... A critical analysis of the model shows that it is deeply rooted in the human relations tradition. Employee influence is recognised through people motivation and the development of an organization culture based on mutual trust and team work. The factors above must be factored into the HR strategy which is premised on employee influences, HR flows, reward system etc. The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies etc. The achievement of the crucial HR outcomes has got an impact on long term consequences, increased productivity, organizational effectiveness which will in turn influence shareholder interests and situational factors hence making it a cycle. It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human resources that give competitive advantage through treating them as assets and not costs. The Michigan/Matching Model The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School. They also named this model a matching model of HRM. Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of HRM. This is because the matching model emphaizes more on “tight fit” between the HR strategy and the buisness strategy. NB It demands that available human resources must be matched with jobs in the organization. The...
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...P1.1 – Explain Guests model of HRM Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: * linked to the strategic management of an organization * seeks commitment to organizational goals * focuses on the individual needs rather than the collective workforce * enables organizations to devolve power and become more flexible * Emphasizes people as an asset to be positively utilized by the organization. Guest (1987) sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters. HRM’s approach should be linked to high performance and commitment rather than compliance. Guest (1997) recognizes that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry. The CIPD (2003) HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities. P1.2 - Compare the differences between storey’s definitions of HRM, Personnel and IR practices. Storey (1992)...
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...Business Strategy Executive Summary: Every organization has specific goals and objectives. To meet them in the coming days an enterprise prepares different strategy. Organization’s profits leading to ultimate growth are backed up by appropriate strategy of the organization. Strategic management process is also considered here to understand strategy planning and its implementation. Strategic planning process must involve identifying the organization’s current mission, vision, objectives and goals; SWOT analysis: Internal analysis and external analysis; Strategy formulation; Strategy implementation and the evaluation of strategy. An organization to make a strategy appropriately must fulfill all of the elements in the process. Table of Contents Executive Summary: 2 Introduction: 4 Task 1 The process of strategy planning: 4 Task 1.1 Strategy contexts and terminologies: 4 Task 1.2 Issues involved in strategic planning: 5 Task 1.3 Discourses of different strategic planning techniques: 6 Task 2 Formulating new strategy: 7 Task 2.1 Organizational auditing of Tesco: 7 Task 2.2 Environmental auditing of Tesco: 8 Task 2.3 Significance of stakeholders’ analysis: 9 Task 3. Approaches to strategy evaluation and selection: 10 Task 3.1 Plausible alternative strategies relating to substantive growth, limited growth or retrenchment: 10 Task 3.1.1 Corporate strategy: 10 Task 3.1.2 Competitive strategy: 10 Task 3.1.3 Functional strategy: 11 Task 3.2 Appropriate...
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...The processes of rewarding employees and cessation of employment at “ISKANDHAR SCHOOL” Associate Degree in Human Resource Management Maldives Business School 24th May 2014 3156 words Table of Contents Executive Summary …………………………………………….……………………..………5 Introduction …………………………………………………………….…………………...… 6 1. How to reward employees in order to motivate and retain them 1. Link between motivational theory and reward ………………………………...….7 Abraham Maslow’s motivational Theory hierarchy of needs ………7 Relationship between Motivation theory and rewards…………..…..8 Conclusion ………………………………………………………...…….9 2. Evaluate the process of job evaluation and other factors determining pay The Process of job evaluation used in Iskandhar School…………10 Conclusion …………..…………………………………………………11 Recommendation ……………………………………………..………11 3. Assess the effectiveness of reward systems in different contexts Reward System used in Iskandha School ………………….………11 Conclusion ……………………………………………………..………11 4. Methods organizations use to monitor employee performance Methods of monitoring employee performance in Iskandhar School ……12 2. Mechanisms for the cessation of employment 2.1 Reasons for cessation of employment with an organization Four reasons for cessation of employments in Iskandhar School ………14 Four reasons for cessation of employments in Maldives Customs Service ……14 2.2 Employment exit procedures used by two organizations Employment exit procedures used...
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...• Answer: Abstraction • Introduce an abstract model of what a generic computing resource should look like • The physical computer resource then provides this abstract model to many users Space reserved for video Do not put anything here Layers of Abstraction • Introduce an abstract model of what a generic computing resource should look like • The physical computer resource then provides this abstract model to many users • Virtualization avoids creating dependencies on physical resources Space reserved for video Do not put anything here Virtualization: Foundation of Cloud Computing • Virtualization allows distributed computing models without creating dependencies on physical resources • Clouds are based on Virtualization • offer services based mainly on virtual machines, remote procedure calls, and client/servers • provide lots of servers to lots of clients (e.g. phones) Space reserved for • Simplicity of use and ease of programming requiresput anythingvideo Do not here allowing client server paradigms to be used to construct services from lots of resources Types of virtualization • Native, full • Hardware assisted • Para-virtualization • OS level • • • • • Containers Jails Chroot Zones Open-VZ Virtuozzo Space reserved for video Do not put anything here Native and Full Virtualization • the virtual machine simulates enough hardware to allow an unmodified "guest" OS (one designed for the same CPU) to be run...
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...Accepted: May 15, 2012 Online Published: July 16, 2012 doi:10.5539/ijbm.v7n14p135 Abstract URL: http://dx.doi.org/10.5539/ijbm.v7n14p135 Service quality has been an important subject of research involving food and beverage (F&B) departments of hotels. Despite a substantial number of studies on service quality, the reasons why guests revisit a hotel and why a high-quality service from the F&B department is needed have remained unanswered. This paper aims to review existing literature on service quality management in the F&B departments of hotels, its process, and the effective service quality management framework. This paper discusses famous models, and explains Parasuraman’s dimensional framework of service quality management in the area of F&B and its application to the hotel industry. The conceptual paper suggests application of the dimensional model in the F&B department and encourages hotels to improve its management to better satisfy their guests. Keywords: service quality, hotel industry, parasuraman dimensional model, food and beverage department 1. Introduction Hotel management scholars consider service quality a precedent to guest satisfaction. Some experiential studies show that getting a good quality of service from the food and beverage (F&B)...
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...TURIZAM Volume 15, Issue 1 40-52 (2011) Application of Gap Model in the Researches of Hotel Services Quality Ivana Blešić* Anđelija Ivkov-Džigurski* Aleksandra Dragin* Ljubica Ivanović* Milana Pantelić* Received: ???? 2010 | Accepted: ???? 2010 Abstract This work presents the research results of the hotel services quality by applying Gap model and SERVQUAL questionnaire. The research was conducted in five health spa centers in the West Morava river valley region during August and September 2008. The reach is aimed at testing of Gap model, i.e. identification of exceptions when the hotel services quality in the observed sample is concerned. Key words: Gap model, SERVQUAL, hotel services quality Introduction The concept of the quality is topic which holds the central place in the services marketing. However, the attempt to define quality in scientific circles causes a number of dilemmas. The main reason for that lies in the fact that quality does not represent a purely “clear” scientific concept. Although the term “quality” is widely used in everyday speech, it is not often clear what that quality actually stands for, i.e. defining a quality can be a rather subjective concept. The base for a scientific definition is connected with the approaches to the concept of quality from two main standpoints - of a producer – quality represents harmonization with procedural rules in the process of production and service offer, and of a costumer - quality stands for the entire characteristics...
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...SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT: A REAPPRAISAL* CATHERINE TRUSS Kingston Business School LYNDA GRATION London Business School VERONICA HOPE-HAILEY Crarford School of Management PATRICK MCGOVERN London School of Economics PHIUP STILES London Business School ABSTRACT Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental- humanist or utilitarian-instrumentalist principles (Legge, 1995b). The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical evidence would suggest that neither model accurately...
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...Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent tool 5.2The ‘softness’ of HRM, “bundles” and performance 5.3 Holistic thinking, right and egalitarian based HRM 1.0Introduction, Perspectives in Management and the genesis of Human Resource Management. Human Resource Management is increasingly considered a contemporary development that continues to reshape employment relationships (Beardwell, Holden...
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...refereeing between the management and employees. Many scholars view Personnel Management as being workforce whereas HRM is resource. The differences between these two terms have to be viewed from many perspectives through the times and in context of the industry that is being studied. Keywords: Human resource management, Personnel management, SHRM Introduction Many researchers have been arguing recently the difficulty of distinguishing clear differences between Personnel management and Human resource management. Some authors believe that the difference is just a change of label as Torrington (1989cited in Koster 2007) said and there is no different in the content of Human resource management. On the other hand, there are researchers such as Guest (1987 cited in Arsmtrong, 1999) who argued that Human resource management is differentiated from traditional Personnel management. However, HRM is concerned with performing the same functional activities traditionally carried out by personnel function, but HRM approach performs these functions in a qualitatively distinct way when compared with personnel management (Storey, 1989). 161 European Scientific Journal June edition vol. 8, No.13 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431 In this article, the differences between Human resource management and Traditional personnel management are...
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...The Phrase ‘commitment’ is frequently used by HRM practitioners in the control of absenteeism and its contribution to business objectives. Evaluate the evidence to reinforce commitment and reduce absenteeism. Mowday et al have defined organizational commitment as “ the relative strength of an individual’s identification with an involvement in an organization” (Chapter 7 Attitudes at work, Page no, 265 Work Psychology, Understanding Human Behaviour in the Workplace by John Arnold (ft) fourth edition) Commitment is very powerful human concept as if a person is committed to an organization; therefore he or she has a strong identification with it and will turn out to be a long-term employee for the organization. Sir Richard Branson is an example of someone’s commitment towards its work. He born in an ordinary established family but it was his commitment, which led him to build the virgin empire and now he is one of the richest man in the world. Controlling the absenteeism is the objective of nearly every business organization and the phrase commitment is regularly used by HRM practitioners in order to control the absenteeism, In this essay I will explain the above statement in more details and also provide the evidence to support it. The question arises here why absenteeism is important? Absenteeism is important because it’s not only costly but it also affects the morale of other employees. The cost of absenteeism is greater than the...
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...initial investment (Collins, 2012). In 2012 Eataly accounted for about a third of Batali & Bastianich Hospitality Group, $250 million annual revenues (Collins, 2015). Eataly opened its first store in 2007, in a highly competitive, low-margin industry, and within seven years it expanded to 27 locations around the world. Eataly specializes in providing its guests with deep culturally rooted experiences related to food consumption. Exhibit 3 shows a constant increase in revenues and profits for Eataly from 635,000 euros in 2009 to 3,370,000 in 2013. Eataly follows a quality imperative strategy by ensuring a great relationship with its suppliers which allows Eataly to provide the best food experience due to top quality products (Bello, 2015). Readiness to pay for variety, customization, customer service, and unique experiences has increased greatly due to the social media epidemic. Eataly capitalizes on this by offering a multi-outlet where guests go to the marketplace for more than just a meal (Edwards, 2015). Eataly is a museum of Italian food that allows guests to taste, smell, learn and buy. It’s an experience, one that guests are willing to pay for (Edwards, 2015). Eataly is properly managing their financial, social and environmental risks, obligations and opportunities by being very detailed oriented when it comes to every aspect of its operations (Exhibit 3). All of the...
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...realisation of the impact of new technology on work practices (Gallie et al, 1998). The remarkable success of Japanese manufacturers in the 1970s and 1980s in capturing Western markets for sophisticated products, such as electronics and cars, brought to a head long-standing concerns about traditional Taylorist/ Fordist models of work organisation. These models were characterised by low-or semi-skilled work, close supervision, pay being linked to quantity of output, and – at least in mass-production industries – assembly-line technologies in which the pace of work was controlled by machine. By the 1980, HRM had come to mean a radically different philosophy and approach to the management of people at work( Storey, 1989) with an emphasis on performance, workers commitment, and rewards based on individual or team contribution, differing significantly in all of these from the corresponding aspects of traditional personnel management. When considering the definition of Human resource management and Personnel management, there are many differences on the perspectives of researchers. These differences will be analyzed in the following chapter.(1987 cited in Arsmtrong, 1999) Guest argued that Human resource management is differentiated from traditional Personnel management. However, HRM is concerned with performing...
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...The HRM Models ← There are a good number of models that have been postulated by various scholars to describe the HRM concept. ← However, as shall be seen these various models either fall under the soft or the hard approach of HRM. The Harvard Model ← The Harvard Model was postulated by Beer et al (1984) at Harvard University. ← The authors of the model also coined it the map of HRM territory. ← The Harvard model acknowledges the existence of multiple stakeholders within the organization. ← These multiple stakeholders include shareholders various groups of employees, government and the community at large. ← The recognition of the legitimacy of these multiple stakeholders renders this model a neo - pluralist model. ← This model emphasizes more on the human/soft side of HRM. ← Basically this is because this model emphasizes more on the fact that employees like any other shareholder are equally important in influencing organizational outcomes. ← In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and ultimately the creation of business strategies. Source : Beer et al (1984 : 16) ← A critical analysis of the model shows that it is deeply rooted in the human relations tradition. ← Employee influence is recognised through people motivation and the development...
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...Essay Title: ‘Assess the state of the evidence in favour of HRM’s impact on organisational performance. Do the supporters of HRM’s strategic contribution have enough of a case?’ Word Count: 3,105 Abstract The evidence in favor of HRM’s impact on organizational performance is growing, however some doubt has cast on these studies. Thus, this essay suggests that the evidence of HRM-performance linkage is weak because theoretical and methodological issues remain among most of these studies. So, this essay will mainly analyze theories concerning on HRM and firm performance relationships and methodological problems in empirical studies. As there are flaws in both theories and the process of studying the relationships, this essay concludes that the evidence in favor of HRM’s impact on organisatioanl performance is weak. It seems that it is better to pay more attention to the HRM’s theories and methodologies in order to further the understanding the correlation between HRM and firm performance. TABLE OF CONTENTS 1. Introduction 4 2. Evidence of previous studies 5 3. Theoretical evidence 8 3.1 Categorizing theories 9 3.1.1 Strategic theories 9 3.1.2 Descriptive theories 11 3.1.3 Normative theories 11 3.2 Conceptual theories 13 4. Methodological issue 15 4.1 Measurement of HRM 16 4.2 Measurement of performance 17 5. Conclusion 18 1. Introduction Human resource managers have been worrying about the inability to prove their contribution...
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