company to be successful need to use it resources very efficiently. the emergence of HRM as a universal remedy for integrating business strategy and people management has exposed personnel practitioners to a fresh set of role challenges and managerial expectations that have stressed out the gaps between the HR language and reality. The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. Coke achieved great...
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...Indian Institute of Technology – Kharagpur Human Resource Managment Assignment - 1 Date - DEBANJAN MUKHOPADHYAY Vinod Gupta School of Management 13BM61K11 , KOLKATA Question 1. Discuss what do you think of the measurable criteria that Lisa and the CFO set for their new incentive Plan. Answer 1. The measurable criteria that Lisa and the CFO set for their new strategy oriented incentive Plan to differentiate between high performing and low performing employees could be based on the few of the following points : a. Speed, efficiency , promptness and timely service to the costumer . b. The behaviour put forward while serving the customer and friendly gestures and wishes. c. Delicacy i.e. not only about how fast the service but also include how delicate it was . d.The employees attitude towards Patience about costumer or Complaint Resistance about costumer complaint . e. The responsiveness of the employees as how they attended to their post after rest or when their time shift comes i.e On Time / On post . Again based on the aforesaid behaviors the manager could look at few of the outcomes like : a. Increasing the...
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...Assignment Questions Question #1: (250 each part) a) Provide a brief description of the models of HRM discussed in the first chapter of the textbook, and explain how each one related to strategic human resource management. First there is the Fombrun, Tichy and Devanna model which “emphasizes the fundamental interrelatedness and coherence of HRM activities” (Bratton & Gold, 2012, pg. 18, para. 3). There are four main components consisting of selection, appraisal, development and rewards that attribute to the HRM cycle. This model ignores different stakeholder interests, situational factors and management’s choice, but gives strength to the “coherence of internal HR policies and the importance of ‘matching’ internal HR policies and practices to the organization’s external business strategy” (Bratton & Gold, 2012, pg. 18, para. 3) Second, is the Harvard model, which addresses the issue of management’s goals and the specific HR outcomes. The Harvard model has six components: situational factors, stakeholder interests, HRM policy choices, HR outcomes, Long-term consequences and a Feedback loop. Each of the components are a result of the previous which effects the HR outcomes and the long term consequences; and the feedback loop carries the outputs directly into the organization and to the stakeholders. The Guest model looks at labour management in the context of goals, employee behaviour, performance and long-term financial outcomes. “Managers are advised to consider...
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...| 2013 | | Team Project Plan Part AProject Management Establishing a new café, Devine Beverages in Norwest business park | Table of Contents Executive summary 3 Purpose of the document 3 Project background 4 Scope Statement 4 Project Name: 4 Project Sponsor 4 The project sponsors for Café Divine are Divine Beverages Pty Ltd. 4 Project objectives 4 Description of the project 5 Project deliverables (Figure 1) 5 Milestones 6 Legal Requirements 6 Location Sourcing 6 Financial 7 Human Resources 7 Marketing 7 Technical Requirements 7 Projects Constraints/Limits and Exclusions 8 Customer Review/ Monitoring and Controlling 8 Work Breakdown Structure 9 References 13 Appendix 13 Figure 1: 13 Project Charter 14 Team contract 17 Executive summary The aim of this report is to detail how Divine Beverages Pty Ltd will be establishing its first café. The location of the café will be in Norwest Businesses Park. Management have determined that the construction of Northwest Rail link, will in turn lead to a large and sustained growth of business clientele within the Norwest/Bella Vista area. The café management also determined that their competitive difference will focus upon providing an exotic blend of kopi luwak coffee, coupled with a multilingual workforce who can fluently converse with foreign corporate clientele. Divine Beverages management have determined that there are seven major deliverables each with its own major milestones...
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...LaTashaia Cole MGT/488 Strategic Business Management and Planning Professor Vermuth University of Phoenix October 4, 2011 Internal Risk Assessment Hewlett Packard Company was founded in January 1939 and was created by Dave Packard and Bill Hewlett. The company’s management uses good listening skills, engaging with customers and employees, and personal involvement for its management techniques. Hewlett and Packard managed the company using a principle called management by objective. According to Bill Packard, “management by objective refers to a system in which overall objectives clearly stated and agreed upon, and give people the flexibility to work toward those goals in ways they determine best for their own areas of responsibility. Hewlett- Packard Company strengths and weaknesses are in marketing, human resources, management, research and development, and finance have a huge impact on the profitability and welfare of it. The Hewlett Packard Company focused strongly on implementing telemarketing as way to reach its customers. Hewlett Packard Company provides its customers with software, solutions and services, and technology products. The change in the marketplace and customer’s expectations, Hewlett Packard focused on the customer insight. Hewlett Packard Company marketing leadership is received by the company creating and dispensing practical, new products, services, and resolutions. These new innovations for the company will allow the company to achieve profits...
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...transformation of fashion shows in many countries. Competitor Analysis Competitor Market Strategy Tarket market Strength Weakness Ralph Lauren Magazines,Lower pricing Middle& upper segment, youth Multiplex brand Lack of first rate design Gucci Limited quantity, endorsement, expensive Middle &upper class, hip Established brand image & international presence Instability in management &fashion base Prada Exclusivity, product differentiation, pioneers Middle & upper segment, fashion High prices, brand loyalty, brand quality High prices, availability Value Chain Analysis Primary activities –Outbound logistics: shops, online, joint ventures. –Inbound logistics Secondary activities – Firm’s infrastructure – technology development – Human resource managment Financial summary Burberry is well positioned with opportunity by channel, region and product. Strong...
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...define planning/planners So now we have a more operational definition of planning, since the word can be identified with two observable phenomena in organisations - the use of formalized procedure and the existance of articulated result, specifically concerning the integrated system of decisions. - p14 PLANNING 1) Planning is future thinking. 2) Planning is controlling the future. 3) Planning is decision making. 4) Planning is integrated decision making. 5) Planning is a formailized procedure to produce an articulated result, in the form of an integrated system of decision. (-authur not think this is too restrictive. This is his main def of planning.) Can be seen as the preferred way of doing strategy or managment or decision making but not as them. - through de-composition, articulation and rationalization. - p15 WHY PLAN? -why formalize? 1)Organizations must plan to coordinate their activities. 2)to ensure that the future is taken into account. - "The first readon to look into the future in a systematic away is to understand the future implications of present decisions" and "..the present implications of future events." (Loasby, 1967:301) The future can be taken into account in 3 ways(Starr, 1971,315) a)preparing for the inevitable b)preempting the undesirable c)controlling the controlable. Author argues that these are carried out in many cases where they could not be define as planning per se. Squirrel eg, is he...
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...------------------------------------------------- Task 1: Organization and Leadership Analysis Table of Contents Organization Overview 4 Organization Description 4 The Company Mission 4 The Organization – SEAD 4 The CEO – Jon Shreve 5 Leadership Practices 6 Relationship Between Leadership and Organizational Culture 7 SWOT Analysis 9 Organizational Strengths 9 Technical Skills 9 Strategic Thinking 10 Organizational Weaknesses 11 Under-developed Leadership 11 Failing to deliver quality results 11 Organizational Opportunities 12 Political Forces - Obamacare 12 Economic Forces - Cloud Computing 13 Organizational Threats 14 Leadership Evaluation 16 Leadership Strengths 17 Innovative Thinking 17 Future-Facing 17 Managing Relationships 18 Leadership Weaknesses 19 Lack of formal higher education in executive staff 19 Weakness of Human Skills 19 Lack of Systems Thinking 20 Recommendations for Leadership Development 21 Lead with Humility (Level 5 Leadership) 21 Engage in Interactive Leadership 22 Practice Authentic Leadership 22 References 23 Organization Overview The focus of this section is to provide a description of the Software Engineering and Development (SEAD) organization at MCG, the leadership practices of the company’s CEO, and the link between the CEO’s leadership practices and the SEAD organizational culture. This department and leader were chosen for two reasons. First, the SEAD organization underwent many...
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