...complements the Course Guide and Assessment Criteria for Assessment 1. Therefore, it should be read together with the Course Guide and Assessment Criteria for Assessment 1. The document tries to explain in a simple manner the format that Assessment 1 markers will be looking for in your Reports for BUSM3119 and BUSM3201 Assessment 1 in S1 2015. You are strongly encouraged to be creative in how you develop your subheadings and arguments within the body of the Report. For the Melbourne Campus: I am happy to discuss the format of the two reports with individual students via email or telephone calls. For the SIM campus students: please contact your Tutor or Lecturer to discuss issues related to this Course, including the two Assessments. This document is to aid you in developing a format which will help you to express your ideas well. I am using a shortened example (based loosely on some past marked assignments) to show possible subheadings that you may include in your Assessment 1. Note that your assessment MUST be original, with appropriate references that follows the Harvard Referencing Guide! Students are also expected to write better reports than the example provided here. Each report must address the assessment criteria in the Course Profile. I expect the structure of your reports to have: 1. Title Page 2. An Abstract or an Executive Summary 3. Table of Contents 4. Introduction 5. Body (addressing assessment criteria as laid out in the Course Profile) 6. Recommendations ...
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...| Subject Outline & Activity Schedule | |Lecturer/ Tutor |E-mail |Office |Telephone | |Dr. Simon Chan |simon.ch.chan@polyu.edu.hk |Room M1031 |3400-3643 | |Mr. Herbert Leung |herbert.kinshing.leung@polyu.edu.hk |Room M925 |2766-7117 | ROLE AND PURPOSE The overall aim of the subject is to enable the student to understand the major human resource policies and practices of contemporary modern organizations with particular reference to their application in the local context. Students will critically assess the relationship between strategy and the core HRM activities such as recruitment, selection, appraisal and pay systems, planning, training and development, and approaches to the quality of working life. This subject contributes to the achievement of the BBA (Hons) Programme Outcomes by enabling students with an understanding of human resource management functions within organizations and to apply such concepts to analyze and solve problems in business situation. The subject also provides students with knowledge and skills in recruitment and selection, training and development, performance appraisal, and pay and benefits. In addition, it...
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... Professor: Dr. 唐律 Dr. José A. Torres Fall Semester 2013-14 All curriculum material protected by U.S. copyright laws. Unauthorized sale or reproduction is strictly prohibited. Keuka College ( 2013 Keuka College HRM 208 Human Resource Management Professor: Dr. 唐律 Location: N/A Telephone: N/A E-Mail Address: drtanglv@gmail.com jtorres@keuka.edu Instructor Availability: You will be able to speak with the instructor before and following each class session. Appointments for additional meeting times may be made following each class session. COURSE DESCRIPTION: As a result of this course, students will be able to analyze and study the role of work in our society and its effect on organizations. The course will deepen the student's understanding of personnel management, the legal influences on personnel decisions, the recruitment, selection, training, and compensation of employees, service and benefit programs, as well as the major problems and recent developments in labor relations. TEXTBOOK Ivancevich, John M., Human Resource Management, 11th edition, China Machine Press, ISBN: 978-7-111-32926-8. COURSE RESOURCES: Introduction to the library for international students: http://libguides.keuka.edu/international http://libguides.keuka.edu/cat.php?cid=35791 Business and Management library guides: http://libguides.keuka.edu/business These websites will help you understand specific...
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...Department of Human Resource Management BBA Program COURSE OUTLINE I - Course Code and Title: HRM 6006, HRM in Global Business Environment II - Credit : 3 III- Course Instructor: Erfan Haque III - Course Description: This course aims to develop the professional skills of future managers in the areas of international human resource management and cross-cultural management. This course exposes students to Global issues in HRM. Topics include job analysis; legal and measurement issues related to staffing, employment testing, interviewing, training and selection decision-making strategies in the Global context. It is most suitable for third year students who have completed an introductory course in human resource management, and who have some basic understanding of how culture and the international marketplace affect business. The course will review the theories, models and concepts developed in the areas of international management, international organizational behavior, cross-cultural management, and other emerging disciplines, and study their implications on international HRM practices. A major focus of the course will be on international human resource management & development issues of recruitment and selection, compensation and reward systems, training and development, performance appraisal, expatriation, repatriation and career development. IV – Objectives: At the end of the course, the students will be able to: • Identify and...
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...values and structure of the organisation, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals. * is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively DISTINCT way, when compared with Personnel Management. Main Differences between Personnel Management and HRM * Personnel management is workforce centered, directed mainly at the organisation’s employees; such as finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. * While on the other hand, HRM is resource–centered, directed mainly at management, in terms of devolving the responsibility of HRM to line management, management development etc. * Although indisputably a management function, personnel management has never totally identified with management interests, as it becomes ineffective when not...
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...Research Paper SAMPLE RESEARCH PAPER (A) “An Overview of the Hospitality and Restaurant Management Profession” December 12, 2006 By: John Doe STDY 80: Studying & Learning Prof: Kathleen E. High, M.Ed. Mt San Antonio College Hospitality & Restaurant Management Doe: i Thesis Statement: A person who wants to become a professional in the Hospitality and Restaurant Management field should consider gaining both experience and an educational degree in order to enjoy a successful career. Purpose: To help the author understand what it will take to become a professional in the HRM field. Audience: Professor Outline: I. Introduction: The HRM profession is multi-faceted a. An Educational Degree is advantageous; Experience is also key b. Responsible for operations of a functioning food establishment c. The field is diverse and covers all demographics and populations II. Body: The HRM profession is multi-faceted because of the nature of the hospitality and restaurant industry. a. Education - A degree from an accredited university or training from a certified program can be advantageous. i. AS in Hospitality & Restaurant Management ii. BS in Culinary Arts Management iii. Business & Marketing iv. Recreation Management b. Experience – with dedication and hard work, a person may be able to work his or her way from bottom up. i. Getting a foot in the door ii. Learning from observation and practice iii. It takes time c. Industry Overview i. Largest Employer ii. The numbers...
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...Course Outline: Human Resource Management Human capital has emerged as the key differentiator in the organizations’ bid to gain a sustainable competitive advantage over their competitors. This is true more in the context of globalized world economy. Indian industry is also experiencing the globalization phenomenon and the challenge to manage its human resources is more pertinent than anytime before. This course is aimed at managers, not necessarily the human resource managers, working in the globalized context. It intends to expose the participants to the fundamental human resource management functions, and also introduce them to some of the challenges managers face in managing human resources in the global context. Pedagogy There will be a mix of lecture based delivery and discussions built around relevant cases highlighting the concepts in focus. Though the online distance mode puts some constraint on the discussions, it should be the endeavor of all participants to make the sessions as lively as the technology permits. Total online contact hours will be 9 spread over three sessions. Reading Material The reading material for a session including chapters from reference book and cases will be sent before every session. Course Contents Broadly the course will cover the following topics. However instructor keeps the discretion to modify it a bit here and there as and when need arise. Session 1 Human Resource Management System, Context and Challenge. Readings: ...
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...“An Overview of the Hospitality and Restaurant Management Profession” Hospitality & Restaurant Management Doe: i Thesis Statement: A person who wants to become a professional in the Hospitality and Restaurant Management field should consider gaining both experience and an educational degree in order to enjoy a successful career. Purpose: To help the author understand what it will take to become a professional in the HRM field. Audience: Professor Outline: I. Introduction: The HRM profession is multi-faceted a. An Educational Degree is advantageous; Experience is also key b. Responsible for operations of a functioning food establishment c. The field is diverse and covers all demographics and populations II. Body: The HRM profession is multi-faceted because of the nature of the hospitality and restaurant industry. a. Education - A degree from an accredited university or training from a certified program can be advantageous. i. AS in Hospitality & Restaurant Management ii. BS in Culinary Arts Management iii. Business & Marketing iv. Recreation Management b. Experience – with dedication and hard work, a person may be able to work his or her way from bottom up. i. Getting a foot in the door ii. Learning from observation and practice iii. It takes time c. Industry Overview i. Largest Employer ii. The numbers speak for themselves iii. Management Opportunity d. Profession and my assessments i. Appeals to my personality ii. Fits my interests iii. Works with my career...
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...| Syllabus School of Business HRM/319 Version 1 Human Resource Information Systems | Copyright © 2009 by University of Phoenix. All rights reserved. Course Description This course focuses on the interface of the human resource management functions of an organization with computer technology. It identifies issues involved in creating, implementing, and maintaining human resources systems and the benefits of human resources systems. The class explores key topics in depth using computer analysis models to aid in managerial decision areas such as staffing, employee development, position management, total compensation, outsourcing options, and professional development. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Ceriello, V. R., & Freeman, C. (1998). Human resource management systems: Strategies, tactics and techniques revised and expanded edition (2nd ed.). Hoboken, NJ: John...
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.... Outline and discuss the key HRM issues in the case study that are at the heart of the decline of the company (there are at least five). There are many significant HRM issues evident at Clayton’s Brewed Drinks and they all stem from the top with the functionality of senior management, cascading down the organisation affecting many areas. Managers fulfil many different roles every day and are constantly switching roles as tasks, situations, and expectations change (Mintzberg, 1989). These roles can be can be categorised, as presented by Mintzberg in Table 1, into interpersonal, informational and decisional. Category Roles Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Table 1. Mintzberg, H. (1989). Mintzsberg on Management. New York: The Free Press. At present, it appears that senior management are focusing on the roles within the interpersonal category, albeit ineffectively. They spend much of their time promoting the idea that their people are the organisation’s most valuable resource when the perception held by the employees beneath them is in contradiction to this. Senior management’s superficial presentation of their leadership only inflames the degeneration of the culture and morale within the organisation where trust and loyalty is quickly evaporating. Rather than function with more focus on the decisional category where information is sourced...
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...The role of human resources management (HRM) is changing in business, especially in international business. Before considered a support function, HRM is now becoming a strategic partner in helping a global company achieve its goals. As Helen Bloom wrote in a recent article in Strategy and Business magazine, the strategic approach to HRM—strategic human resources management (SHRM)An organizational approach to human resources management (HRM) with a concern for the effects of HRM practices on firm performance.—means going beyond administrative tasks such as payroll processing. Instead, managers need to think more broadly and deeply about how employees will contribute to the company’s success. SHRM is not just a function of the human resources (HR) department—all managers and executives need to be involved because the role of people is so vital to a company’s competitive advantage. The most successful organizations manage HR as a strategic asset and measure HR performance in terms of its strategic impact. When each piece is in the right place, it creates a high-performance work system (HPWS)A set of management practices that attempts to create an environment within an organization in which the employee has greater involvement and responsibility.—a set of management practices that attempt to create an environment within an organization in which the employee has greater involvement and responsibility. The following are some questions that HRM should be prepared to answer in this new...
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...International Human Resource Management product: 4273 | course code: c252|c352 International Human Resource Management Centre for Financial and Management Studies, SOAS, University of London First Edition 2008, 2010 All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the Centre for Financial & Management Studies, SOAS, University of London. International Human Resource Management Course Introduction and Overview Contents 1 Course Objectives 3 2 The Authors 4 3 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...
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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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...human resource management is and how it relates to the management process. 2. Show with examples why human resource management is important to all managers. 3. Illustrate the human resources responsibilities of line and staff (HR) managers. 4. Briefly discuss and illustrate each of the important trends influencing human resource management. © KPL/2012 LEARNING OUTCOMES 5. List and briefly describe important trends in human resource management. 6. Define and give an example of evidencebased human resource management. © KPL/2012 HRM - Definition Human Resource Management (HRM) is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns. © KPL/2012 THE MANAGEMENT PROCESS Planning Controlling Leading Organizing Staffing © KPL/2012 HRM PROCESS Acquisition Training Fairness Health and Safety Labor Relations Human Resource Management (HRM) Appraisal Compensation © KPL/2012 PERSONNEL ASPECTS OF A MANAGER’S JOB • Conducting job analyses • Planning labor needs and recruiting job candidates • Selecting job candidates • Orienting and training new employees • Managing wages and salaries • Providing incentives and benefits • Appraising performance • Communicating • Training and developing managers • Building employee commitment © KPL/2012 PERSONNEL MISTAKES • • • • • Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste...
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...for post graduate medical training intended to improve UK health care system with a transparent and efficient career path for doctors. It was intended to change the structure of the UK medical training by introducing the ‘Foundation training program’ and later the ‘seamless run-through training grade’. These training programs coincided with the introduction a new selection process called the MTAS recruitment system. Junior doctors were required to complete a web based questionnaire and form, which is scored anonymously by a central HR team and based on final outcome jobs are offered to successful applicants. I have organized this report in four parts. Part 1, will highlight MMC HRM strategy and practices. Part 2 examines the factors and practices that led to the MMC’s failure. Part 3 outlines recommended HRM strategies for the organization. Finally, Part 4...
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