...the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process engineering and its implications for HRM • Identify who makes up the contingent workforce and the HRM implications • Define employee involvement and list its critical components • Explain the importance of ethics in an organization. CHAPTER OVERVIEW The chapter’s opening vignette illustrates how Four Seasons Resorts and Hotels uses the Golden Rule to treat the employees as you expect them to treat the customer. While customers like to be pampered, so do the employees as evidenced by the Four Seasons being listed in Fortune magazine as one of the “Best Companies to Work For” every year since the list started in 1998. Overviews of today’s dynamic business world, highlighting cultural environments, globalization, technology, and social history evolution, set the stage for discussions about the implications to the HR field. These topics include: multicultural issues, global workforces, HRM technology, workforce diversity, labor supply and management, contingent workforces, decentralized work sites, continuous improvement, work process engineering, employee involvement, HRM challenges, and ethics. Additional Features of This Chapter Exhibits include: 1 – 1: Cultural Values 1 – 2: FexEx Corporation Diversity Mission Statement 1 – 3:...
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...the company it could also be a strength if we knew how to take advantage of it. The Political factors of the PESTLE are factors that affect the employee’s regulation and working life for people [Bratton J. and Gold J, 2007]. Ferris and Judge (1991) pointed out that political influence is a risky in the environment because it is difference in every country and state for examples of Political factors are Government policies, Tax, Pension Plan, tariffs etc. example in the minimum wage in the employment in the U.K. for a person that is of age 21 or above at an hourly rate is £ 6.08 per hour, from the age of 18-20 is £4.98 per hour, £3.68 - the 16-17 rate for workers above school leaving age but under 18 and £2.60 - the apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship since October 2010, so HR personnel must be aware of the changes and be keep up to date. The 2nd Factor of the PESTLE model is the Economic Factor. Schuler, R. and Jackson, S. (2000) refers the economy factor as the economic status of the region such as the current economy status such as interest rate, taxation, recession, good economy, inflation and currency, the economic would affect the power of the consumers buying power when the economy is down people would be losing their jobs so HR departments would be looking to reduce people working either...
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...The role of human resources management (HRM) is changing in business, especially in international business. Before considered a support function, HRM is now becoming a strategic partner in helping a global company achieve its goals. As Helen Bloom wrote in a recent article in Strategy and Business magazine, the strategic approach to HRM—strategic human resources management (SHRM)An organizational approach to human resources management (HRM) with a concern for the effects of HRM practices on firm performance.—means going beyond administrative tasks such as payroll processing. Instead, managers need to think more broadly and deeply about how employees will contribute to the company’s success. SHRM is not just a function of the human resources (HR) department—all managers and executives need to be involved because the role of people is so vital to a company’s competitive advantage. The most successful organizations manage HR as a strategic asset and measure HR performance in terms of its strategic impact. When each piece is in the right place, it creates a high-performance work system (HPWS)A set of management practices that attempts to create an environment within an organization in which the employee has greater involvement and responsibility.—a set of management practices that attempt to create an environment within an organization in which the employee has greater involvement and responsibility. The following are some questions that HRM should be prepared to answer in this...
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...The key function of HRM that this essay will explore is the impact Employee Relations has in the way in which HR operates in many departments. Human resource Management is department which most businesses use as a means of enabling people’s capabilities in order to achieve a critical competitive advantage that’s attained through a distinctive set of integrated employment policies, programmes and practices. (Bratton &Gold 2007).This essay will provide an in depth discussion of components and the key players involved in Employment Relations that are seen in organizations today, as well as the importance of the integration of other key HRM practices and the management of the organisation as a whole. As well as examining the key HR functions I will also analyse the key models, theories and concepts that have a direct impact on HRM such as the Fombrun, Harvard and Warwick models that are seen to be used in many different organisations today. Employee Relations is a collective term in the Human Resources function that includes employee engagement within the workplace, values the employees’ rights to be part of trade unions. It also sets in stone in most organisations the employment legislation as well as managing grievance and disciplinary actions. Employment Relations is regarded as a relatively new term as it has previously was known as industrial relations conversely it does not have the same standards and equality as Employment Relations has in the Human Relations workplace. ...
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...today in any organization is keeping the most vital and dynamic human resources motivated and dedicated. Managing and retaining valuable talent requires a balance between the employee aspirations and the strategic and financial needs of the business. Implementing strategies that encourage employees to remain in an organization can be termed as employee retention. Zineldin, (2000) has defined retention as “an obligation to continue to do business or exchange with a particular company on an ongoing basis”. * Hiring is not an easy process. According to the University of California, Riverside, in order to strategically increase efficiency and effectiveness in hiring and retention and to maintain consistency and compliance in the recruitment and selection process there are a number of tedious steps that must be followed. These processes can be very time consuming and costly for an organization. Step 1: Identify Vacancy and Evaluate Need Step 2: Develop Position Description Step 3: Develop Recruitment Plan Step 4: Select Search Committee Step 5: Post Position and Implement Recruitment Plan Step 6: Review Applicants and Develop Short List Step 7: Conduct Interviews Step 8: Select Hire Step 9: Finalize Recruitment * An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture. Surveys have...
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...------------------------------------------------- INNOVATIVE HR PRACTICES IN it/ites INDUSTRY HRM ASSIGNMENT -3 sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) TABLE OF CONTENTS SL NO. | TOPIC | 1 | INTRODUCTION | 2 | CHALLENGES FACED AND THE NEED FOR GOOD HR PRACTICES IN ORGANIZATIONS | 3 | INNOVATIVE HR PRACTICES | 4 | FOUR CRITICAL DIMENSIONS OF BEST PRACTICES | 5 | INNOVATIVE PRACTICES IN DIFFERENT HR AREAS | 6 | CREATIVE THAT LEADING COMPANIES USE TO MAXIMISE THE POWER OF PEOPLE | 7 | ORGANIZATIONS THAT TOP THE LIST FOR THE BEST ADOPETED HR PRACTICES | 8 | LATEST NEWS ON THE INNOVATIVE HR PRACTICES ADOPTED ACROSS VARIOUS ORGANIZATIONS: | 9 | CONCLUSION | INTRODUCTION India was declared itself open to Liberalization in the year 1991. This paved the way for industrialization and rapid transformation in the Industry and Business sector. Liberalization also meant change in the working style of the people and hence organizations needed to innovate the HRM practices in an effort to ensure survival in an increasingly hypercompetitive environment. The key challenges of any HR department are employee acquisition, retention, developing employees, performance management, and talent-management according. Seeking, developing and engaging and keeping talent is a big challenge for today’s organizations...
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...ECONOMICS WORK/LIFE BALANCE STRATEGIES: PROGRESS AND PROBLEMS IN AUSTRALIAN ORGANIZATIONS Helen De Cieri, Barbara Holmes, Jacqui Abbott & Trisha Pettit Working Paper 58/02 November 2002 ISSN 1327–5216 Abstract Work/life balance (WLB) is an issue increasingly recognised as of strategic importance to organizations and of significance to employees. We argue that an organization’s need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. This article reports the findings of three surveys conducted from 1997 to 2000 of organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations, and identify the barriers to those strategies. It is evident that, while some progress has been made over the years, there remain substantial challenges for the implementation and management of WLB strategies. This paper is a work in progress. Material in the paper cannot be used without permission of the authors. DEPARTMENT OF MANAGEMENT WORK/LIFE BALANCE STRATEGIES: PROGRESS AND PROBLEMS IN AUSTRALIAN ORGANIZATIONS INTRODUCTION An organization’s need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to human resource policies and practices that address work/life balance. Work/life...
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...WORK-LIFE BALANCE DOING IT RIGHT AND AVOIDING THE PITFALLS Jim Bird This is a preprint of an article accepted for publication in Employment Relations Today, Autumn 2006, vol. 33, no. 3. Copyright 2006, Wiley Periodicals, Inc. The demand for work-life-balance solutions by employees and managers is expanding at an unprecedented rate. As a result, work-life balance is an increasingly hot topic in boardrooms and government halls today. Over the coming decade it will be one of the most important issues that executives and human resource professionals will be expected to manage. This article provides the methods for you to accelerate the implementation of a very successful work-life strategy within your organization. First we cover why work-life is critical to the key objectives of your organization and its executive team. A brief history of work-life efforts follows so you can learn from the trial and error of others and avoid their mistakes. Finally, we describe the two parts of a successful work-life strategy and how you can most quickly and effectively implement them. Let’s start with the senior executive concerns and opportunities that work-life affects. Growth and profit impact. Accelerated on and off-the-job stresses and expectations are adversely affecting top and bottom-line growth, unnecessarily driving down productivity. A well-implemented work-life strategy greatly reduces both the real and perceived overwork and out-of-balance pressures that hamper productivity, producing...
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...'employee engagement' has been a hot topic in corporate circles. It's a buzz phrase that has captured the attention of workplace observers and HR managers, as well as the executive suite. And it's a topic that employers and employees alike think they understand, yet can't articulate very easily. employee engagement as "a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work". There are certain potential drivers, which are best suited to define the status of employee engagement, have been taken out of a pool of drivers suggested by various authors: 1 | Belief in Co’s direction | 15 | Leadership | 2 | Benefits | 16 | Organization Development | 3 | Career opportunities | 17 | Pay | 4 | Chief Executive Officer | 18 | Performance Review | 5 | Communication | 19 | Personal Growth | 6 | Company’s Values | 20 | Purpose in Life | 7 | Decision Making | 21 | Recognition | 8 | Direct Supervisor | 22 | Social Contribution | 9 | Environmental Mastery | 23 | Social Integration | 10 | Focused Work | 24 | Senior Managers | 11 | Human Resource Mgt. | 25 | Training & Development | 12 | Individual’s Own Values | 26 | Trust | 13 | Interpersonal Support | 27 | Work Group | 14 | Job Content | 28 | Work-Life Balance | Perrin‟s Global Workforce Study (2005) uses the definition “employees‟ willingness and ability to help their company succeed, largely by...
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...becoming more important every day and requires dedicated employees who can balance legal and ethical issues for organizations to be successful; which result from the importance of people as a source of competitive advantage. For a company to produce its goods and services in a productive manner, HRM accommodates employees with the right skills and training, and provide them with an environment in which they can make a powerful impact (Denisi/Griffin, 2012). Compare and contrast two main differences between domestic and international HRM. One main difference between domestic and international HRM is that staff are transferred to different countries to work various roles within the international company’s foreign operations; these employees are called expatriates, who temporarily work and live in a foreign country. For a human resource department to operate in international HRM, they must participate in a variety of activities, such as international taxation, administrative services for expatriates, and services for language translation (Dowling/Festing/Engle, 2013). The second difference between domestic and international HRM, is that IHRM requires a greater involvement in the personal life of the employees. The HRM are responsible for making sure the expatriate understands all the benefits of the compensation package, including the cost of living, premiums, taxes, etc. In the domestic HRM, the involvement with an employee’s family is narrow and may not spread past providing...
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...actual companies or organisation, journals and articles to support the report. However, there will be some limitations on the policies discussed that might not work on certain employees. 2. Introduction Human Resource Management (HRM) is the use of policies, practices and systems that influence employees’ behaviour, attitudes and performance (De Cieri et al., 2008) and individuals are being utilised to achieve organisation’s objectives (Mondy and Noe, 2005). By recognising people are a firm’s most valuable asset in running a business, Human Resource (HR) department has the responsibility to manage the wellbeing of all employees in order to retain and develop existing employees in achieving organisation’s business objectives (Stone, 2005). HR division also serve as a middle person between top management and lower level management. Therefore, HR department is an important channel for upward and downward communication between employees and management. It is a channel for employees to voice their grievances and complains thus minimizing any dissatisfaction in workplace that may lead to turnover (Osman et al., 2011). Once people resources is identified as firm’s most important asset, the next question here is how the right HR Policies can help in achieving desired retention and development of employees in long run. HR policies may include attractive package of compensation and benefits, ongoing training and...
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...Peoples Express Airlines: Rise and Decline 1. What approach to Job Design did Burr most likely utilize when he set out to create this airline? Clearly, Donald Burr used motivational job design approach to create positions in People Express Airlines. The job characteristics of the motivational job design are structured to have a psychological meaning to a person and results in high motivation. The foundation of this approach is to create a position that is meaningful to an employee through job enlargement and enrichment. The theory behind this job design states that a person will be highly motivated at work if the performed duty addresses three psychological states of experienced meaningfulness, responsibility and knowledge of results. In order to achieve that in a position, the following 5 parts of the Job Characteristics Model must be reflected in the job design: Autonomy, Task Significance, Task Variety, Feedback and Satisfaction. Burr’s unique approach to the job design was focused on the development of his people and clearly reflected parts of the Job Characteristic Model listed above. 1. Autonomy: Employees in People Express Airlines had extensive responsibility. Every employee had a manager title and had a freedom to make decisions. Burr was very big on self-management and made sure that different layers of employees were involved in the decisions across the company. 2. Task significance: Employees were also responsible for setting up their own objectives...
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...or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: Kogan Page Limited 120 Pentonville Road London N1 9JN United Kingdom www.koganpage.com Kogan Page US 525 South 4th Street, #241 Philadelphia PA 19147 USA © Michael Armstrong, 1992, 2000, 2006, 2008 The right of Michael Armstrong to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act...
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...Generational Differences Chart Traditionalists Baby Boomers Generation X Millennials Birth Years 1900-1945 1946-1964 1965-1980 Current Age Famous People # 63-86 Bob Dole, Elizabeth Taylor 44-62 Bill Clinton, Meryl Streep 28-43 Barak Obama, Jennifer Lopez (1977-1994) 1981-2000 8-27 Ashton Kutcher, Serena Williams 51 Million Gen X, Xers, The Doer, Post Boomers, 13th Generation Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel Highest divorce rate and 2nd marriages in history. Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate. Experienced hard times while growing up which were followed by times of prosperity. Influencers 80 Million “Me” Generation, Moral Authority Raised by parents that just survived the Great Depression. Other Names Veterans, Silent, Moral Authority, Radio Babies, The Forgotten Generation WWII, Korean War, Great Depression, New Deal, Rise on Corporations, Space Age, Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s. “The American Dream” was promised to them as children and they pursue it. As a result they are seen as being greedy, materialistic and ambitious. Their perceptions are shaped by growing up having to take care of themselves early and watching...
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...the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation critical roles”.(CIPD, 2012). This strategy aims to develop plans that attract high quality external candidates as well as the identifying and retention of the internal workforce, getting the optimum balance between external and internal candidates is difficult, some firms prefer to use their existing workforce as this helps drive individuals to increase their skills and increases work satisfaction, however concentrating on a narrow internal group of candidates alienates the possibility of high calibre external candidates who can inject new ideas into the organisation.(Beardwell & Claydon, 2010). The Company needs to have a clear talent management strategies and recognise its strategic importance to the organisation whilst acknowledging the difficulties of talent management in a world of different expectations by employees. Employees and employers no longer expect jobs will be for life and the younger Generation Y workers expect to change jobs more frequently to enhance their careers. (Hautem, Andres, 2010). Generation Y employees, (people born after 1978) are...
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