...Running head: GLOBAL HUMAN RESOURCES 1 Global Human Resources: How to create a successful global presence to insure the success of an organization in meeting its goals and mission Student Name University Name Class Name Professor Name Date GLOBAL HUMAN RESOURCES 2 Global Human Resources: How to create a successful global presence to insure the success of an organization in meeting its goals and mission Walmart achieved great success with their “Every Day Low Prices” strategy. Through supplier negotiations, Walmart has enjoyed high profits resulting in their ability to maintain low operational costs and it turn, pass that savings on to their customers. While the company’s success was largely attributed to Walmart’s ability to maintain low prices and provide exceptional customer service, they also depended on their revolutionary internal distribution process (Farhoomand, 2006). At the time of their opening in Shenzhen, the biggest challenge Walmart faces were the 700 chain store companies that were already operating in China. Until 2005 when China officially lifted distribution restrictions for foreign companies, Walmart had been forced to rely on Chinese suppliers to outfit their stores. Brief analysis Walmart’s US supply chain includes their own distribution warehouses that are strategically located within a one-day drive of the stores it served, a Walmart-owned trucking fleet that was solely responsible for the physical distribution of inventory, and a robust information...
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...payment, the human resource function has developed and grown to work in partnership with executives so that they may strengthen the strategic plan for the company. This move was necessary so that businesses could improve their performance and promote innovation and flexibility. In this era, human resource managers place more of their attention on recruiting the right employees, training and developing the workforce and managing performances versus the transactional operations of personnel administration and pay. Through research we have been able to identify a direct correlation to high-performance work practices and company performance due to strategic human resource management (The Look and Feel of Strategic Human Resource Management: Conversations with Senior HR Executives. n.d.). Main Findings Strategic human resources management (SHRM) is the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce (Fottler, M., n.d.). Human resource managers have been tasked with discovering employees that have the talents to fulfill the organizations business goals. The focus is no longer just on the individual’s performance but also on the company’s performance. Not only does the SHRM benefit the financial performance it also creates sustainable competitive advantage over other companies. This can be accomplished through Human resource because what differentiates the work force is the individual. The strategic element of managing...
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...Victoria Uy, Lanz I. Introduction The paper is about Ho- land Hopia Chinese Deli’s different processes, and how human resource management is practiced. The group will be discussing about the background of those processes, and the human resource management practices of the company. In doing so, the group will be able to slowly transition to the identification of the problem in the human resource department, to provide clear insights about the company. After the problem has been identified, the group will then try to apply the learned concepts of strategic and proper human resource management from the class SHURMAN to Ho- land Hopia Chinese Deli, so that the company will be able to improve their biggest contributor in the company: human resource. According to Mello (2014), management usually think human resource to be a mediocre helper, in terms of helping in the achievement of the company’s goals. Not only that, but managers are hesitant in investing heavily in human resource management simply because it is difficult to quantify their outputs. That of course was a misunderstanding, and a misconception. The group intends to support Mello’s work by applying his concepts into the company. Ho- land Hopia is a company in the foodservice industry. They manufacture their own goods, and sell them to the people. Their company is reliant to human resource since the products that they sell require high finesse, and machines are not used yet in the manufacture of food. After the...
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...profit-maximization. This is done by objective decisions at one remove from the business battlefield itself. The classical approach uses rational planning methodology such as PESTLE analysis to craft strategy (Mullins, 2007). Evolutionary approach The evolutionary is an emergent approach to strategy formulation, it relies on the ability of the market to secure a unitary goal of profit maximization. It believes that 'evolution is nature's cost benefit analysis' (Einhorn & Hogath 1988:114 cited in Whittington 2001, p.16) and so it does not matter whatever the strategy the manager puts in place, it is the market that will decide the best. For the Evolutionary approach, markets are too tough and too unpredictable for heavy investments in strategic plans. They expect markets to secure profit-maximization. They caution strategists to keep their costs low (efficiency) and their options open. Competitive processes ruthlessly select out the fittest for survival; the others are powerless to change themselves quickly enough to ward off extinction. Successful strategies only emerge as the process of natural selection delivers its judgment. Companies should fit their...
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...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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...Abstract Strategic human resource management (SHRM) has emerged as a significant issue in tandem with the increasing focus being given by the companies to strategy. Faced with an accelerating changing and unsteady environment, the response of the corporation has been to attempt to create a sound internal configuration that includes human resource management (HRM) systems. The key to providing an effective response is to have an HRM system attuned to strategic requirements. The philosophical and academic bases for SHRM, proposed during the past three decades, have followed differing paths. This project attempts to bring together the differing approaches to SHRM and presents a consolidation and evaluation of these viewpoints. A discussion highlights the problem of semantics and pinpoints the controversies and contradictions implicit in the different viewpoints. This project underscores the emerging area of agreement viz. the increasing emphasis on the strategic nature of HRM and considering human resource as a strategic resource to be used to create and sustain a competitive edge for organizations. Definition Strategic Human Resource Management is essential to every firm and organization to define its plans and strategies on how the company vision and goals should be aligned and attained through people. It is founded on the following propositions: 1- Human resources is a key source of competitive advantage 2- Employees are those who implement the strategic plans 3- A...
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................... 06 1. Apple Inc Information............................................................... 06 2. Apple Inc Human Resource Management................................. 06 3. Apple Inc Managing Employment Relationships...................... 08 4. Apple Inc Recruitment and Selection........................................ 10 IV. Hanoitourist Travel Company: SHRM…………………………... 12 IV. Conclusion……………………………………………………….. 13 IV. References...................................................................................... 14 There are many factors to create the success of companies and strategic human resource management is one of the most important one to make their companies stronger and more developed. First of all, human resource like workforce or employees is defined as the labor pool in employment; however it describes better about the role, skills, competencies and potential of employees. From the definition of Human resource, the term of human resource management is known as the way employees are recruited, organized, developed, appraised, motivated, and retained (1) . Additionally, strategic human resource is used as a new method of many companies to treat their employees. By this way, they approve the importance of human resource in the companies instead of machines or technologies. Hence, human resource is evaluated as the most valuable property of companies and their employees becomes the main...
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...Strategic Human Resource Management HRM325 Jay Perviz Dhanani Intel College, Nairobi ID: 119127768 Word count: 2594 Introduction: Strategic Human Resource Management is the process that entails having the right people at the right time in the right place at the right cost. It is also the process of responding and assessing the dynamic business environment and seeing the people of the organization as assets rather than cost or liability. Concepts of SHRM: Life cycle: The life cycle, for example, of a product can be defined into 4 main stages: Introduction, Growth, Maturity and Decline. The aspect of recruitment and Selection can be explained as follows: * In the Introduction stage, the recruitment and selection function would aim to attract the best technical and professional expertise to the organization, conduct the interviews based on open and closed-ended questions and carry out selection tests. * In the Growth stage, the recruitment and selection function would recruit the right number of qualified workers, plan the organization’s succession policies and manage rapid internal labour market movements. * In the Maturity stage, there is another aspect, RETENTION that is added to the function. This involves the minimization of layoffs by providing new opportunities and encouraging new mobility. The challenge becomes the internal assessment and deployment rather than external recruitment. * In the decline stage, the recruitment and selection function...
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...T The Strategic Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management...
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...construction of a building? His response will be a strong foundation. Therefore to effectively discuss the above proposal a proper foundation should be laid, that foundation in this case is a comprehensive definition of SHRM. According to Walker 1992 SHRM is the means of aligning the management of human resources with the strategic content of the business. Many critics of the discipline propose that the subject matter offers little in empirical data to add the term strategic to the HR function, however according to Watson and Watson 1999 HR management is essentially Strategic .Firstly HR management must consider the whole organization, whereas line or functional managers focuses on departmental performance. HR management looks at long term functional on immediate or short term performance. Therefore Fombrun et al (1984) postulated that if any organization is to function effectively there are three core elements to be considered, they are the organisation’s mission and strategy, organizational structure, finally human resource management. Conceptually, a central part of SHRM is the integration of the HR function with strategic decision making. Walker 1992 speaks of strategic fit, to further extrapolate, this means developing HR strategies that are integrated with the business strategy. H R practitioners supporting this view would therefore implement practices such as employee development, reward and...
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...LEVEL 7 EDSML|STRATEGIC HUMAN RESOURCE MANAGEMENT| || Assignment title|| In this assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found.| Criteria reference|To achieve the criteria the evidence must show that the student is able to:||Task no.||Evidence| 1|Explanation of the importance of strategic human resource management in organisations||1.1||| 1|Assessment of the purpose of strategic human resource management activities in an organisation||1.2||| 1|Evaluation of the contribution of strategic human resource management to the achievement of an organisation’s objectives||1.3||| 2|Analysis of the business factors that underpin human resource planning in an organisation||2.1||| 2|Assessment of the human resource requirements in a given situation||2.2||| 2|A human resources plan for an organisation||2.3||| 2|Evaluation of how a human resources plan can contribute to meeting an organisation’s objectives||2.4||| 3|Explanation of the purpose of human resource management policies in organisations||3.1||| 3|Analysis of the impact of regulatory requirements on human resource policies in an organisation||3.2||| 4|Analysis of the impact of an organisational structure on the management of human resources||4.1||| 4|Analysis of the impact of an organisational culture on the management of human resources||4.2||| 4|Examination of how the effectiveness of human resources management is...
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...Welcome to Strategic Human Resource Management Course Number: MBA 786 School of Business & Technology University of Wisconsin - Parkside 6:00 - 9:15 p.m. Wednesdays, Molinaro 167 October 29 – December 17 Fall Semester 2008 “…if we are to have citizens who can live constructively in this kaleidoscopically changing world, we can only have them if we are willing for them to become self-starting, self-initiating learners.” Carl Rogers Contacting the Instructor Professor: Dr. Karen Crooker Phone/Voice Mail: 595-2348 (worst way to contact) Office: Molinaro 349 Fax: 595-2680 (label to my attention) E-mail: crooker@uwp.edu (best way to contact) Address: UWP, Department of Business, PO Box 2000, Kenosha, WI 53141-2000 Web page: http://uwp.edu/~crooker/ Office hours: 3:15 – 4:30 p.m., Mondays & Wednesday. Other times by appointment. Course Description Using human resource management systems to create and sustain competitive advantage. Emphasis on an integrative framework that requires linkage between, as well as consistency among, functional HR activities and their alignment with and reinforcement of the organization’s competitive strategy. Course Objectives The goal of this course is to help students develop their knowledge, skills, and abilities in the following areas. At the conclusion of this course, students should be able to ✓ Name competitive...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...Strategic Human Resource Management-MGT 509 Individual Assignment Instructions This is an individual assignment. The word count should be less than 1500. In writing your answers, you should do extra research based on the given case study. You should submit your answers in printed form on or before 19th March 2016. This assignment carries a total of 15 marks whereas 10 marks allocated for the submitted answer and 05 marks allocated for the presentation. The date of presentation will be announced on 19th March 2016. Integrating McDonald’s Business, Human Resource, and Staffing Strategies McDonalds is a restaurant chain that operates in most of the countries including Sri Lanka. It has recognized its human resources as the most important asset. The company’s success depends on the satisfaction of its customers, which begins with workers who have the attitudes and abilities required to work efficiently and provide good customer service. To execute its growth strategy, McDonald’s has identified people as one of its three global corporate strategies. McDonald’s claim that’s that as an employer, it wants “to be the best employer in each community around the world”. It also makes a “people promise” to its employees that “we value you, your growth, and your contributions”. Its five “people principles” reflected by its human resource strategy are: respect and recognition; values and leadership behaviors; competitive pay and benefits; learning; development; and personal growth;...
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