...UNIVERSITY OF DAR ES SALAAM BUSINESS SCHOOL MASTERS OF BUSINESS ADMINSTRATION (MBA) EVENING PROGRAMME 2011/2012 COURSE CODE: MS 604 COURSE TITLE: RESEARCH METHODOLOGY COURSE INSTRUCTORS: DR.ULINGETA O.L. MBAMBA & D.E. TUMSIFU SEMESTER PAPER TASK: RESEARCH PROPOSAL: AN ASSESSMENT OF PERSONNEL MANAGEMENT IN PUBLIC SECTOR CASE STUDY: KINONDON MUNICIPAL CUONCIL MNYANGA, JACQUELINE V. REG. 2009-06-01122 Table of Contents CHAPTER ONE 1 1.1 Introduction 1 1.1.1 In the old era and current state era 1 1.2 Statement of the Problem 2 1.3 Research Objectives 2 1.4 Research questions 3 1.5 Significance of the study 3 CHAPTER TWO 5 2.1 Literature review 5 2.1.1 General overview 5 2.1.2 Overview of HRM 6 2.2 Conceptual framework 9 2.3 Research hypothesis 10 2.3.1 Hypothesis One 10 2.3.2 Hypothesis two 11 CHAPTER THREE 12 3.0 Research Methodology 12 3.1 Introduction 12 3.2 Research Design 12 3. 3 Area of Study (Coverage) 13 3.4 Study Population 13 3.5 The Sample size and Sampling Procedures 13 3.5.1 Sample Size 13 3.5.2 Sampling Procedures/Techniques 14 3.5.3 Purposive Sampling Techniques 14 3.5.4 Simple Random Sampling 14 3.6 Data Collection Methods 15 3.6.1 Primary Data 15 3.6.2 Secondary Data 15 3.7 Data Collection Instruments 15 3.7.1 Interviews 15 3.7.2 Questionnaires 16 3.8 Data Analysis 17 3.8.1 Material and Instruments 17 3.9 Data Analysis 17 References 18 Appendix A 20 ...
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...1. Explain and Discuss briefly each HCM Processes ➢ Organizational Management - Model the organizational structure of your enterprise - Create, change and delimit organizational units - Create, change and delimit jobs - Create, change and delimit positions - Analyze an organizational unit to define workforce requirements and personnel cost planning - Create further organizational units for planning scenarios or simulations. ➢ Personnel Administration - sets the data basis for subsequent processes in Human Resource Management and reporting ➢ Recruitment - Recruitment, choice and setting of applicants - External recruitment - Internal recruitment - Developing a data base for applicants - Administration of vacant positions ➢ Personnel Development - Advance qualifications of employees - Comparison: requirements of positions with qualifications of employees ( profile matchup - Introduce development actions ( Talent Management - Book training course ( Training and Event Management - Arrange appraisals( Performance Management ➢ Talent Management - Arrange Career Planning - Accomplish Succession Planning - Generate general Development Plans - Generate individual Development Plans ➢ Performancemanagement - Define objective...
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...of Management Perspectives * Advances in Developing Human Resources * Applied Psychology: An International Review * Asia Pacific Journal of Human Resources * Asia Pacific Journal of Management * Canadian Journal of Administrative Sciences * Canadian Journal of Behavioural Science * Career Development International * Compensation and Benefits Review * Cross Cultural Management * International Journal of Cross-Cultural Management * European Journal of International Management * European Journal of Work and Organizational Psychology * European Management Journal * Gender, Work and Organization * Group and Organization Management * Human Relations * Human Resources Development Review * Human Resources Development International * Human Resource Management * Human Resource Management Journal * Human Resource Management Review * Human Resource Planning * International Journal of Cross Cultural Management * International Journal of Environment, Workplace and Employment * International Journal of Human Resources Development and Management * International Journal of Human Resources Management * International Journal of Intercultural Relations * International Journal of Manpower * International Journal of Psychology * International Journal of Selection and Assessment * International Journal of Training and Development * International Studies of Management and...
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...Redesigning Human Resource Redesigning Human Resource Human resource plays an essential role in the organization. The main functions of human resource in the organization are providing training to employees in the organization and benefits. In addition, human resource helps in performance manage and promoting safety of the workers in the organization. Other roles include recruiting employees and payroll. Most of the organizations do not recognize the benefits of human resource in the organization as they have not integrated human resource in their activities. The human resource functions are limited to payroll, benefits, training, performance manager and safety. Also, the organizations do not allow human resource managers to report to organizational managers. Human resource managers report to VP of operation. Organizations in different parts of the world have integrated human resource in their activities. The human resource roles have increased for the last ten years. Many people have called the human resource for the last ten years to take the role of strategic partner. In this role, human resource is seen as a member of the senior management team. In addition, human resource is involved in making important decisions in the organization like forming strategies, designing the organization and implementing the business model. There are various methods that can be used to redesign human resource in the organization and make it an essential strategic partner in the future...
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...Human Resource Management Is No More Than ‘Old Wine in New Bottles’. In: Business and Management Human Resource Management Is No More Than ‘Old Wine in New Bottles’. Human resource management is no more than ‘old wine in new bottles’. Discuss. ‘’HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles. It could indeed be no more and no less than another name for PM ’’ ( Armstrong, 1987) First we have to understand the meaning of HRM, but attempts to define HRM precisely have resulted in confusion and contradiction rather than clarity [Price, 1997]. However, according to Storey (1989) Human resource management is a completely different philosophy and an approach contrast to Personnel management. In his view, HRM provides a completely new form of managing personnel and can therefore be regarded as departure from the orthodoxy of traditional personnel management. The normative models of personnel management shows that PM is about selecting, developing, rewarding, and directing employees in such a way that not only will they achieve satisfaction and ‘give of their best’ at work, but by so doing enable the employing organization to achieve its goals. When considering the definition of Human resource management and Personnel management, there are many differences on the perspectives of researchers. Legge (1989) reviewed the definition of a variety of writers. She could come to conclude that there are three features which seems to distinguish HRM...
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...Executive Summary This report traces the evolution of the HR function from its traditional role of personnel management into what is known today as Strategic Human Resources Management (SHRM) and the role that devolution has played in this evolutionary cycle. From the research, it was observed that the devolution of HR responsibilities to line managers has enabled the HR function to take on a more strategic role as a business partner of the organization. It is also observed that devolution has benefited both line managers and employees alike by reducing bureaucratic red-tape and providing a faster approach to decision making and problem solving. The limitation of this report is that the negative aspects of devolution as noted by many researchers are not covered due to limitations in the length and scope of the assignment. Table of Contents No Title Page i Cover Page 1 ii Executive Summary 2 iii Table of Contents 3 1.0 Introduction 4 2.0 The Evolutionary Cycle of Human Resources 5 3.0 The Effects of Devolution towards Strategic Human Resources Management 11 4.0 Conclusion 14 5.0 References 15 1.0 Introduction In the last few decades, there have been extensive changes and transformations in the perspective of organizational behaviour as a whole. To quote Smilansky (1997), “organizational change has become a permanent state of affairs”. The rapid changes in the technology...
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...HRM The evolution of human resource management as a distinct profession dates back to the industrial revolution when factories established personnel departments to look into wages and welfare of workers. * slide 1 of 5 To understand the evolution of Human Resource Management, one must first understand its basis. The origins of workforce management lies in the arrangements made for the welfare of apprentices working with the master craftsmen in the putting out system that prevailed during the medieval ages. The industrial revolution that led to the establishment of factories displaced the putting out system. The workers in the early factories faced long hours of works under extremely unhygienic conditions, and mostly lived in slums. This soon resulted in several labor riots, the most famous being Ludds riots of 1811 in Nottingham, England, precipitated by reduced wages. The government soon intervened to provide basic rights and protections for workers, and the need to comply with such statutory regulations forced factory owners to set up a formal mechanism to look into workers wages and welfare, and redress other issues concerning labor. This led to the emergence of Personnel Management as a distinct profession. * The Personnel Management Approach The Personnel Management approach that remained in vogue for much of the 20th Century remained administrative in nature. Arising out of the need to enforce statutory compliance, it concerned itself primarily with ...
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...Human Resource Information Systems: Implementation in Taiwan Carol Yeh-Yun Lin Abstract Approaching the new century, human resource information systems (HRIS) capitalize on the synergy between the two precious assets, human resources and information technology. This study examines the content and context of HRIS in Taiwan. Research shows that higher HRIS level (DSS>MIS>EDP), usage by top managers, usage by HR staff, and HRIS experience contribute to greater organizational support and HRIS effectiveness. Training, support of the information systems department, involvement of human resource leaders, and computer literacy of HR staff are the most significant contributors to the effectiveness of HRIS. In addition, more emphases on support for decision making, timeliness, comprehensiveness, and accuracy can also enhance systems effectiveness. Introduction In an era striving for excellence, human resources become a crucial source of competitiveness (e.g., Porter, 1985; Ulrich, 1987). Pfeffer(1995) reported that the five best performing firms from 1972 to 1992 in the USA rely not on technology, patents, or strategic position, but on the management of their work force for sustained advantages in the marketplace. The business community also realizes that after people, information is its most important asset (Jenkins and Lloyd, 1985). During the past decade, information technology has greatly impacted the way businesses are managed. Reports on how information...
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...between Personnel Management and Human Resource Management: 3 LO1-1.2: The function of Human Resource Management in contribution to Organisational Purposes: 3 Introduction An organization is driven by human capital and the quality and effectiveness of the organisation is determined by the quality of the people that are employed. the resources of men money material and machine are collected and coordinated through people. Without people organisation cannot exist. Success for most organisations depends on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals. Management decisions and processes for dealing with employees are critical to ensure that the organisation gets and keeps the right staff. Personnel management refers to the managerial function of estimating and classifying of human resources requirements for meeting organisational goals. It involves strategies that ensure sufficient staff, a right combination of talent and performance in jobs. Human resource management (HRM) is the governance of an organization’s employees. HRM is sometimes referred to simply as human resources (HR). A company’s human resources department is responsible for creating, implementing and/or overseeing policies governing employee behaviour and the behaviour of the company toward its employees. Human resources are the people who work for the organization; human resource management is really employee management with...
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...Institute Name : City of London College Unit Name : Managing Human Resources Credit Value : 15 credits Assignment Title : Mercer Submission Date : Lecturer : Nadine Gibson Learning Outcomes: LO 1 Understand the different Perspectives of Human Resource Management LO 2 Understand the ways of developing flexibility in the workplace. LO 3 Understand the impact of equal opportunities in the workplace LO4 Understand approaches to human resources practice in organisations Case Study – Mercer Mercer is a medium sized, family run UK manufacturer, located in the Midlands. The company was established in 1980 and focus predominantly on the UK market. The company originally employed 25 staff, most of which were family members. Over the last 30 years the organisation has grown significantly and the company is looking to expand its operations outside of the UK, particularly in Europe. Mercer currently employ 125 workers, 100 of which work on the factory floor including line managers and the reminder accounted for several administrative post including marketing and sales. Traditionally, employee issues such as recruitment and the management of employee disputes were dealt with by on an ad hoc basis by a senior manager. The system has placed signification strain and stress on both the employees and management. The growth of Mercer has led to changes the business structure and the work patterns of the company. In addition...
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...Unit Code: Credit Value: QCF Level: BTEC Higher National Diploma (HND) in Business 21 Human Resource Management K/601/1264 15 4 Writer of the brief: Internal Verifier name: Mr Alfred Dr Rahman Learning outcomes and criteria covered by this assignment: All pass criteria All merit descriptors All distinction descriptors Key dates: Assignment distribution date to learners: Assignment/Portfolio submission date for TASK 1 & 2: Assignment/Portfolio submission date for TASK 3 & 4: Assignment/Portfolio returns date to learners (if applicable): 14 May 2013 20 June 2013 01 August 2013 10 September 2013 Page 1 of 11 BTEC HND in Business/ Human Resource Management/May 2013 -BLANK PAGE- Page 2 of 11 BTEC HND in Business/ Human Resource Management/May 2013 Introduction Recruiting and retaining staff of the right caliber contributes to the achievement of organisational purposes. Staff must make a valued contribution to the work of the organisation. Eventually they will leave, more often than not because they find alternative employment or retire. Occasionally, however, employment has to be terminated. This unit considers how human resource management deals with these aspects of working. However, the focus of human resource management has moved beyond personnel management towards a more proactive approach that, in addition to the traditional roles associated with staff management, also considers how to get the best people and the best out of people so that...
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...TOPIC): | Management Report | COURSE CODE: | BMM842 | ASSIGNMENT NR: | 1 | LANGUAGE: | English | LECTURER: | | SUBMISSION DATE: | February 24, 2014 | TABLE OF CONTENT Introduction 3 Content and Structure 3 The first year phase 4 The human potential 4 Good interpersonal relationship 4 Assess how they are equipped to take up the challenges 5 Efficient lines of communication 5 The general management process 6 Strategic and operational plans and review of structures 6 Effective operations and control processes 8 Operation processes 8 Control processes 8 Performance Monitoring 9 Encourage good performance 9 Establish roadmap to professional growth and development 9 Smooth running of the business 9 Internal and external review processes 10 Conclusion 10 Introduction This document is a management report introduced to the appreciation of the CEO and presenting a draft management strategy I would like to suggest for the carrying of an efficient and effective business in our organization. This document is written at the request of the CEO upon my appointment to the general management position. I would like to thank the organization leadership for the trust bestowed on me and express my openness to contributions and feedback. Content and Structure This report divides into four main parts: (1) an introductory section, (2) the presentation of the first year’s emphasis, (3) the presentation of the general management strategy and...
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...The history of human resource management started with providing welfare measures to apprentices of the putting-out system. The first personnel department came in the early 20th century. Human resource management has evolved through the ages and gained importance with each passing age. The Origins of Workforce Management The earliest forms of human resource management were the working arrangements struck between craftsmen and their apprentices during the pre-Industrial cottage-based guild system. The apprentice lived in the workshop or home of his master, and the master took care of his health and welfare. The Industrial Revolution of the mid-eighteenth century led to the emergence of large factories and the displacement of cottage-based guild manufacturing. The unhygienic and arduous work in factories led to many labor riots, and the government stepped in to provide basic rights and protections for workers. The need to comply with such statutory regulations forced factory owners to set up a formal mechanism to redress issues concerning labor. The National Cash Register Company (NCR) established the first personnel management department to look into issues such as grievances, safety, dismissals, court cases, and also record keeping and wage management, in the aftermath of a bitter strike and lockout in 1901. Many other factories soon set up similar personnel departments. The role of such labor departments in factories was a continuation of their previous commitment to monitor...
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...Strategic Management Research Group Faculty of Business Administration, Siam University 235 Petkasem Road, Phasicharoen, Bangkok 10163 Tel. (662) 457-0068 FAX (662) 457-3982, 467-3174 In the past, the personnel will do their paperwork manually (manual recording practices). However, as paperwork requirements grew, and the organisations needed more and more information about their employees, there is a need to use the computer-based management information system that getting data and information of the employees to be assessed. In this case, the state-of-art system was introduced and implemented to the organisations. According to Raymond (1998), the status of personnel data was becoming more important due to the development of government laws and regulations through the Equal Employment Opportunity (EEO), Affirmative Action Program (AAP), and Occupational Health and Safety Administration (OHS). Because of these organisation needed to provide the reports showing that the personnel practices complied with the laws. Thus, there is a need to use the computer-based system to provide accurate information effectively and efficiently to the national government with statistics or data that are readable. All organisations need to keep records about their personnel, for instance, to comply with taxation requirements, for use in emergencies and as the basis for making decisions about the work their personnel perform. These organisations have a human resources function...
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...Evolution of Human REsouRcE managEmEnt and Human REsouRcE infoRmation systEms The Role of InfoRmaTIon Technology Mohan ThiTe, Michael J. Kavanagh, and RichaRd d. Johnson EDITORS’ NOTE The purpose of this chapter is to provide an introduction to the fields of human resource management (HRM) and information technology (IT) and to the combination of these two fields into human resource information systems (HRIS). The history of the field of HRM and the impact of computer technology on HRM will be covered, as well as the advent of using a human resource information system and the subsequent effects on both HR and IT professionals. The different types of HR activities will be discussed as well as the different types of information systems used in HRIS. A central focus of this chapter is the use in managerial decision making of results and reports from an HRIS. The development of the HRIS field has been seen to have a significant impact on the emergence of strategic human resource management (Strategic HRM), as is discussed in this chapter. This first chapter will lay the groundwork for the remainder of this book, and, consequently, it is important to understand thoroughly the concepts and ideas it presents. This chapter contains definitions for a number of terms in common use in the HRM, IT, and HRIS fields. (Note that a glossary defining these terms is also provided at the back of this book.) The central themes 2 Chapter 1 Evolution of Human Resource Management and HRIS ...
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