...ASSIGENMENT- BRITISH AIRWAYS Information British Airways was founded in 1974 year from its predecessor’s addition. It is the biggest international airline in the world. It is based at Heathrow Airport in London, the busiest international airport in the world, and has a global flight network through partners such as American Airlines in the United States and Qantas in Australia. As the United Kingdom's sole global network carrier, it transports 36 million passengers a year to around 268 destinations and 97 countries. The airline revisited to profit in2010 the first since 2007 making 157millon pound pre tax income. British Airways (BA) is a private profit-making airline based in the United Kingdom that flies to destinations all over the globe, including the United Kingdom and Ireland, North America, the Caribbean and South America, the Middle East, Asia, Australia and Africa. Headquartered at Heathrow Airport in London, BA is known for its attention to detail and emphasis on safety and security. British company British Airways is all about bringing people together, and taking them wherever they want to go. This applies as much to our employees as the 36 million people who travel with us every year. The travel industry is notoriously competitive, and we have certainly had our share of challenges over the past few years. We believe we now have a firm strategy in place that gives us good cause for...
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...Resource Management in understanding the Hospitality Industry Human Resource Management (HRM) has been placed, at least in terms of prescriptive theory, above all the other primary activities of a business and the importance of HRM to businesses in general has been argued to be central and fundamental in order to better enable their business activities and for the fulfilment of their business objectives. In discussing the Resources, Competences and Strategic Capability of Businesses, Johnson and Scholes (1997, Ch 4, p147), say of HRM - “This is a particularly important area which transcends all primary activities. It is concerned with those activities involved in recruiting, managing, training, developing and rewarding people within the organisation”. Others have found evidence that HRM practices can significantly improve a firms performance and for example Dessler (2000 p18) cites research which claims as much as 30% differences (improvements) in financial performance which were attributed to differences in HR practices in banks. He continues to note a study (p 19) which identifies that in 97 metalwork manufacturing plants “Similar evidence of the HR-Performance link has been found”. Elsewhere, as Redman and Wilkinson, Editors (2001 Ch 1, p10) point out, Strategic Human Resource management (SHRM) theory holds that “an organisation’s human resource assets are potentially the sole source of sustainable competitive advantage” This serves to illustrate that HRM has been...
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...seeing a particular product market as more effective or efficient than its competitions, and cost leadership. By utilizing these generic strategies against industry’s external environmental determinants, management can affect a firm’s performance. On the contrary, a resource-based view suggests that a firm can sustain its competitive advantage through the alignment of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...MANAGEMENT AND EFFECTS IN HRM Cynthia Williams-Whitehurst BUS303 – Human Resource Management (BFM1547A)) Instructor: Farrell Martin December 21, 2015 Human Resource Management strategically aligns the recruiting, developing and placement of employees to sustaining the organizations objective for its constituents. The priority of HRM is to effectively and efficiently motivate every employee to fulfill the goals of its company to be nationally and globally competitive in a desired industry. By designing work goals that are attainable and challenging employers reassure their competitive edge in an industrial environment (CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL, n.d.). Humans Resource Management, manages the people who manage the organizations capitals’. Regulatory and Labor laws mandate and dictate Human Resource Management (HRM) to select, train and promote candidates through Equal Employment Opportunities and or Affirmative Action. Human Resource Management teams use multiple methods to derive and administer compensation, safety and health benefits to its employees all in an effort to attract and retain the most talented individuals. In today’s economy employees in the United States are protected by Federal Legislation under Equal Employment Opportunity (EEO) and Affirmative Action (AA). Recruitment discrimination is protected by the Civil Rights Act of 1964. Title VII of the Civil Rights Act administers the standards upheld by the equal employment opportunity...
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...Assessment - Outcome 1. 1. Human Resource Management is a modernised way of managing people effectively in organisations, using the platform of Personnel Management and developing on its traditional approach of being part of the organisation only to provide a welfare service to workers, but rather to recognise that a company’s workforce are its most valuable asset, and utilising the staff to help the organisation and people prosper and thrive. HRM deals with recruiting, performance managing, benefits, developing and training staff, resolving disputes and grievances, wages and salaries, communicating effectively with staff at any level within an organisation, and making sure laws and legislation are complied with, and are up to date. HRM takes the modern day ‘pro-active’ role as opposed to the outdated ‘reactive’ role adopted by the Personnel Management approach, and this is seen as pivotal to the way Human Resources is now managed. The ‘pro-active’ role looks to anticipate and predict the organisations needs and welcomes innovative ideas that can benefit the organisation as a whole e.g. restructuring organisation to better increase communication between managers and staff, instead of the old fashioned ‘reactive’ role used by Personnel Management which waits for problems to arise – then takes appropriate action. 2. When analysing personnel management and Human Resource Management, and how they differ - four major stages are a looked at, they are: social justice, human...
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...According to Armstrong (1997) personnel management is a traditional approach to managing people at the workplace .It is more rigid and inflexible in nature .On the other hand, Human Resources management is a new approach to people management at the workplace .It takes a more humane aspect in considering employee desires. Personnel and Human Resource Management rely heavily upon each other to make them both succeed. Personnel Management focuses on the recruitment and management of work that an employee has to do, whereas Human Resources Management focuses on the general well being of all employees and any safety issues that employees may have in the workplace. Organisation and industrial management of employees is also included within Human As such these two have similarities and differences which the paper shall discuss in the following discussion. There are two approaches in employee management. They are the Human Resource Management (HRM) and Personnel Management. Although these two approaches seem different at a glance and on the surface, they are somewhat similar to one another in quite a few ways. Armstrong mentioned in his book “The key to improved business performance” it can be argued that the similarities between Personnel Management and HRM are Personnel management strategies, like HRM strategies, flow from the business strategy. Personnel management, like HRM, recognizes that line managers are responsible for managing people. The personnel function provides...
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...Define diversity management and explain, with examples, some of the benefits of employing workers from diverse backgrounds to a) an organisation which employs them, and b) the other employees who work with them. Diversity refers to the variety of age, gender, race, cultural difference in the workplace. More recently, workforce diversity has come to include sexual orientation and physical and intellectual disability, together with other specific categories of employees. For the effective management of the diverse culture specific strategies with policies like providing equal opportunity for all were employed. And these policies are legally required too. Diversity management is no more than a strategy to create opportunities to attract the brightest talent from the entire human resource pool and to then develop and retain the talents in order to maintain a competitive position in the market Workforce diversity in IBM Benefits to the organization The workforce diversity results both the business and social benefit to the company. The diversity management offers the not only the sustainability to the organization but also leveraging the available skills. This strategy develops the higher job satisfaction and responsibility among the employees that resulted in very less job quitting and this in turn saves the re-hiring costs. E.g. about 150-200 mothers were on maternity leave and almost 97% of them were came back to the job after the leave. Other Benefits includes ...
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...Human Recourse Management (HRM) BUS 303 Human Resource Management November 28, 2010 An important aspect of an organization’s business focus and direction towards achieving high levels of competency and competitiveness would depend very much upon their human resource management practices to contribute effectively towards profitability, quality, and other goals in line with the mission and vision of the company. Human Resource Management Managers plays the role of carrying out the functions of HRM department within an organization. The importance of HRM Manager’s role within an organization cannot be over emphasized. However, before evaluating their roles, there is need to know what Human Resource Management is, and the objectives of human resource management within an organization. uman resource management (HRM)is the function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.(Ivancevich, 2010). Human Resource 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 . In a short way to say about HRM is putting the right people to the right task and vice-versa to get the maximum output for an organization in a process. The people/workforce is represents one of its most potent and valuable...
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...American Business Law Journal Volume 45, Issue 2, 283–330, Summer 2008 The Impact of Compulsory Licensing on Foreign Direct Investment: A Collective Bargaining Approach Robert Birdn and Daniel R. Cahoynn I. INTRODUCTION The need to facilitate access to essential medicines for those with lifethreatening or fatal diseases like HIV, tuberculosis, and malaria has generated significant interest. Yet, an inevitable tension exists between the need for pharmaceutical companies to profit from their patented inventions and the desire to provide access for impoverished persons. Developing nations have attempted to resolve this tension through the issuance of patent compulsory licensesFauthorizations for government-approved generic copies1Fso that those in need of the n Assistant Professor of Business Law, School of Business, University of Connecticut. This article received the Holmes-Cardozo Award for Outstanding Submitted Conference Paper as well as the Ralph J. Bunche Best Paper Award at the Academy of Legal Studies in Business Annual Meeting, Indianapolis, IN, August 2007. Our thanks for comments and support go to Jayashree Watal, Peter Yu, Douglas Lippoldt, and the other participants at the University of Connecticut’s Center for International Business Education and Research Conference, ‘‘The Impact of Intellectual Property Rights on Innovation, Knowledge Diffusion, and Foreign Direct Investment in the Global Economy,’’ Storrs, CT, May 2007. Additional thanks to Anthony Kwasnica and...
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...Resource Management (HRM) XXXXXXXX BUS303: Human Resources Management Instructor: Conni Whitten September 7, 2014 Throughout history Human resource management (HRM) has had many very different job descriptions. The main purpose for Human resource management is managing people within an organization with a very thorough and structured process. HRM, complex as it is, is constantly evolving with the ever changing times every businesses faces. “The goal of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees while simultaneously improving the work life of employees and treating employees as valuable resources,” according to reference to business. Within this paper many areas of Human Resource management such as the EEO and affirmative action, the planning and recruitment process, the selection and development process, the compensation and benefits process, the safety, health, and employee and labor relations will be examined. Every business big or small should have long and short term goals and a strategic plan to achieve those goals in order to increase the market value of that organization. When you speak of HRM, you speak of people, every business has to have people, and having a well-developed HRM department will allow the business to gain their employment, develop their skills, and keep them motivated and happy while working for the organization. Listed below are the major everyday strategic HRM tasks; ...
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...its competitive advantage. Changes in the environment such as widespread globalization, rapid technology and other such factors have led to organizations realizing the significance of controlling human resources in a firm. Since organizations have also become more dynamic and complex, the need to manage human resources has become more essential. In recent years, many individuals demanded for a more strategic approach to managing people in a firm, rather than the traditional methods, and thus the idea of strategic human resource management (SHRM) was adopted. Strategic human resource management is a branch of human resource management, and it can be defined as ‘ the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage.’ (Sinha, R 2007). This essay is going to focus on how strategic human resource management helps organizations achieve a sustained competitive advantage. Sustainable competitive advantage is the position a firm develops in relation to its competitors that are not duplicable an unsurpassable than its competitors. Recently scholars have come to the basis of HR skills and competences as sources of competitive advantage. Human resource practices as well as competitive strategies are based on the assumption that employee behaviors are needed for each type of competitive strategy and that these behaviors can be attained by...
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...1. INTRODUCTION TO THE BANKING SECTOR 1.1 Banking Sector of Pakistan The banking sector in Pakistan consists of Commercial Banks and Specialized Banking Institutions. During the quarter-1 of financial year 2004 as per SBP Quarterly report there has been robust growth in deposit mobilization and credit off take with a rise of PKR 23.1 billion in net credit to the private sector[1]. The banking/financial sector in Pakistan comprises of Commercial Banks, Development Finance Institutions (DFIs), Microfinance Banks (MFBs), Non-banking Finance Companies (NBFCs) (leasing companies, Investment Banks, Discount Houses, Housing Finance Companies, Venture Capital Companies, Mutual Funds), Modarabas, Stock Exchange and Insurance Companies. Under the prevalent legislative structure the supervisory responsibilities in case of Banks, Development Finance Institutions (DFIs), and Microfinance Banks (MFBs) falls within legal ambit of State Bank of Pakistan while the rest of the financial institutions are monitored by other authorities such as Securities and Exchange Commission and Controller of Insurance[2]. At present there are 41 scheduled banks, 6 DFIs, and 2 MFBs operating in Pakistan whose activities are regulated and supervised by State Bank of Pakistan. The commercial banks comprise of 3 nationalized banks, 3 privatized banks, 15 private sector banks, 14 foreign banks, 2 provincial scheduled banks, and 4 specialized banks2. 1.2 State bank of Pakistan The State Bank of Pakistan regulates...
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...Difference between Human Resource Management and Personnel Management Human resource management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. In other words, Human resource management is concerned with ‘people centric issues’ in management. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT ALTHOUGH both human resource management (HRM) and personnel management focus on people management, if we examine critically, there are many differences between them. Some are listed below:...
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...Human Resource Management (HRM) practices However, the greatest impact on both service quality and productivity in hotels is likely to derive from efficient and effective HRM practices. Recruitment is presently negligible in Indonesian and Malaysian hotels, but has become a crucial issue in Singapore (eg. Debrah, 1993) and Australia, in terms of both quantity and quality. Desperate situations require innovative solutions. The Singapore Grand has a comprehensive recruitment strategy, including the attraction of older employees, incentive employee referral programmes, hotel trainees from SHATEC, guest workers, and a mix of full-time, part-time, casual and “internal casual” employees. Australian hotels are in a similar situation. At least part of the solution to the staffing dilemma - ie., quantity but variable quality - may be in closer hotel management involvement in the curricula and accreditation of hotel training schools and associations. Criteria for employee quality in all hotels needs attention as well, and this has been established in most hotels studied, through job analyses, revised job descriptions and distilled selection criteria. The Jakarta International and the Penang Resort, in particular, have designed comprehensive job analysis and selection interview systems. Most hotels suggest that skills requirements are less crucial in choosing service employees than their attitudes, behaviour or values. Cultural advantages appear to exist here in Indonesia and Malaysia...
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