...Basic Rights of an Employee There are set minimum rights that are governed by law that covers all employees no matter if it is documented in an employee hand book or not. Your place of work cannot downgrade you or trade off any less then what is already set in stone by the government. These rights were formed to protect you while at work against your employer against discrimination and minimum age requirements. These rights include paid time off, the minimum you can get paid for working a holiday overtime, or sick pay including bereavement leave. These rights also protect the employee by allowing them the right to refuse work that might harm themselves or others around. Employers have a set of items in which they must comply with which include paying at least the minimum wage to its employees. They must also provide its employees with annual leave. Employers must compensate the employees for public holidays which they work or would normally work in which the holiday falls on. The employer must supply a written agreement to the employees. Employers cannot deduct any money without prior agreement that is completed in writing. Additionally the employer must provide a safe work place and not place any discrimination against you. Employee Rights in the Workplace Every employee has basic rights in the workplace, which include “the right to privacy, fair compensation, and freedom from discrimination.”(Haunschild, 2010.) Even individuals who apply for jobs also have certain rights...
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...TABLE OF CONTENTS 1. Question 1 3 1.1. Leadership Development 4 1.2. Diversity 5 1.3. Employee Engagement 6 1.4. Learning and Development 7 1.5. Succession Planning 8 2. Question 2 10 3. Question 3 16 4. Question 4 19 5. Diagrams 23 6. Bibliography 25 Question 1 - Analyse City Lodge’s talent management and development strategy in terms of the five priorities, namely, leadership development, diversity, employee engagement, learning and development, and succession planning. Talent Management is defined differently by a number of individuals, some regard talent management as the proven practice of using interconnected human resource processes to provide a simple fundamental benefit for any organization[Taleo n.d.], simplistically it is ensuring that capability matches organisational commitments. It should be noted that talent management should be an integrated process. This integration would ensure that an organization has a continuous supply of highly productive individuals doing the right job, at the right time and towards a common purpose. The goal of the talent management process is to increase the overall workforce productivity through improved attraction, retention, and utilization of talent. The talent management strategy is superior not just because it focuses on productivity, but also because it is forward looking and proactive, which means that the organization is continuously seeking...
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...Human Resource Management and the Workplace Cassandra M. Rhymes BUS303: Human Resources Management Professor Beverly Williams April 26, 2010 Human Resource Management and the Workplace Human Resource Management requires a careful balance and coordination between corporate policies, local, state and federal regulations, and employee rights within the workplace. This paper will review a few of the principles examined during this course and applied to current work environments. Specifically, this paper will review the effect human resource management has on planning within a company through hiring, planning, and recruitment through the use of compensation and other benefits that are important to employee satisfaction. Discussions within our classroom environment included EEO and affirmative action, human resource development, safety and health, and employee and labor relations. While these are not the only components of human resource management, these are the items we addressed in class. Within my own company, our human resource department is divided among the divisions, with the main corporate office housing the human resource group for the entire company, and a small human resources group in the St. Louis office for the division I currently work for. For purposes of this paper, I will use the St. Louis information, as it is the group I am most familiar with. Additionally, I will address the corporate policies for the United States groups, as those apply to our...
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...and Human Resources Planning If nothing else, my students should learn that… • It is important for HRM to align its policies and processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning. It emphasizes the use...
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...exact meaning of talent management as a result of the confusion with regard to the many definitions, assumptions and terms made by other authors on the topic. Furthermore, the practitioner-orientated literature has provided us with a few recent articles which describe “talent management” as “a mindset” (Creelman, 2004). It is also seen as an essential part of effective succession planning as well as a bid to guarantee that “everyone at all levels works to the top of their potential” (Redford, 2005). Many authors have not been successful in defining talent management. Ashton and Morton (2005) state that “there isn’t a single consistent or concise definition”. However, they acknowledge that “good TM is of strategic importance”. From a broad and analytical review of the literature on talent management in the academic and professional press, Lewis and Heckman (2006) identified three distinct perspectives of the term. The first perspective by Lewis and Heckman (2008) defines talent management as a group of human resource department functions, activities, practises or specialist areas including career and succession management as well as recruiting, selection and development. In this perspective, HR must manage its talent like it always has but in a faster way through the internet or across the organisation rather than in just one department (Lewis & Heckman, 2006). This is further supported by Hughes and Rog (2008) who discussed how Lewis and Heckman (2006) implied a systems...
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...HR plays small role in organization’s success. 10 Employee engagement and communication for rainy days 11 Glass ceiling 12 Find out the various strategies followed by the various companies during recession 13 Creating a leadership pipeline 14 Sustaining high performance teams 15 Challenges in Recruitment 16 Need of cross cultural negotiations 17 Effectiveness of variable pay packages 18 Golden Handshake :the need of an hour 19 Management Development programs and its benefits. 20 The See-Saw of work and life 21 Women Empowerment in corporate world 22 Whistle Blowing – an ethical dilemma in HRM 23 Collective bargaining in global business environment 24 Outbound Training-beyond fun 25 Impact of recession on HR practices 26 Succession Planning in Indian Organization 27 HR Management in 21st Century: Challenges for the future. 28 HRM in small and medium sized enterprises -A comparative analysis 29...
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...Samford University Brock School of Business Abstract I have been taking Dr. Robert W. Service’s Human Resource Management (HRM) class for four months, and I was able to learn insightful thoughts and valuable objectives of human resource management. In this paper, I will discuss the knowledge, principles, and theories I have learned from the articles I have read, the HR managers I have interviewed, and the HRM classes I have taken. The paper will discuss HRM in terms of interviewing and hiring, training, employee development, succession planning, and appraisals. I will also discuss the work environment, employee protection, technologies, and overall HR management-planning and forecasting. Keywords: human resource management, interviewing and hiring, training, employee development, succession planning, appraisals, work environment, employee protection, technologies, overall HR management-planning and forecasting What I Have Learned From Human Resource Class No matter which topic we discuss in our HRM class, they all somehow relate to one objective that Dr. Robert W. Service emphasizes to us all the time: “the organization has the right people in the right positions with the right training and motivation to do tasks effectively and efficiently at the right time” (Service and Loudon, 2010). With this primary HR objective in mind, I realize that HRM plays a very important role in human resource allocation for any company in building the bridges of employee resources to the...
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...Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise. Recession presents a very difficult time for any existing organization in today’s corporate world and no company is exempted from this truth. The biggest challenge for companies and especially Human Resource in this economy downturn is to survive and to remain competitive, companies reorganized and reengineered to reduce waste. Recession poses unique challenges to the HR department. Human resources professionals often struggle to obtain the resources they need to effectively manage people in the workplace, and the difficulties that they face are augmented when economic conditions worsen. It is essential for every company to know how to implement the right metric set for this very trying period. I. Introduction In today's arena the most common word we come across is recession. Recession is a general slowdown in economic activity over a long period of time. A recession normally takes place when consumers lose confidence in the growth of the economy and spend less. This leads to a decreased demand for goods and services, which in turn leads to a decrease in production, lay-offs and rise in unemployment. Investors also show less interest which affects the capital and financial flows, import - export and overall Gross Domestic Product...
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...A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:- • • • • it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours, and employees are developed in the right way. If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content. An HR strategy will add value to the organisation if it: • • articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and identifies fundamental underlying issues which must be addressed by any organisation or business...
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...Resources Management It used to be that human resource was only thought of as the department who hires employees and safe keeps the clerical part of the organization. Human Resource is much more involved in the entire structure of the organization then just the clerical part of it. Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. The HRM department is responsible for three major areas including staffing, employee compensation and benefits and defining and designing work. HRM works for the benefit of the organization through managing its greatest business asset which is the employees. The task of managing employees of an organization brings many challenges, how HRM must remain focused on recruiting, retaining and engaging their organizations leaders and workforce to be successful. Several new trends are affecting how HRM make their hiring decisions. Two recent trends important to HRM leaders are leadership compensation/competencies and workforce engagement. In the setting of limited resources and new government mandates, healthcare is moving toward value-based care. HRM is now challenged to adjust executive compensation to keep in step with the industry change. In a population health model, physicians receive a value-based reimbursement to care rather than a fee for services. The physicians’ performance needs to be continually monitored in order to accurately compensate them across...
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...Task 3: As the two directors Stewart and John try to increase KCS’s client base, they need to understand the importance of strategic human resource management (SHRM) and also assessing and evaluating to achieve the KCS’s objectives. Importance of SHRM: (AC 1.1) Human resource management (HRM) becomes SHRM when the workforce is well trained so that they seek competitive advantage. Only a committed workforce may not contribute in competitive edge (Mavin, 2000). For an instance, Ann had not had a proper training before staring her shifts. Even if she is hard working and leaves a nice touch after her work, she might not be contributing in competitive advantage for KCS over other cleaning organizations. Furthermore, HRM should take place in the early stage of a corporate planning to make it SHRM. It is not about fixing employment problem in middle of organization’s operation. It is integrated with corporate strategy so that organization can have the right people at the right place at the right time(Van Donk, 2001). For example, Ann was struggling about the appraisal system because she was not aware of it while she joined KCS. Finally, authority and HR managers must have a channel for communication. Effectively HR managers will assess the role of a employee to achieve organizational goals. If senior management does not listen to HR managers, employees they will be hiring will not be able to help in organizational mission and vision. For instance, KCS did not plan what they...
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...country-specific formatting and possibly localization. Listed below are what I believe to be the major functional elements for a vendor to call its solution an HCM. * HRIS * Onboarding * Performance and Goal Management * Position Control / Budgeting * Succession Planning * Salary Planning * Global * Analytics * Learning Management System (LMS) – This functionality is not typically part of an HCM since the primary purpose is the actual content and delivery of e-learning vs. the technology or the mechanism to track employee development. HRMS (Human Resource Management System) HRMS software providers typically cover every element of an HRIS and many include the capabilities of an HCM. Because the HRMS business is so massive and covers such a wide range of employee size and functional requirements, not all HRMS providers have a progressive Talent Management component included in their offering. Some of the HRMS vendors look like this [HRIS + (Payroll + TLM) = HRMS] while others have built their offering to look more like this [HCM + (Payroll + TLM)]. Two characteristics of any true HRMS are the following: * Payroll * Time & Labor Management (TLM) * Scheduling – Not all HRMS providers offer Scheduling capabilities within their offering. What is the difference...
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...embedded in an organisational and societal context. Activities which are performed by HRM are mainly strategic planning, staffing, recruitment and selection, performance management, training, compensation, labour relations, workforce planning and talent management (Bratton & Gold 2012). Human resource management (HRM) is decisions made about the relationship between people and the organisation. These decisions are influenced by internal and external factors. Internal factors can be classified by organisation, job and individual which relates to the analysis of strengths and weaknesses in an organisation. External factors consist of political, economic, social and technological reflects on how the organisation evaluates its opportunities and threats. The aim of this report is to evaluate the importance of human resource management in terms of workforce planning, strategic planning, managing talent and recruitment and selection. Strategic Planning The activities mentioned above support the managing of organisation. An area of expertise is strategic human resource management (SHRM) which relates HR strategies with business strategies and evaluate the outcome of organisational performance. Strategic planning is defined as long-term planning to represent a particular series of behaviour accepted by senior level of the organisation to achieve its performance goals. Strategic planning is the practice of formalised analysis which intends to predict organisational consequences...
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...| Understand how effective and efficient human resource management contributes to the achievement of organisational goals | Introduction Human resources management (HRM) means the management of a business or an organization’s human resources. Its major task is selection, attraction, training, rewarding, assessment of employees and forecasting organizational culture and leadership and ensuring compliance with employment and labour laws. Human resources (HR) also makes a good relation with collective bargaining agreement (CBA) and other labour unions. Human relations movement create HR which creates business value through the strategic movement of the employees. Before HRM, it was only responsible for benefits and payroll administration works. But later organization consolidation, globalization, technological advancement and research has made HR concentrate on strategic initiatives like talent management, planning, mergers and acquisitions, succession planning, labour relations, industrial diversity. Organizations now have well trained and specialized HR professional for individual departments thus we have human resource management professional and line managers. 3.1 Describe the roles of human resources management professionals and line managers. i) Human resources management professionals are responsible controlling and managing the workforce which has direct contribution to the success of an organization. They are also responsible for developing and incorporating personal...
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...|student number: | |Master of Business Administration | |Module: Managing the Human Resource | | | |Chioma Momah | |Word Count: | |From a Human Resource Management perspective, provide a reasoned and academically underpinned critical analysis of the leadership style of | |Rupert Murdoch. The response should include detailed analysis of the approach taken to the management of people within the Murdoch group. | |Further recommendations should outline suitable changes to the HR strategy and practice in the future, these should be adequately justified. | INTRODUCTION: Rupert Murdoch was born in Melbourne, Australia on the 11th of March, 1931. He later attended the prestigious Oxford University in...
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