...Barriers/obstacles There are many obstacles in handling Generation Y especially based on their attitude. Generation Y is a generation that is challenging and hard to handle as it can change today’s corporate culture. There are different attitudes and work habits that happen with the shift of the younger employment force from Generation X to Generation Y. Generation Y are less committed to stay with the same company. This is because Generation Y is a generation that is money oriented. When they get higher offer with higher pay of salary, they will easily change their job to the new company. Besides that, Generation Y is not a loyal worker because when he or she feels bored working in the company, he or she will try to move to other company which seems more attractive for them. It shows that this is not easy to handle a worker who loves to do job hopping. Other than that, they do not want to take challenge. They need easy work rather than thinking about their work. When tasks given become difficult and complicated, they feel depress and it cause their work is less efficient and become less committed. Like the example from the interviewee, they like to do less. This can be seen when their workday is over, they will back home quickly than to stay and complete the work in earnest. There is a survey done by Kendal Tarranet Worldwide which states that; “Generation Y graduates are likely to be more loyal to their lifestyle than their...
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...Cara Baisden Week 6 Assignment: Application Case Introduction to Human Resource Management Gregory Gryzcan 1. I believe that this interview was purposely constructed to throw Maria off, to see if she could handle stressful situations. I do think that jobs of this type can be very stressful so I believe that the interview strategy is not a well thought out interviewing strategy on the part of the firm, but it can also make them miss out on very good workers who just don’t handle job interviews very well. Some people can handle stress on a normal basis but a job interview is not a normal stressful situation, because of the economy and the need for a job, some people just do not handle the type of stress a job interview can give. They become nervous and lose confidence due to the stress. 2. I’m not for sure if I would take the job. I would talk to the Human Resource Manager and clarify the job offer. I would ask about the questioning during the interview to see if it was to check for the ability to handle stressful situations, then I would make my decision if it was good fit. 3. I would ask much travel is required, because It may travel more than what I am willing to travel. I would ask exactly what it is that I need to obtain for the worldwide traveling. So that I assure that I know exactly what I would need and make sure I get everything, to assure I have all I need and that I am completely ready for the job and understand the job requirements completely, assuring...
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...Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING...
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...Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Translating Strategy Into Hr Policies and Practices Case Delmi Cornelio Human Resource Management TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: The Hotel Paris 1. A front desk work sample test could include the following: a. The speed of checking-in or checking-out a guest. How fast the candidate checks in and checks out a guest. b. Welcoming guests politely. c. The quality of calls that are answered. Are calls answered with greetings according to the time of the day? Are calls answered with a friendly tone and attitude? d. Answering questions to guest in a very professional manner. This includes having great knowledge of the region and main attractions within the local area. e. Capability to handle any reservation conflicts and find the best solution. f. Ability to handle dissatisfied guest. g. Making use of the reservation system. 2. Two possible personality test questions. Lisa is looking for high-morale, patient and people-oriented employees, so she might consider using Myer Briggs personality test type of questions. The following 2 questions could be considered on the test. a. Do you find it easy to interact with strangers? b. Do you find it difficult to keep a cool head in conflict situations? 3. Other test that I would suggest to Lisa are the following: a. Using IQ assessments will demonstrate candidate’s ability to thinks quickly and understand what they read. This intelligence test will be helpful...
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... ABL Tile & Bathroom - Huge Easter Sale. 19th To 21st Apr Adwww.abltilecentre.com.au/ (02) 9623 0499 Reduced Prices. Shop Online & Save! Baths and Spas Showers and Accessories Dorf Jovian Sale Bathroom Accessories Search Results Cpa Case Study 2012 - Term Paper Warehouse www.termpaperwarehouse.com › Business and Management Apr 22, 2012 - Cpa Case Study 2012. Australian Beverages Ltd-Pre-seen case study information. A Introduction to Australian Beverages Ltd In 1937 ... Case Summary - Term Paper Warehouse www.termpaperwarehouse.com › Other Topics Apr 26, 2012 - Case Summary. Extended case study. Australian Beverages Ltd—Pre-seen case study information. A - Introduction to Australian Beverages Ltd Case Study Comm 215 Free College Essay 301 - 320 www.termpaperwarehouse.com/subcategory/case-study-comm-215/16 Australian Beverages Ltd-Pre-seen case study information A Introduction to Australian Beverages Ltd In 1937, Australian Beverages Ltd (ABL) commenced. Abl Limited - Term Paper Warehouse www.termpaperwarehouse.com › Business and Management Apr 30, 2012 - Abl Limited. CASE STUDY ANALYSIS EXTERNAL ENVIRONMENT ANALYSIS Define the Type of Organisation...
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...George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document, these isolated HR plans add little value to the business because...
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...way to interinstitutional conflict involving many stakeholders competing for resources (Zweibel, Goldstein, Manwaring, & Marks2008). Unidentified, and under resolved conflict in an organization can lead to mountainous waves of tension that infect the everyday work environment with decreased productivity and burnout. The focus of this paper will be to examine the effects of conflict resolution through an analysis of business, psychology, and cultural and ethnic studies. Business. Business is the concept of providing goods and services to customers with the prospect of making a profit or not. Human resources (HR), a sub-discipline of business are concerned with the implementation of policies, tools, and strategies related to the management of people. People and problems co-exist. It is impossible to have one without the other. The Nominal Group Technique (NGT), an HR tool, can be used in a conflict situation in the workplace in order to establish the perceived causes of employment relations conflict (van der Waal & Uys 2009). Psychology. The science of psychology focuses on the mental and emotional behaviors of groups and individuals. The psychological process of mentally diagnosing the conflict or stressor is the first step of resolution. Interpersonal conflicts at work may be a source of stress for young adults who have just entered the workplace (Weitzman & Weitzman, 2006). Identifying the needs of self and others affect the cognition and emotions of young and middle...
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...| Name of Case Study: THE CASE OF OTICON | 1) What does the case describe in terms of changes in the way that people worked at Oticon? The case describes that Oticon made a dramatic organisational transformation. There was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based organisation (the ‘spaghetti’ form) demolishing top-heavy authority system. Each project was considered as a ‘business unit’. Project leaders were responsible for resources, outcome, budget and timetable for their own project, thus eliminating middle managerial positions. At the individual level, employees were expected to work on multiple projects. Everyone could be a team leader provided the person has the necessary technical and leadership skills. There was a strong emphasis on employee empowerment. Any staff member was encouraged to put forward project proposals. Individuals were also given the opportunity to hone their Information Technology (IT) skills by providing them a computer at home. Physical layout was changed to maximise physical flexibility. An open-space area with ‘desks’ on wheels replaced individual offices , the coffee bars and the café and wide staircases were built where people unavoidably met each other by chance. 2) Explore the connection between the...
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...(HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy & practice, and creating a HR scorecard process. 2. WHY AS A HR MANAGER YOU NEED TO PLAY A MORE STRATEGIC ROLE...
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...MODULE: HUMAN RESOURCE MANAGEMENT TABLE OF CONTENTS 2.1....................................................................Introduction 2.2....................................................................Corporate Strategy 2.3.....................................................................Strategic human resource management and human resource strategies 2.4.....................................................................Conclusion 2.5.....................................................................Recommendation 2.6......................................................................Bibliography LITERATURE REVIEW ON THE STRATEGIC FIT/INTEGRATION BETWEEN BUSINESS STRATEGIES AND HR STRATEGIES 2.1 INTRODUCTION This chapter presents a review of the relevant theoretical and empirical literature from books, referred journals, research projects and the internet. The achievement of any set of corporate objectives requires deployment of the two most important basic resources, namely, people and money. Deficiency in either of the two can reduce the best laid strategy to a valueless pipe dream. Organisations seem to find it more difficult to develop human resource strategies which are linked to business strategies despite a widespread recognition that this is important (Hussey, 2000). For Press Trust to achieve its strategic plans, it is only by having the right quantity and quality of management and non-management personnel on board. People that...
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...Ph.D. Research Proposal Area of Research: Human Resources GREEN HUMAN RESOURCEMANAGEMENT PRACTICES IN ANKLESHWAR CHEMICAL FACTORIES Table of Contents Page No. CHAPTER 1 INTRODUCTION………………………………………………..03 1.1 What is Green?............................................................................................. .04 1.2 What is Green HRM?.................................................................................. .04 1.3 Why HR?...................................................................................................... ...06 1.4 Some Practices and Example…………………………………......................07 1.5 Chemical Industry Profile…………………………………………………..08 CHAPTER 2 REVIEW OF LITERATURE……………………………………09 CHAPTER 3 IMPORTANCE OF THE STUDY………………………………11 3.1 Green HRM Practices……………………………………………………….13 CHAPTER 4 OBJECTIVES OF THE STUDY………………………………..18 CHAPTER 5 HYPOTHESIS……………………………………………………19 CHAPTER 6 RESEARCH METHODOLOGY……………………………....19 CHAPTER 7 BIBLIOGRAPHY AND WEBLIOGRAPHY…………………..20 CHAPTER 8 END NOTE……………………………………………………….20 1. INTRODUCTION GREEN Green is the colour of emeralds,Jade, and growing grass. Green is the colour most commonly associated with nature and the environmental movement, Islam, spring, hope and envy. The term Green is derived from the German word Grun and Grene. The first recorded use of the word as a color as term in Old English dates to AD 700. In (Germanic, Romance...
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...the start in order that guests entering their room in the evening do not feel that the room has been used before, but instead feel that they are the first to enter the room and sleep on their bed sheets. Housekeeping is involved in using many different products and equipment and the work can be physically demanding. Staff can be involved with customers who have not left their room for the day, customers checking in early or late, guests on stay over who have come back to their room early so they can have a lie down. Translating Strategy into HR Policies & Practices Case The Hotel Paris CaseThe New Training Program The Hotel Paris’s competitive strategy is “To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability.” HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee...
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...HR Professional Map HR Profession Map is designed to develop in collaboration with HR professional’s competency and Learning and Development, senior business people, academics and their organisations around the world the activities, knowledge and behaviours need for success at all stages in their careers. HR Map determines what HR and L&D professionals have to know and understand to make a difference, in best possible option direct the performance of the organisation. The Map can be used in its form or in part or be incorporated into organisation’s existing competency structure. Most importantly the Map shows how professionals can use it and what they are doing in their HR functions to drive successfully in their organisations. The Map contains three key elements: 10 professional areas, 8 behaviours and 4 bands of competency and transitions. HR Professional areas describe the responsibilities and knowledge for each of the HR profession at four bands of professional capabilities. Two of which are describe as the Core of Professional Areas and are applicable to all HR professionals, regardless of role, location or stage of career: 1) Insights, Strategy and Solutions -where professionals need to show that they have a deep understanding of the organisation purpose and objectives. This area also defines that the HR person needs to have a deep understanding of the business activities, strategies and plans. The strategies created have to focus on the needs of the...
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