Global Mining (GM) case study whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance
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Differentiation and Strategic Human Resource Management Mark A. Huselid Rutgers University Brian E. Becker State University of New York at Buffalo In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic capabilities
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which are essential to the management of all Human Resource (HR) practices. These “micro” services have a low impact on the business strategy at hand but ensure smooth maintenance of operations (Wright, McMahan, Snell & Gerhart, 1998). Such examples may include payroll processing and record-keeping, general employee services. Traditional services are services which have some impact on daily running of the business and have some strategic elements necessary to maintain the businesses objectives
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McDonald’s Corporation Overview As the world’s largest and most devoted restaurant chain, McDonalds has become a model of superior and dedicated operations in the franchisee industries. “McDonald’s restaurants started in 1948 with two brothers Marc and Dick McDonald in San Bernardino, CA it was the first drive- in for the franchisee. Later in the business they hired Ray Korc to become the franchisee agent and with his help McDonalds became a franchisee known in every household. Today, the
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Assessment 1: Discuss the ways strategic human resource management (SHRM) could contribute to organisational performance in the next five years. Human resource management (HRM) is the function within an organisation that focuses on its most valued asset – its personnel. HRM is one of the most important functions in any business and is detrimental to the company’s overall success. It has taken quite a while for HRM to be adopted into the business strategy as organisations were unwilling to accept
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A Case study of United Bank for Africa (UBA) By Name: Foluso Akintunde Fapohunda Student Id: 5471799 Contents 1.0 INTRODUCTION 2 2.0 LITERATURE REVIEW 4 2.1 Human Resources Management (HRM) 4 2.1.1 Best Practice as an Approach in HRM 4 2.1.2 Characteristics of best practice 5 2.1.3 Advantages of Best Practice: 6 3.0 ANALYSIS AND DISCUSSION 9 3.1 Distinct Human Resources Practice: 9 3.2 Hofstede Model of Cultural Dimension: 10 3.2.1 Power Distance:
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vice president of human resources; Rob Whitter. This is because of many reasons and one of them is the fact that he is part of the HR department, which is a specialized group within an organization with a primary focus of ensuring the most effective use of human resource management systems by individual’s managers and the organization as a whole. Given this issue to be HR related, Rob Whittier has brought up an idea of key decisions about IT policies being centralized in order to maintain consistency
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attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organisational goals”. Human Resource Management has been around has been (History of Human Resource Management) The current approach at Global enterprises consist a very administrative process of managing human relations at the organization. We note that the entire system used by global enterprises is basically outdated and completely technology less. Their process of employing
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aligning the management of human resources with the strategic content of the business. Many critics of the discipline propose that the subject matter offers little in empirical data to add the term strategic to the HR function, however according to Watson and Watson 1999 HR management is essentially Strategic .Firstly HR management must consider the whole organization, whereas line or functional managers focuses on departmental performance. HR management looks at long term functional on immediate
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organization undertook a strategic and visioning process that would help guide them through upcoming years. Senior management identified the need to upgrade and align HR management processes to successfully implement the new business strategy. Porter Novelli adopted the Drotter Leadership Pipeline approach to help achieve its new vision of a more client centric structure. Strategic HR Practices 1. Discuss the importance of aligning human resource processes with business strategy. HR management should
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