...A New Mandate for Human Resources Article Summary and Critique Human Resource Management Article Summary: A New Mandate for Human Resources HR’s role in an organization has been perceived as peripheral at best, and value sapping at its worst. In today’s world, when most of the processes & systems can be copied thus rendering no sustainable advantage in long term, companies can majorly differentiate themselves only by building its intellectual capital (employee competence) & organizational excellence (organizational capabilities) – which are very hard to copy. HR’s contribution to achieve this is vital. It is in this light that HR’s role & responsibilities needs to be relooked & redefined to extract meaningful contribution from HR. To achieve this, both, senior management’s & Line manager’s expectations from HR, and HR’s expectations from itself,...
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...w mandate Human Resource Management Summary and Critical Review of A New Mandate for Human Resources Submitted by Group 4 Maruth Kumar M (2007PGP070C) M Mohan Rao (2007PGP074C) Phani Koundinya N (2007PGP077C) Naik Chetan Bhimrao (2007PGP080C) Nalin Rana (2007PGP081C) Navneet Singh Arya (2007PGP082C) Nikhil Kumar (2007PGP085C) Nitin Gupta (2007PGP086C) Santosh Kumar V S Matala (2007PGP137C) Sulakshana Ramakrishnan (2007PGP159C) A New Mandate for Human Resources The article starts with analyzing whether we really need HR in today’s business scenario. Currently, HR’s basic function is to handle policy making and all the paperwork involved in hiring and firing, manage the bureaucratic aspects of benefits, administer compensation decisions, oversee recruitment, and manage training and development programs and design initiatives to increase workplace diversity. But there are still doubts over the contribution of HR to organizational performance. Often, it is found uneconomical and inefficient. Author has identified 5 factors that make an HR department necessary: • Globalization - Expansion of global markets have made it important for managers to have knowledge about global trade issues and also meet local needs. Therefore, it has become necessary for the organization to learn and collaborate and to manage diversity, complexity and ambiguity. • Profitability through growth - Companies now feel a drive for revenue growth...
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...it is today in many companies, I would have to answer tbe question above with a resounding "Yes - abolish the tbing!" But the trutb is, HR bas never been more necessary. The competitive forces tbat managers face today and will continue to confront in the future demand organizational excellence. Tbe efforts to 124 achieve such excellence - tbrougb a focus on learning, quality, teamwork, and reengineering-are driven by tbe way organizations get tbings done and bow they treat tbeir people. Tbose are fundamental HR issues. To state it plainly: achieving organizational excellence must be tbe work of HR. Tbe question for senior managers, then, is not Should we do away with HR? but Wbat sbould we do with HR? The answer is: create an entirely new role and agenda for the field that focuses it not on traditional HR activities, sucb as staffing and compensation, but on outcomes. HR should not be defined by wbat it does but by what it deliversresults that enrich tbe organization's value to customers, investors, and employees. More specifically, HR can help deliver organizational excellence in the following four ways: • First, HR sbould become a partner with senior and line managers in strategy execution, belping to ARTWORK BY MICHAEL WOLOSCHINOW HR should be defined not by what...
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...Individual Assignment: Is it Time to Split Up HR? Mind the Talent Management Gap: HR-A and HR-LO Abstract Human Resources has gone through ever-evolving changes over the years. They have been transitioning from transactional to becoming a strategic business partner with the high level executives of businesses. They are moving towards becoming the corporate centers of excellence by developing the right metric and analytics, the right talent and understanding how much human capital impacts successful business results. This paper analyzes the trends, contributions, skills and challenges that HR professionals have been and are going through to become the effective Strategic Partner. Mind the Talent Management Gap: HR-A versus HR-LO Ram Charan, a worldwide business adviser and speaker, suggests to eliminate the position of Chief Human Resources Officer and split human resources into 2 strands for the sake of practicality in helping HR build business intelligence to help organizations perform best. One strand would be called something like HR-A for administration, would manage compensation and benefits, and report to the CFO. This strand would view compensation to attract talent and not just a large cost. The other strand would be called something like HR-LO for leadership and organization, would focus on talent development and performance and report to the CEO. High potential line managers from operations or finance with business expertise and people skills would lead...
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...The Change Plan PROPOSALS BY THE CHANGE MANAGEMENT TEAM TO THE SECRETARY-GENERAL United Nations NEW YORK, DECEMBER 2011 The Change Plan TABLE OF CONTENTS Acknowledgement ........................................................................................................................................ 01 1. Executive Summary ................................................................................................................................. 02 2. Introduction ........................................................................................................................................... 09 3. Context ................................................................................................................................................... 10 4. The Secretary-General’s Vision ................................................................................................................ 12 5. Deliverable One – Enhancing Trust and Confidence: Towards a more stakeholder and client-oriented organizational culture ............................................................................................. 13 6. Deliverable Two – Engaging Staff: A global, dynamic, adaptable, meritocratic and physically secure work force. .......................................................................................................... 19 7. Deliverable Three – Improving Working Methods: A more open and accountable UN with streamlined procedures...
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...Nordakademie Graduate School Master of Business Administration MBA 14 A HRM 5540 by Kenny Stibbe Reg.nr.: 6400 lecture oft he course: Prof. Dr. Michael Dickmann submission date: march 3rd 2015 I Table of Content Table of Content ................................................................................................................................................ I 1) Key competencies ...................................................................................................................................... 1 2) Utilization of key competencies ........................................................................................................... 1 3) Individual Use .............................................................................................................................................. 3 4) Personal Learning ...................................................................................................................................... 4 5) Literature ..................................................................................................................................................... II 1 1) Key competencies Competencies are defined as a set of behaviours and knowledge that enables a person to do its job properly.1 Competencies and knowing which competencies are needed are most important for a company. McClelland analysed in its paper from 1973 already that it is better for a company to test...
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...Compare the political leaders profiled in Susan Lawrence’s article “The New Guard: Five Younger Officials Make Their Way to the Top”. According to Lawrence (1998), the future of China will largely depend on its top leaders. Their priorities, reputations, and ability to get local officials and society at large to support their policies will shape the course of future events. At the vanguard of the group of up-and coming leaders is Hu Jintao, who joined the Communist Party’s most senior body, the seven-man politburo Standing Committee, at the age of 49 in 1992. These new leaders are united in their commitment to ensuring the primacy of the Communist Party and to implementing market-oriented economic reform. Trained as engineers (or, in one case, a geologist), they had reputations as good managers and operated primarily as party bureaucrats. The up-and-comer who has risen highest is Hu, now 55 years old. He was appointed vice-president of the People Republic of China in March. He may take over as party general secretary when Jiang Zemin completes his second term in that position in 2002. He was trained in hydroelectric engineering at the prestigious Qinghua University, and rose to national prominence through the ranks of the Communist Youth League (Lawrence, 1998, p. 570). The brightest of the five young leaders is Li Changchun, 54, the party boss of wealthy Guangdong, the province that borders Hong Kong. Li, an electrical engineer, spent most of his first five decades...
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...Peacekeeping By ishaan harsh Rroll.no 1279 Provision for Peacekeeping in the Charter of the United Nations The Charter of the United Nations was signed, in San Francisco, on 26 June 1945 and is the foundation document for all the United Nations work. The United Nations was established to “save succeeding generations from the scourge of war” and one of its main purposes is to maintain international peace and security. Peacekeeping, although not explicitly provided for in the Charter, has evolved into one of the main tools used by the United Nations to achieve this purpose. The Charter gives the United Nations Security Council primary responsibility for the maintenance of international peace and security. In fulfilling this responsibility, the Security Council may adopt a range of measures, including the establishment of a United Nations peacekeeping operation. The legal basis for such action is found in Chapters VI, VII and VIII of the Charter. While Chapter VI deals with the “Specific Settlement of Disputes”, Chapter VII contains provisions related to “Action with Respect to the Peace, Breaches of the Peace and Acts of Aggression”. Chapter VIII of the Charter also provides for the involvement of regional arrangements and agencies in the maintenance of international peace and security provided such activities are consistent with the purposes and principles outlined in Chapter I of the Charter. United Nations peacekeeping operations have traditionally been associated with...
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...THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP REPORT FOR PREPARED BY: Coro Strandberg Principal, Strandberg Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions...
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...ISSUES OF HUMAN RESOURCE MANAGEMENT IN HEALTH CARE MANAGMENT HIRA TOOR HCAD 660 11/01/2015 TURN-IT-IN SCORE: 13% Total paper content: 18 pages Abstract This paper deals with ethical issues encountered by human resource managers in various healthcare settings. The ethical problems that the paper highlights includes issues related to overworked employees, employee discrimination, disabled worker disparities, age-related employee discrimination, difficulties in maintaining employee relations, problems with downsizing workforce, workplace bullying, conflict of interest and compliance issues. The research paper also gives recommendations on how to maintain an ethical environment by: hiring of adequate staff, conducting fair employment testing, rewarding disabled employees, educating on age-discrimination, creating a diverse workforce, communicating to build employee relationships, executing a strategic plan to mitigate bullying and presenting fair judgments. The paper also address issues associated with ethics of flu shots, employment hurdles of medical marijuana patients, inequality of women’s compensation and safety hazards of employees. In conclusion, my personal experience with ethical issues at laurel regional hospital is discussed. Introduction: The human resource department is the heart of every healthcare organization. The human resource functions deals with variety of ethical challenges on daily basis. Human resource includes numerous...
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...Holmes et al. Implementation Science 2012, 7:39 http://www.implementationscience.com/content/7/1/39 Implementation Science DEBATE Open Access Translating evidence into practice: the role of health research funders Bev Holmes*, Gayle Scarrow and Megan Schellenberg Abstract Background: A growing body of work on knowledge translation (KT) reveals significant gaps between what is known to improve health, and what is done to improve health. The literature and practice also suggest that KT has the potential to narrow those gaps, leading to more evidence-informed healthcare. In response, Canadian health research funders and agencies have made KT a priority. This article describes how one funding agency determined its KT role and in the process developed a model that other agencies could use when considering KT programs. Discussion: While ‘excellence’ is an important criterion by which to evaluate and fund health research, it alone does not ensure relevance to societal health priorities. There is increased demand for return on investments in health research in the form of societal and health system benefits. Canadian health research funding agencies are responding to these demands by emphasizing relevance as a funding criterion and supporting researchers and research users to use the evidence generated. Based on recommendations from the literature, an environmental scan, broad circulation of an iterative discussion paper, and an expert working group process, our agency developed...
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...Project Title Use of Data mining by government agencies and practical applications (Describe the Data Mining technologies, how these are being used in government agencies. Provide practical applications and examples) Compiled By:- Sneha Gang (Student # - 84114) Karan Sawhney (Student # - 85471) Raghunath Cherancheri Balan (Student # - 86088) Sravan Yella (Student # - 87041) Mrinalini Shah (Student # - 86701) Use of Data mining by government agencies and practical applications * Abstract (Sneha Garg) With an enormous amount of data stored in databases and data warehouses, it is increasingly important to develop powerful tools for analysis of such data and mining interesting knowledge from it. Data mining is a process of inferring knowledge from such huge data. It is a modern and powerful tool, automatizing the process of discovering relationships and combinations in raw data and using the results in an automatic decision support. This project provides an overview of data mining, how government uses it quoting some practical examples. Data mining can help in extracting predictive information from large quantities of data. It uses mathematical and statistical calculations to uncover trends and correlations among the large quantities of data stored in a database. It is a blend of artificial intelligence technology, statistics, data warehousing, and machine learning. These patterns...
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...Implementation of the Human Resource Development Strategy for South Africa ANDREW WILLIE BARTLETT 21936048 Mini-dissertation submitted in partial fulfilment of the requirements for the Master’s degree in Development and Management at the Potchefstroom campus of the NorthWest University SUPERVISOR: MS LUNI VERMEULEN 2011 i ACKNOWLEDGEMENTS I wish to hereby express my sincere gratitude and appreciation towards the following persons for their support and assistance throughout this study: My Heavenly Father who blessed me with the opportunity, ability and strength to try to make a difference through this study. My wife, Elaine, without whose support, encouragement and assistance this study would not have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education...
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...TABLE OF CONTENTS INTRODUCTION …………………………………………………………………………………2 STUDY OBJECTIVES ……………………………………………………………………………3 METHODOLOGY …………………………………………………………………………………4 LITERATURE REVIEW ………………………………………………………………………..6 * Methods of Training …………………………………………………10 * On the Job Training ………………………………………………….10 * Off the Job Training …………………………………………………12 PRESENTATION AND ANALYSIS OF FINDINGS ……………………………………14 SUMMARY &CONCLUSION ………………………………………………………………….27 RECOMMENDATIONS …………………………………………………………………………30 BIBLIOGRAPHY ………………………………………………………………………………….32 INTRODUCTION In an advancing and changing environment, technological development and organisational change highlight the need for employers to realise that effective productivity depends on the skills and abilities of their staff. Beardwell et al (2004) posits that “training is a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or a range of activities. As it relates to the work environment it serves as a catalyst for development of the individual and to satisfy the needs of the organization”. (p. 313) In the era of globalization the role of the Training Administration Division (TAD) has assumed increased importance in Government’s Public Sector Reform initiative. In 1972 the scope of the Unit under study was expanded under the provisions of the Training Act 1972-25. It was during this period that the government of Barbados recognized...
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...TRADE AND ENVIRONMENT A RESOURCE BOOK Edited by Adil Najam Mark Halle Ricardo Meléndez-Ortiz TRADE AND ENVIRONMENT A RESOURCE BOOK Edited by Adil Najam Mark Halle Ricardo Meléndez-Ortiz Trade and Environment: A Resource Book © 2007 International Institute for Sustainable Development (IISD), International Centre for Trade and Sustainable Development (ICTSD) and the Regional and International Networking Group (The Ring). Trade and Environment: A Resource Book Edited by Adil Najam, Mark Halle and Ricardo Meléndez-Ortiz ISBN 978-1-895536-99-7 Published by International Institute for Sustainable Development, International Centre for Trade and Sustainable Development, The Regional and International Networking Group This publication is available online at http://www.trade-environment.org http://www.iisd.org http://www.ictsd.org http://www.ring-alliance.org Cover photos from iStockphoto. Readers are encouraged to quote and reproduce this material for educational, not-for-profit purposes, provided the source is acknowledged. Printed on 100% post-consumer recycled paper. Trade and Environment: A Resource Book The International Institute for Sustainable Development (IISD, http://www.iisd.org) contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change, measurement and assessment, and natural resources management. Through the Internet, we report on international negotiations and...
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