... The organizational development functional management at CVS realized that sharing a common vision would assist each individual in understanding what the company stands for, commit to the same vision, and then work toward supporting the mission each and every day. The vision at CVS is simple “to strive to improve the quality of human life” (CVScaremark.com, 2010). Taking a look at two of the organization’s functional goals in the Technology and Human Resource business areas, it is easy to see how CVS is an industry leader. The organizational structure or team at CVS involved in working on this issue from the HR area include the Senior Vice President of HR, Training Specialist, nd local HR managers. From organizational operations there is the technology manager, and procurement managers. 1. The role of the organizational development team is to identify areas where issues remain unresolved even though there has been some changes made to management or system processes. The goals of the technology department are to remain at the forefront of the industry and continue to meet objectives set to improve operations quality with the organization. Specifically...
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...intermediate level core units in human resource management and development. The books are written and edited by CIPD accredited experts and offer a wealth of experience in teaching, writing and examining, whilst covering the unit learning outcomes. They also include a wide range of learning features such as reflective activities, annotated further reading, and case studies. Reviews Studying Human Resource Management ‘Through the successful collaboration of the core modules of the intermediate qualification into one text, a valuable resource to both learners and tutors has been created. It enhances the continuing alignment of educational objectives and the CIPD’s professional development framework to deliver and develop outstanding HR professionals.’ Ian Chapman, CIPD course leader, Warrington Collegiate ‘This is a clearly written text which successfully bridges the gap between theory and practice. Coverage of the core modules of the CIPD Intermediate qualification is comprehensive and is a welcome addition to assist students in studying at this level.’ Dr. Margaret Inman, Head of Postgraduate and Professional Studies, Swansea Metropolitan University Developing People and Organisations 'With its clear overview of contemporary debates and rich in case material, this accessible book will help close the theory-practice gap with respect to people and...
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... Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals...
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...consumers and prove themselves to be the superior company. With most of the products and services being similar among competing companies, it can be a tough task for one company to differentiate themselves and become more successful than their peers. One of the most prominent ways that companies differentiate themselves is by the use of strategic human resources management. HRM plays an essential role in developing a company's strategy as well as handling the employeecentered activities of an organization. Progressive HR Departments are strategic in nature. In order for an organization to be strategic in their approach to Human Resources, the HR department must be closely aligned with the goals and objectives of its organization. Traditionally, companies used HR as a clerical entry level position that focused on items such as staffing and payroll among other things. Strategic Human Resource Management involves aligning initiatives involving how people...
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...solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s Profession Map to benchmark and build their HR capability at individual...
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...(Re)Designing the HR Organization Amy Kates, Downey Kates Associates M 22 any HR functions have gone through the process of transformation over the past decade. This redefinition of the work of HR is intended to allow a more strategic focus on talent management and organizational capability while systematizing HUMAN RESOURCE PLANNING 29.2 and controlling the cost of transactional work. Little formal consideration has been given, however, to how these new complex HR organizations should be configured to best achieve these goals. This article highlights the operational challenges created by the most common organization design used by HR departments—the business partner model—and presents an emerging model— the solutions center—that is intended to address these flaws. Each model is described and discussed and a set of considerations for the HR leader is offered in order to maximize the effectiveness of the chosen organization design. Over the last decade there has been a profound shift in the work of the HR function. The publication in 1997 of David Ulrich’s Human Resource Champions spurred HR leaders across various industries to realign their organizations in order to undertake “strategic business partner” work. At the same time, a focus on cost-cutting and efficiency aimed at staff functions in general—and at HR in particular—has pushed much HR transactional work into shared services or to outsourced vendors. For many HR departments, this process of “transformation...
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...organization development (OD) practitioners have regarding key issues in the management of change in organizations. Other variables of interest included the preferred mode of influence or consulting style based on a transformational versus transactional framework and the degree of tolerance for ambiguous situations. Data were collected using two survey instruments, the Managing Change Questionnaire (MCQ) and the Change Agent Questionnaire (CAQ), which were mailed to 1,500 OD practitioners randomly selected from the membership rosters of three professional associations. Of the sample, 24% returned completed questionnaires. Responses were compared with previous findings from managers and executives and then analyzed using multivariate analysis of variance (MANOVA) and multiple regression techniques to identify differences among categories of practitioners. Overall, OD practitioners were found to be quite knowledgeable about the concepts covered in the MCQ, more likely to be transformational than transactional in their consulting approach, and relatively tolerant of ambiguous situations. Formal educational background and nonacademic training experiences were identified as contributing factors in these trends, as well Suggests that change is inherent in contemporary organizational experience, and its management is not only critical to organizational success but it is also at the centre of the field of organization development (OD). Describes the results of a survey of 357 OD practitioners...
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... | | | | | Human Resource Management “Human Resources Management (HRM) is the function within an organization that focuses on recruitment and management of employees and providing direction for the people who work in the organization. Human Resources Management can also be performed by line managers. Human Resources Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training (Heathfield, 2011)”. There is so much to Human Resources Management, it is not just running payroll and making sure everyones benefits are paid, yes that is a piece but only a small one. Human Resources Management plays an integral role in any organization when it comes to developing and executing organizational strategy. Human Resources Management offers quality programs, services and innovative solutions to the organization in the areas...
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...help him solve the current problems in his department at NOGO Railroad Company. David doesn’t have the authority to make such changes. He is missing the motivational force of his manager and the company owner to implement these changes. The current issue he is faced with has been ongoing and has not been handled by the previous manager. Currently at NOGO Railroad Company low morale has also been an issue. Most employees don’t feel that have to do extra work, so other employees are overworked. 3.) What needs to change is reduce crushing employee expenses, and improve the attitude of employees to accept necessary changes. 4.) I would start with training and development programs: adequate training must be provided to all the employees to ensure that there is smooth functioning of operations. Human resource planning and forecasting: HR planning will ensure that right number of people are available in the organization at the right time Proper planning on job analysis: A detailed analysis of job would provide complete information on job description, job specification like authority, responsibility, pay scale Performance appraisal management: standard techniques of performance appraisal must be followed. Recruitment policy: The HR department must have a planned recruitment policy which would be based on merit or seniority 5.)...
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...Job Description Recruitment Paper 1) JOB DESCRIPTION Job Title: HR Generalist Job Statement: The HR Generalist is accountable for providing support to all employees and management through effective communication and administration across all functions of the workplace. Under the direction of the Director of Human Resources, the HR Generalist oversees recruitment, employee development, employee relations/labor relations, policy/contract interpretation, compensation administration, and legal compliance. Essential Functions: * Acts as liaison between employee and management to answer questions or address concerns regarding company policies, practices and regulations. * Assists in the development and improvement of human resources programs, policies and procedures, employee professional development, employee safety and training related activities. * Coordinates and monitors the recruitment and selection program; assists with the development of job descriptions, provides support in all phases of recruitment and selection processes including inputting, tracking, screening applicants and scheduling of interviews. * Maintains compliance with federal and state regulations concerning employment. Stays up-to-date on new developments in employment law. * Identifies training needs, develops training modules for training programs, as needed. Develops and delivers training materials. * Performs benefits administration to include claims...
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...I. Goal The aim of this project is to analyze the output of the Transit Time System and recommend changes to improve the reliability of its estimates. II. Background By the current definition, Transit Time (TT) is the number of hours it takes for a package to get delivered to the customer from the moment it was tendered at the FC. It excludes the non-processing time (e.g. weekends) of the carriers. (Refer Appendix IIA for an example of UPS transit times from LEX1) Transit Times are used to predict whether a given ship method can meet a given promise to the customer. Also, inconsistencies in measured/estimated transit times may expose issues or opportunities in the shipping processes. Transit Time is a function of a 3-tuple: (source, ship method,...
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...UTA-TJ EMBA2012 MANA 5340 – Strategic Human Resources Management PhD George S. Benson Group #5: Justin Hu, Jacky Wang, Albert Zhou, Lily Wang, Sharry Du, Yvonne Zhang, Jichang Sheng Dec 23rd, 2012 HUMAN RESOURCES AT THE AES CORPORATION UTA-TJ EMBA 2012 HUMAN RESOURCES AT THE AES CORPORATION Contents Introduction .................................................................................................................................................. 2 Organization Planning ................................................................................................................................... 6 Job Design ................................................................................................................................................... 10 Recruiting and Selection ............................................................................................................................. 11 Training and Development ......................................................................................................................... 12 Performance ............................................................................................................................................... 14 Compensation and Benefits ........................................................................................................................ 17 Employee Relationship ........................................................................
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...conducting a “motivation course” and improving morale within the plant. Lawler agreed to meet with Bowman and the company president, B.R. Richardson, to assess and diagnosis the lamination plant. Lawler found several problems that became evident after evaluating the plant. Motivation and morale were just two factors within the plant that needed to be changed. Lawler found that after visiting the plant, that this would be a much larger undertaking then what he had been originally led to believe. When Lawler visited B.R. Richardson Timber Products Corporation, he went through the initial steps in the OD process, entering and contracting. “They involve defining in a preliminary manner the organization’s problems or opportunities for development and establishing a collaborative relationship between the OD practitioner and members of the client system about how to work on these issues” (Cummings & Worley, 2009, p. 75). When arriving at the plant, Lawler first met with Richardson and Bowman to discuss the plant and share their thoughts and feelings. Lawler was then taken on a tour of the plant before leaving, and promised to write them a letter about the next steps that should be taken. When entering the plant, we believe that Lawler executed many of the proper steps. He sat down with the two gentlemen that had contacted him and discussed their feelings on the plant. Lawler then described to the client his methods for going about training and consulting; first he would diagnose...
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...Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. The primary purpose of OD is to develop the organization, not to train or develop the staff. “Interventions” are principal learning processes in the “action” stage of organizational development. Interventions are structured activities used individually or in combination by the members of a client system to improve their social or task performance. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior. TATA CONSULTANCY SERVICES (TCS) * About the company Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, with a high level of certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development. * Intervention I: PROPEL- CULTURE BUILDING AT TCS (Human Process Intervention) PROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating the exchange of ideas and helping in immediate problem...
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...article examines the strategic role of HR and its main practices, describes the outcomes of the respective category of HR practices, explains the critical reasons for measuring HR’s efforts, and proposes a framework for assessing HR. Ultimately, organizations would be able to utilize the information to determine how particular HR practices correlate with better business results; determine potential areas for investments, expansions, and reductions; justify budget allocations; and be more accountable for each dollar spent within the organization. The framework proposed does not merely explain the cost for each of the major HR activity, but demonstrates the value of the activity and hence, the opportunity to determine if it is a worthwhile investment and strategy for creating a competitive advantage. What value does the human resources (HR) function contribute to the bottom line of the organization? Over the years, there has been tremendous emphasis placed on HR practitioners becoming strategic business partners and being a value-added source within organizations. Traditionally, HR professionals could talk generally and conceptually about employee morale, turnover, and employee commitment being outcomes of HR efforts. Furthermore, the HR function is often viewed as an expense-generator and an administrative function and not as a value-added partner. Ulrich (1997b) reiterated that to fulfill the business partner role of HR, concepts need to be replaced with evidence...
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