------------------------------------------------- Topics ------------------------------------------------- ------------------------------------------------- HRM general Strategic HRM ------------------------------------------------- The HR function Line managers and HR ------------------------------------------------- Human capital management Impact of HR on performance ------------------------------------------------- International HRM Corporate social responsibility -------------------------------------------------
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therefore propose a new model and process to human resources (HR) audit. 1.1 Traditional approaches to HR audit An HR audit can be described as ‘‘a systematic, formal evaluation of all human resource policies and programmes in an organization’’ (Hercus and Oades, 1983), which is an internally focused review of the HR activity. Rothwell and Kazanas (1994) take a wider view, suggesting that the audit concerns itself with the extent to which the HR activity supports, and is consistent with, the purpose
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strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic business unit in
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strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic business unit in
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Title: HR Audit INDEX SR NO. | TOPIC | PAGE NO. | 1 | Acknowledgement | 3 | 2 | Executive Summary | 4 | 3 | Introduction to HR Audit | 6 | 4 | Qualitative & Quantitative Indicators for HR Audit | 8 | 5 | Types of Audit | 13 | 6 | HR Audit Process | 17 | 7 | Human Resource Management v/s Performance | 21 | 8 | Approaches to Human Resources Audit | 25 | 9 | HR Audit Tools | 30 | 10 | Checklist for HR Audit | 33 | 11 | Audit Report | 35 | 12 | Audit of HR Results |
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Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises Ashok Chanda, Trapti Bansal & Rupal Chanda Abstract Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application
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Int. J. of Human Resource Management 12:2 March 2001 299–310 Strategic human resource management effectiveness and rm performance Orlando C. Richard and Nancy Brown Johnson Abstract This study tests whether strategic human resource management (SHRM) effectiveness signi cantly affects organizational level outcomes. Using the resource-based view of the rm, this study examines the effective use of human capital on organizational performance. Further, the role that a contextual factor – capital
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Strategic Human Resource Management HRM325 Jay Perviz Dhanani Intel College, Nairobi ID: 119127768 Word count: 2594 Introduction: Strategic Human Resource Management is the process that entails having the right people at the right time in the right place at the right cost. It is also the process of responding and assessing the dynamic business environment and seeing the people of the organization as assets rather than cost or liability. Concepts of SHRM: Life cycle: The life cycle,
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strategies to suit the international cultural diversity of the workforce, clients among other stakeholders effectively. On more specific terms, the report gives recommendations that the Irish Ryanair undertakes to establish successfully and run a strategic
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Development of HRM systems! Two different business strategies are proposed: 1) focuses on competing on a cost price basis and 2) focuses on competing on knowledge intensive operations. For the first strategy an HR system is proposed that is very similar to the control HR system (Lepak, Liao, Chung & Harden, 2006). Main goal of this system is to improve efficiency and productivity by enforcing and monitoring compliance of the employees using specific rules and procedures. Employees are rewarded
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