...Question 1 Describe the evolution of ‘Personnel Management’ into ‘Human Resource Management’. How does the transformation help organisations achieve their strategic objectives? * Briefly explain the meaning of HRM – 2.5 marks * Briefly explain the meaning of Personal Management – 2.5 marks * Identify and describe 4 factors contributed to the transformation of PM into HRM 2.5 marks x 4 factors– 8 marks * How does HRM help organisation achieve strategic objectives of organisations – 3 marks X 4 points - 12 marks (The answers should reflect originality and not extracts from the text book. If the student has reproduced what is in the text book full marks should not be awarded for theoretical areas. They must reflect critical thinking and practical application of theory) Human Resource Management (HRM) could be defined as the process of managing human talent to achieve an organization’s objectives. HRM has to help blend many aspects of management in order to overcome “competitive challenges” and address “employee concerns”. By balancing these competing demands HRM plays an important role in getting the most from employees and providing a work environment that meets their short-term and long-term needs. Traditionally the term Personnel Management (PM) was used to refer to the set of activities concerning the workforce which included staffing, payroll, contractual obligations and other administrative tasks. In this respect, personnel management encompasses...
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...resource management (HRM) eg planning and forecasting, recruitment process, contracts of employment, deployment and monitoring of employees, training and development, budget monitoring, relationships; role and purpose of HRM, soft HRM, hard HRM Human resource planning: planning eg the creation of the human resource plan, analysing demand and supply, internal and external factors influencing human resource planning, human resource planning in a changing environment LO2 Understand the effect of employee relations and employment law on service industries businesses Employee relations: unionisation eg structure, culture, collective bargaining, negotiation, consultation; employee participation, involvement and conflict management, empowerment; grievance procedures, disciplinary procedures Employment law: employment legislation eg Employment Relations Act, Employment Rights Act; equal opportunities; contracts of employment including termination eg resignations,redundancy procedure, ill health retirements, retirement, dismissal, maternity and paternity rights, parental leave; tribunals, Advisory, Conciliation and Arbitration Service(ACAS) LO3 Understand the recruitment and selection process Recruitment: effects eg factors affecting the labour market, organisational needs analysis, job analysis, job design, organisational needs, job descriptions, person specifications, methods of recruitment advertising Selection: process eg selection methods and practices, barriers to effective...
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...Management Practices of the Bangladesh Shilpa Bank (BSB) INTRODUCTION HRM is the strategic and coherent approach to the management of an organization’s most valued assets. The people working there who individually and collectively contribute to the achievement of the objective of the business. HRM and HR have largely replaced the term “Personnel management” as a descriptive of the process involved in managing people in an organization. HRM is evolving rapidly. HRM is both an academic theory and a business practice that address the theoretical and practical techniques of managing a workforce. Employees play a dual role in an organization first as a factor of production and second as a motive force for other factors of production. It makes other factors operative and productive. People are the most valuable asset of an organization. Yet human assets are virtually never shown on the balance sheet OBJECTIVES OF THE STUDY This report will mainly focus on Human Resource Management9 HRM) practices of BSB. The proposed study will cover all HRM functions of BSB. The main objective of the study is to get an overall idea about HRM practices of BSB. The specific objective are as follows: v To understand about activities of various department and their key responsibilities. v To know the overall function of BSB for the contribution of industrialization of the country. v To show a concrete overview of HRM practices of the BSB. v To develop a theoretical framework on HRM practices. v...
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...1. Introduction The discussion between promoters of best practice and best fit approaches has sparked widespread controversy in the human resource management (HRM) area. The topic has gained much scholarly attention because it not only addresses a theoretical controversy but also possesses a high degree of practical managerial significance. The essay has the aim to analyse best practice and best fit approaches in HRM of a multinational enterprise. The reader receives insight into Lincoln Electric's organization through a case-study analysis of practical HR approaches serving as a basis for developing practical managerial implications in the last part of the paper. 2. Critical evaluation of "best practice" and "best fit" practices in HRM 2.1 Best practice approach The best practice approach claims that certain bundles of HR activities exist which universally support companies in reaching a competitive advantage regardless of the organizational setting or industry (Redman and Wilkinson 2009). Best practice models imply a close connection between HR practices and organizational performance and are often associated with high commitment management (Paauwe & Boselie 2003). Empirical research in the best-practice field shows similar groups of HR polices which are especially suitable for maximizing performance irrespective of market and product strategies (Peffer 1998, Guest 2000). Best practice bundles of activities are characterized as mutually compatible HR activities...
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...ECM62EKM: Organisational Behaviour and HRM |Module size |15 Credits, Level M | |Total student study hours |150 | |Pre-requisites and co-requisites |None | |Excluded Combinations |None | Aims and Summary This module provides a thorough grounding in the theories of organisations, the processes of organisational designing, and the practice of human resource management. The first part of the module concentrates on the concepts of organisational structure and behaviour. The second part reviews the changing nature of the employment relationship and critically evaluates the contribution of HRM to organisational effectiveness and efficiency. Intended Module Learning Outcomes On successful completion of this module, the student will be able to: Demonstrate an understanding of theoretical concepts of organisation structure and behaviour, and the practice of organising. Critically discuss the relationship of HRM to the traditional practice of personnel management and industrial relations. Assess key areas of HR practice, such as strategic planning, resourcing, development...
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...A Report On HR Practices in GrameenPhone Limited [pic] [pic] [pic] [pic] HR Practices in GrameenPhone Limited Prepared For M. Nazmul Amin Majumder BRAC Business School, BRAC University Prepared By Sabit Rahman Tanim ID: 12264021, Sec.-01 MBA Program [pic] BRAC University Date of Submission: 20 April 2014 LETTER OF TRANSMITTAL 20 April 2014 M. Nazmul Amin Majumder, Ph.D. BRAC Business School, BRAC University Submission of a Report on HR Practices in GrameenPhone Limited Dear Sir, I am highly pleased to submit my report on “HR Practices in GrameenPhone Limited”. In preparing this report I have tried my level best to accumulate relevant information from all the available sources. This report attempts to describe my observations and learning during the course (HRM-502) period. I am very much glad that you have given me the opportunity to prepare this report for you and hope that this report will meet the standards of your judgment. Any limitations in this report will subject to your kind of full consideration. Yours Sincerely, Sabit Rahman Tanim Acknowledgement First of all I would like to thank almighty Allah who has given me the opportunity to complete this report. After that I would like to thank my honorable course instructor M. Nazmul Amin Majumder for his leadership...
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... Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations. Human resource management can also be defined as the function within an organization that focuses on recruitment of, management of, and providing...
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...HUMAN RESOURCE MANAGEMENT (HRM) IN THE GLOBAL PERSPECTIVE: THEORY AND PRACTICE. BY UKERTOR GABRIEL MOTI (P.hD.) Department of Public Administration UNIVERSITY OF ABUJA INTRODUCTION Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management”...
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...University of Information Technology & Sciences (UITS). There I have completed four years of the theoretical part of the graduation. Now the rest of the practical part I have completed by my honorable academic supervisor. For that reason I have prepared this report on Shanghai JJS Garment Accessory Company’s HR department. This practical part will be evaluated the basis of my practical experience and submitted to my supervisor. The topic of the report is “HRM Practices in Shanghai JJS Garment Accessory Mfg. Co. Ltd. As a part of my internship program for my BBA I got the opportunity to do internship in a garments manufacturing company named Shanghai JJS Garment Accessory Mfg. Co. Ltd. My internship period started from 10th February 2015, and ended at 10th may 2015. In Shanghai JJS Garment Accessory Mfg. Co. Ltd I was assigned in the Human Resource department. My project topics covered the aspects of the HR department and the various issues related to it in respect to the company. The topic was approved by my university supervisor Ayesha Binte Safiullah (lecturer of University of Information Technology & Sciences (UITS). 1.2 Background of the Study It is a great opportunity to learn about the corporate culture during the internship as an Assistant Manager of Shanghai JJS Garment Accessory Mfg. Co. Ltd. I got a chance to prepare my internship report on the topic HRM Practices Shanghai JJS Garment Accessory Mfg. Co. Ltd. This opportunity helps me to learn about the administrative...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2046-9012.htm EJTD 36,1 Employability and talent management: challenges for HRD practices Staffan Nilsson Centre for Policy Studies in Higher Education and Training, Department of Educational Studies, University of British Columbia, Vancouver, Canada, and HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden, and 26 Received 14 May 2011 Revised 15 August 2011 Accepted 16 September 2011 ¨ Per-Erik Ellstrom HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden Abstract Purpose – The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach – The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using...
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...TERM PAPER ON HRM PRACTICES IN EASTERN BANK LIMITED Submitted To Imran Jasmine Associate Professor Department of Marketing University of Dhaka Submitted By SL.NO. | NAME | ROLL | 01. | MD. SAHADAT HOSSAIN | 255 | 02. | MD.ASADUL ISLAM | 01 | 03. | MD.ALAUDDIN TAREK | 127 | 04. | SAYELA NAZNEEN | 23 | INTRODUCTION: This report is prepared as a requirement of the course “Human Resource Management.” We selected Eastern Bank Limited. After Visiting and talking with the HR manager of this organization we came to know various Kind of HRM practice which are used here. In this report we have followed the guidelines provided by the teacher. Here we have discussed not only the HRM practice of the Company but also the HRM related laws practices in Bangladesh. Interview with HR Manager Salina Raman Senior Manager Human Resources Division * What are the key responsibilities of HRM in EBL? Recruiting, training, Development, Transitions, financial Benefits. * Why she is in HRM? Though she was a student of Marketing, she is in HRM management only. Because she enjoys it very much. * What are the differences between HRM department with Others department? HRM works with the total Personnel or employees of organizations and the other departments deal with their respective people besides their key responsibilities. * What are the qualities to be a successful HR manager? Only two words, ‘‘patience and empathy’’, you have to be a good...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 CHECKLIST This packet comprises the following material: 1) 2) 3) 4) 5) Note: Text book Assignments # 1 & 2 Course outlines Assignment 6 forms (2 sets) Assignment submission schedule In this packet, if you find anything missing out of the above-mentioned material, please contact at the address given below: The Mailing Officer Mailing Section, Block # 28 Allama Iqbal Open University, Sector H/8, Islamabad. Tel: (051) 9057611, 9057612 Mohammad Majid Mahmood Bagram Course Coordinator ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) WARNING 1. 2. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. Course: Human Resource Management (5532) Level: MBA Semester: Autumn, 2010 Total Marks: 100 Pass Marks: 40 ASSIGNMENT No. 1 (Units: 1–4) Q. 1 Why HR is called the most important asset and competitive advantage of any organization in the world? (20) Your Solutions 2 Helping Material HR and Competitive Advantage In order to have an effective competitive strategy, the company must have one or more competitive advantage, factors that allow an...
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...Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute to the objectives of the business1. Its main aim is to develop personnel policies that improve employee relations at work. This course will, therefore, begin with an examination of the history and nature of Human Resource Management, before embedding it in its international context. In Unit 1, you will learn about the main tasks involved in HRM: • human resource planning • job...
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...Hospitality Management, Vol. 10 Iss: 2 pp. 75 - 79 Permanent link to this document: http://dx.doi.org/10.1108/09596119810207228 Downloaded on: 24-09-2012 References: This document contains references to 19 other documents Citations: This document has been cited by 5 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 4078 times since 2005. * Users who downloaded this Article also downloaded: * Tom Baum, Vanessa Amoah, Sheryl Spivack, (1997),"Policy dimensions of human resource management in the tourism and hospitality industries", International Journal of Contemporary Hospitality Management, Vol. 9 Iss: 5 pp. 221 - 229 http://dx.doi.org/10.1108/09596119710172615 Philip Worsfold, (1999),"HRM, performance, commitment and service quality in the hotel industry", International Journal of Contemporary Hospitality Management, Vol. 11 Iss: 7 pp. 340 - 348 http://dx.doi.org/10.1108/09596119910293240 Peter Haynes, Glenda Fryer, (2000),"Human resources, service quality and performance: a case study", International Journal of Contemporary Hospitality Management, Vol. 12 Iss: 4 pp. 240 - 248 http://dx.doi.org/10.1108/09596110010330813 Access to this document was granted through an Emerald subscription provided by Edinburgh Napier University For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and...
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