...a career in hotel and restaurant management. The choice of HRM entails dual opportunity – either in the hotel industry or in the field of restaurant management. However, there are certain aspects that have to be determined in this study. The effect of student’s academic performance pose another question. Do the students possess motivational factors such as individual values, reality and emotional factors and the influence in the educational process? With the foregoing issues and concerns, the researchers would like to determine whether students’ academic performance has an effect in the choice of Hotel and Restaurant Management career. Furthermore, the researchers aim to provide information about motivating students in choosing their course in college and the possible factors that affect their chosen course. Furthermore, the researchers will also provide the most important information that builds up students to set and organize their main goals in college so that they will be aligned and get their appropriate job to be more successful in their chosen carriers in life. This research is expected to be completed on AY 2012 – 2013. Theoretical Framework It is useful to differentiate between ‘career theories’, which explain vocational paths, and ‘guidance theories’ which explain how to interact effectively with clients (Watts et al.1996:1), Recognizing that vocational choice is influenced by four facts: the reality factor, the...
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...came out to analyze HRM in Malaysia( Osman et al.,2011). Osman et al.’s research aim to examine HR practices among firms in Malaysia by provide HRM history and current HR practices in Malaysia ,examine the trend of HRM practices among Malaysia firms and try to find out the relationship between HRM practices and firm performance in Malaysia. However, although the research is effective to help finding out the link between business and HRM, there are some limitations in this research. These limitation are identified in the definition of HRM, research design, result and result discussion. This paper will identify these limitations and analyze the disadvantages using in this research, then evaluate the limitations. The first limitation in this research is the definition of the HRM. As the research mentioned in the history of Malaysia and current HR practices in Malaysia, the author outlined the time when Malaysia organizations began to use human resource practices, how many HR practices were find, about 11,585,000 people were employed in 2009 and Malaysia suffered a 3% deficit in 2009 because of the world economic crisis( Osman et al.,2011). However, the definition of HRM are not clear, three parts of HRM were included in 2009 which are training and development, performance appraisal management and career planning and development. But no definition was included in current HR practices in Malaysia, it is not clear about HRM, what are the HRM about and how to use HRM and what the consequence...
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...13 Table of Contents 1. Introduction1 2. HRM Transformation in general terms2 2.1 HRM phenomenon 3 2.2 Trends driving it3 3. HRM formulation for the manufacturing company 4 3.1 About the company4 3.2 Harvard HRM model 4 3.3 Situational and Stakeholders Aspects 5 3.4 Defining business strategy6 3.5 HRM policies 8 3.6 HRM Delivery9 4. Recommendations and Conclusions 10 4.1 Interpretational model and recommendations10 4.2 Conclusion13 References14 1. Introduction The first part of the report will provide an insight to what circumstances triggered HRM transformation. Then we’ll explore the complex issues debated around HRM transformation at present and attempt to examine some theoretical perspectives and approaches that may be suitable in advising CEO what HRM transformation would mean for the manufacturing industry. We’ll emphasize in our report that restructuring and retrenchment should be practiced only when relevant. In the last section of our report we’ll present an interpretational model amalgamating figures and some rhetorical findings analysed in the earlier sections of the report and based on the analysis of the same model we’ll provide recommendations and conclusion as to how HRM transformation might achieve both cost cutting and increased effectiveness. 2. HRM transformation in general terms 2.1 HRM phenomenon During Margaret Thatcher’s administration we observed ‘an ascendancy of a new political and economic...
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...CHAPTER 9—STAFFING AND HUMAN RESOURCE MANAGEMENT MULTIPLE CHOICE 1. Human resources executive Sarah says, "I finally have a seat at the table." She most likely is implying that a.|she is allowed into the executive dining room.| b.|her work is tied in with company business strategy.| c.|she no longer has to stand in the back of the room during meetings.| d.|she will be allowed to negotiate with the labor union.| ANS: B PTS: 1 DIF: E REF: p. 310 NAT: AACSB: Reflective Thinking, HRM 2. A specific way in which human resources contributes to business strategy is by a.|helping to build high-performance work practices.| b.|organizing company picnics.| c.|making PowerPoint presentations to top management.| d.|helping to prepare job descriptions.| ANS: A PTS: 1 DIF: M REF: p. 311 NAT: AACSB: Reflective Thinking, HRM 3. An example of a workplace factor that could lead to turnover is a.|a booming economy with many job opportunities.| b.|a worker's limited ability to cope with the job demands.| c.|job-hopping tendencies of the worker.| d.|lack of emotional support from the supervisor.| ANS: D PTS: 1 DIF: M REF: p. 313 NAT: AACSB: Analytic, Environmental Influence 4. According to the theory of job imbeddedness, whether employees stay with a firm depends on a.|how long a worker has held the job.| b.|how well the employee is liked by coworkers.| c.|a variety of factors on and off the job.| d.|the worker's demographic characteristics.| ...
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...to give our best. I am also thankful to IHM-A library staff for their help and guidance. I would also like to thank my school faculty for the unintentional help provided. TABLE OF CONTENT Contents INSTITUTE OF HOTEL MANAGEMENT, 1 AURANGABAD 1 ACKNOWLEDGEMENT 3 TABLE OF CONTENT 4 ABSTRACT 6 Introduction 8 Importance of Human Resource Management 9 Role of Human Resource Management in Hospitality Industry 11 Challenges of Human Resource Management 12 Rules of Human Resource Management: 14 Human Resource Management In Hospitality Industry: 17 CONCLUSION 25 Introduction Human Resource Management or HRM is that the method of managing folks during a company moreover as managing the present inter-personal relationships. These 2 processes are key within the success and growth of a business. Staffing is that the core element of HRM. Staffing is concerning setting tips and procedures to guide recruiting and...
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...understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities to demonstrate their importance and impact. Originality/value – A systematic review and comparison of the past and current relationship between HRM and OE using the multiple stakeholder model have not been using both the viewpoints of both academics and practitioners. Keywords Human resource management, Organizational effectiveness, Multiple stakeholders Paper type General review HRM and OE...
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...Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation...
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...factors that might affect in choosing Hotel and Restaurant Management course from other courses available. Some students choose HRM course because they think that it is easy and a fast way to graduate because some of the mindset of the students are just to graduate and get a job like being a waiter or bartender, without thinking that the knowledge that they learned wasn’t put into good use. For every incoming college student, choosing the best course can be a difficult decision and thinking about the future career is yet another difficult task to reflect on. There are some students who arrive on campus and know exactly what course to pursue and already having an idea what their future careers will be but most of the students do not know which course will get them there. In fact, due to the large number of courses available to students, most of them find themselves switching courses during college. One of the benefits of choosing the course is that you can learn about knowing the right managerial skills in handling a Hotel and Restaurant and also learning about the different kinds of foods that you can cook. One of the factors in choosing the course is being chosen and going out of the country to train and learn more about the industry that you have chosen. The experience that you gain will be a valuable asset in finding a job or taking up your Master’s Degree. The importance of choosing Hotel and Restaurant Management course as well as any course available is vital and crucial part...
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...Chapter 3 Integrating HR Strategy with Business Strategy Human Resource Management, 5E 1 Learning Objectives • Understanding the Nature of Strategic HRM • Describe the Strategic Management Process • Integrate HR Functions with Strategic Management Process Human Resource Management, 5E 2 Traditional HRM vs. Strategic HRM Traditional HRM Strategic HRM Responsibility for HRM Staff specialists Line managers Focus Employee relations Partnership with internal and external customers Role of HR Transactional, change follower and respondent Transformational, change leader and initiator Initiatives Slow, reactive, fragmented Fast, proactive, integrated Time horizon Short term Short, medium, long Control Bureaucratic roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labour, independence, specialisation Broad, flexible, crosstraining teams Key investments Capital, products People, knowledge Accountability Cost centre Investment centre Human Resource Management, 5E 3 Strategic HR Model Institutional/ Political forces Firm strategy Resource dependence institutional Resource-based view of the firm HRM Practices Cybernetic Agency/ Transaction Costs HR Capital Pool (skills, abilities) HR Behaviours Behavioural Approach Firm-level Outcomes (performance, satisfaction, absenteeism...
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... 1.1. Human resource Management activities, within Coca Cola Company, their objectives and how they are achieved 3 1.2 Two theoretical models of human resource management 5 TASK 2. HR PLANNING AND DEVELOPMENT 7 2.1. HR planning and development models within Coca Cola Company Georgia 7 2.2. Evaluation of effectiveness of HR planning and development models in achieving organisational objectives 11 TASK 3. PERFORMANCE 12 3.1. Monitoring of HR performance within Coca-Cola Georgia 12 3.2. Effectiveness of HR performance monitoring systems 14 CONCLUSION 15 RECOMMENDATIONS: 15 REFERENCES 16 INTRODUCTION The following report gives an understanding of importance of Human Resource Management, it shows the contributions of HRM to the organisational achievements. In the report the writer examines HR planning and development methods and suggests the ways to improve the HR performance. COMPANY BACKGROUND The Coca-Cola Company is one of the world’s top soft drink makers. Coca-Cola owns the best-known soft drink brands such as, Coca-cola, Diet Coke, Fanta and Sprite. this is an organisation with a history starting from 1892. The company’s flagship product, Coca-Cola was invented by a pharmacist John Stith Pemberton (The Coca-Cola Company, 2010). Coca-Cola is headquartered in Atlanta and it is currently offering 500 different brands in 200 different countries worldwide. TASK 1. HUMAN RESOURCE MANAGEMENT 1.1. Human resource Management activities, within...
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...quite innovative; which could count as priceless asset to an organization. Unfortunately, it has come to the observation that this valuable characteristic of people has been far from being optimally exploited. In certain other cases, the attribute has not seen the light of day let alone put to use. On account of the initially stated, the apparent conjecture of the soft model is that people will be inclined to work to the best of their abilities and by extension bring positive returns to the organization they work for if they by any means become committed to their organization (Beaumont, 1992; Dunham and Smith, 1979; Lundy, 1994). Hope (1994, p.3) stated that when people, of their own will, feel persuaded to work under the direction of an HRM system, they would passionately offer their services with full measure such that the aims and values of the overseeing officers are met, thereby offering added value via self-motivated performance rather than by trying to abide by the rules and regulations of the management of the organization or...
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...21st Century HRM Introduction The Essay consist in studying the need for new approach to the management of people in order to reflect the way in which organizations are evolving at the start of the 21st century. To proceed I will first introduce the debate concerning organization evolution and the need for new approaches to manage people. Then I will carry out an review of new methods to managing people in the organisation context, as well as people management philosophy and practices which concentrate on the way in which organisation overall approach of people contribute to the effectiveness. I will conclude with the controversy between the Modernist and Post-Modernist paradigms in regard to management science and empirical research. A fundamental belief in Modernism is that all problems can be solved rationally by the application of scientific and social theory, and thus justify management theories that aim to explain human behaviour. Post-Modernists argue that it is impossible to derive a universal truth, and therefore empirical studies do not reflect the reality within organisations. Main Body Companies change their structures in response to the need to follow their customers overseas, for instance. Therefore, to better understand the Human Resource’s role in organisation today, it’s necessary to understand first how companies themselves are changing and the trend that are causing these change to occur. Perhaps the most important, organisations today are...
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...Case Study Three: Approaches to HRM in the hotel Sector As outlined in Box 3.1, HRM in the hotel sector is strongly influenced by the variability of demand, particularly in those establishments serving the seasonal tourism industry. The hotel sector is also heavily dependant on the external labour market as staff turnover is typically high and, therefore, a ready supply of both skilled and unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers’ choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two ‘similar’ hotels operating in the same UK city. The Mercury Hotel The Mercury is a franchise establishment of a large US hotel chain. It is 4-star rated and mainly serves the commercial market catering for business clients and hosting conferences and seminars. It has almost 300 guestrooms, is located in the centre of a large UK city and directly employs over 200 members of staff. Two-thirds of employees are employed full-time on 39-hour contracts with working times varying from week to week. Any hours worked beyond this are paid as overtime. The remaining third of employees are part-time (up to 25 hours per week). This...
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...of culture and explain how cultural dimensions can be used in global HRM, •• describe how the institutions of society can shape HRM policies and procedures, •• discuss the possibility of the convergence of HRM across countries, •• explain how the heritage of state socialism continues to influence the context of HRM in transition economies, and •• discuss the effects of cultural and institutional context on the HRM role and on employee expectations. 23 24 ESSENTIALS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENT Springtime in Paris As she savored the last bite of her croissant, Martha Pereaux, HR director for C3 Technologies, thought about how she would approach her latest “cross-cultural collision,” as she had come to think of them. In the year since she had moved to Paris from Houston, there had been many, but none quite as bizarre as this one. Martha had taken the big promotion to head up the HR division of the joint venture between Houston-based SuperChem and the French company. C3 developed technology for the oil industry, primarily new types of concrete that formed the barrier wall for offshore oil and gas wells. The joint venture was meant to take on the likes of the giant Schlumberger on its own turf and compete with them for valuable technical staff. Everyone said she was the perfect choice, having grown up in a bilingual family in Canada, with a chemical engineering degree and an MBA with an emphasis in international management. But nothing had...
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...MANAGEMENT (HRM) UNIT 10 SHRM, SESSION 2 P R E PA R E D B Y: M S S H A B N A M Unit 10 SHRM, Prepared By: Ms. SHABNAM LEARNING OBJECTIVES By the end of this session students will be able to: Understand the HRM system Explore various models of HRM To gain an understanding in relation to the application of the various HRM models within organisations Unit 10 SHRM, Prepared By: Ms. SHABNAM HRM SYSTEM HRM system operates through HR systems that bring together in a coherent way: HR philosophies describing the overarching values and guiding principles adopted in managing people HR strategies defining the direction in which HRM intends to go HR policies which are the guidelines defining how these values, principles and the strategies should be applied and implemented in specific areas HR processes consisting of the formal procedures and methods used to put HR strategic plans and policies into effect HR practices comprising the informal approaches used in managing people HR programmes which enable HR strategies, policies and practices to be implemented according to the plan Unit 10 SHRM, Prepared By: Ms. SHABNAM VARIOUS MODELS OF HRM The Harvard Framework Guest’s Model of HRM Best Practice Model Storey’s Hard and Soft HRM Patterson’s Model of HRM Best Fit/Contingency Model Unit 10 SHRM, Prepared By: Ms SHABNAM Theoretical Perspectives on HRM The HRM models: Provide an analytical framework for studying HRM Legitimate certain HRM practices...
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