...1.0 INTRODUCTION 1.1 Background to the Study The effect of training and manpower development on employee’s productivity and organization performance has attracted considerable interest in the analytical and empirical literature. On the whole, human resources management theory has paid considerable attention to this debate; however, the theoretical predictions are ambiguous. Depending on their underlying assumptions, some approaches predict that the performance of an organization is necessarily based on innovative labour force, technology, quality management, and customer satisfaction; while others see training as a tool in the hands of human resources managers to activate and empower the productive base of an organization (Dhamodharan, 2010). Barron and Hagerty (2001) asserted that employee training and manpower development is very vital to job productivity and organization performance, since the formal educational system does not adequately provide specific job skills for a position in a particular organization. While, few individuals may have the requisite skills, knowledge, abilities and competencies needed to fit into a specific job function, some others may require extensive training to acquire the necessary skills to be able to fit in a specific job function and also make significant contribution to the organization’s performance. Guest (2007) asserted that human capital theory provides evidence which indicates that training and education raises the productivity of workers...
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...Importance of Evaluating HRM • Many people dislike the HR department and see it as a cost that adds no value. • HR department treated as an operational unit and is subject to questions about its contribution to organizational performance. • HR managers must “add value” show contribution and value of HR activities in the numbers and language of business, to decrease HR’s vulnerability to destructive proposals. “Make a difference” or be abolished! Slow Growth in HR Measurement • Some HR managers resist measuring their work because outcomes such as employee attitudes or managerial productivity are impossible to calibrate meaningfully. If you can’t measure, then you can’t manage or improve! • Measurement is fueled by: 1. Business improvement efforts 2. Positioning HR as a strategic partner 3. The need for objective indicators of success Sarbanes-Oxley – A Case for HR Measurement • US legislation that affects Canadian companies operating in the US • Provides another reason to measure HR performance. • Under the legislation, disclosure requirements include: requirements include: • Executive compensation • Pension plans • Whistleblower protection - These requirements bring about pressure for measuring HR Reasons for Measuring HRM Effectiveness 1. Labour costs are most often a firm’s largest controllable cost. 2. Managers recognize that employees make the difference between success and failure and therefore good performance...
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...CHAPTER I: INTRODUCTION 1. 1 Background Achieving organizational goal through the performance management is usually the primary concern for many organizations, and many managers would gladly profess to be striving to manage the performance of their employees. In the survey of Nepal Bank Limited, it has been realized that satisfied employees just aren’t good enough. There is obviously a strong link between managed performance, motivation and increased productivity, and that’s why it is necessary to measure and track changes in performance of the employees in regular basis. With better understanding of performance management related to the services, one can determine the actions required to meet overall organizational goal. Measuring performance of the employees also help to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. Its key purpose is to focus people on doing the right things by achieving goal clarity. Specifically, performance management is about aligning individual objectives to organizational objectives and ensuring that individuals uphold corporate core values. It provides for expectations to be defined and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviors (expected to be). The aim is to develop the...
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...competitors, and the state of the economy provides strong support for the strategic direction of organizations. Information about levels of output, for example, numbers of defects and efficiency of processes, positions line managers to produce high-quality products in the right amounts at the right time to meet customer needs. The same is true for the effective management of human capital in organizations. As discussed in this chapter, effective approaches to the measurement of human capital and the impact of people on organization processes, for example, HR programs such as recruiting, will enable both HRM professionals and line managers to utilize the human capital in organizations effectively. This measurement is accomplished by focusing on the development of systems of workforce analytics and supporting HR metrics that meet the needs of organization decision makers. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated human resource information systems.1 From benchmarking to operational experiments, the HRIS field is rapidly evolving on many fronts. These advances are changing how HR metrics and analytics are used in organizations and their impact on organization effectiveness. The use of HR metrics and workforce analytics will help managers and organizations balance the costs and benefits consequences of...
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...STRATEGIC HUMAN CAPITAL USING BLUE OCEAN STRATEGY® (2-DAY WORKSHOP) Introduction Today’s business managers of any sized organization are facing the challenges of human capital especially after the economic depreciate. In order to get rid of the crisis, organizations need a comprehensive, coherent and timely strategy on promoting, measuring and assessing innovations in human capital strategy. As such, it has been a drastic difference in the focus of professionals to train and retrain their skill-set through higher education. This is particularly important in challenging times like now. The need to change, innovate and respond appropriately is no longer a luxury. It is a necessity for survival and relevance. The role of Human Capital is important and significant because of the positive correlation to economic growth and societal development. Hence, UCSI Blue Ocean Strategy® challenges these old paradigms and offers the Strategic Human Capital Using Blue Ocean Strategy® 2–Day Workshop. Through the workshop, participants will learn the skills they need to align human resources goals and budgets with their organizational mission. In addition, participants will also understand the role of metrics and data in identifying desired outcomes and measuring progress toward the identified outcomes. Objectives * To introduce Blue Ocean Strategy® systematic methodology in Strategic Human Capital Planning and Execution. * Master the new business administration of strategic human capital...
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...[pic] Human Resource Management within Janssen Pharmaceutical Table of Contents Page No. 1.0 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 2.0 Identify the formal relationship between the employer ‘Janssen pharmaceutical’ and their employees . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3.0 Distinguish the techniques and methods used to attain the Janssen organization goals and objectives . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . 5 4.0 Design training strategy to reinforce business strategy. . . . . . . . . . . . . . . . . . . . . . . 7 5.0 Design and implement a training needs analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 6.0 Devise methods for cross- cultural diversity management . . . . . . . . . . . . . . . . . . . . 9 7.0 Explore the use of new technologies for the development of HRM efficiency and effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 8.0 Identify the factors that impact on HRM in global markets . . . . . . . . . . . . . . . . . . . 12 9.0 Differentiate...
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...Health Care Human Resources Management Health Services Human Resource Health Care Human Resources Management As the Human Resource Manager of Harrisburg Community Hospital, I am proposing the following strategies in the Human Resource department in order to improve effectiveness and partnership within the hospital. Current trends for hiring should be analyzed in order to ensure that hospital practices are up to date and relevant to today’s pool of prospective applicants. One current trend that has been growing for several years is the use of social media in researching applicants prior to an invitation to interview. “A recent Aberdeen Group study shows 77% of HR, staffing, and recruiting professionals use an online career site for talent acquisition. Online content - especially popular social networking sites like Facebook, Twitter and LinkedIn - has created a new and rich information source for HR, staffing, and recruiting practitioners sourcing and screening candidates. Social networks offer a free way to identify passive candidates (those not actively looking for a new job), verify a candidate’s résumé claims, unearth undesirable behaviors, and gain insight into a candidate’s skills, personality, and cultural fit.”(Glenn, 2015) Using social media as a hiring tool is not without its challenges and the HR department should take precaution to ensure that managers and interview committees are not making decisions based on race, gender or age, which are all protected classes...
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...of Phoenix BSA/375 Fundamentals of Business Systems Development Your Instructor’s Name Date: The Human Resource Management department is arguably the most fundamental when it comes to the proper running of any organization, whether public or private. Riordan Manufacturing Inc. is essentially not an exception in this. With the current advancements in technology, the corporate world has maintained a lead in innovation as well as adaptability to change. Corporations are setting new standards by the day in a variety of fields, from manufacturing to customer care. A company’s human capital is its most valuable asset. In light of this fact, Riordan Manufacturing has undertaken to incorporate an automatic human resource management (monitoring, evaluation and control) technique based on the Human Resource Information System platform. The aim is to solely enhance the efficiency of employees in all their undertakings, more specifically in their bid to satisfy clients. The personnel bases covered by this system are extensive, ranging from high-level employees to the rank-and-file workers. Every arm of the organization is of vital importance since they all operate interdependently within the same organizational framework. The functioning of one part of the organization depends exclusively on the progress of another. It is therefore important to ensure that the entire organizational structure is configured in such a way that it allows for...
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...Process Audit 4. Purposes Of Hrm Auditing 5. Objectives Of Hr Audit 6. Benefits Of HR Audit 7. Frequency Of HR Audit 8. The Principles Of Effective Hrm Auditing 9. Types Of HR Audits 10. The Scope Of Human Resource Audits 11. Hrm Audit Measures 12. HR Standards 13. Task Auditor INTRODUCTION • “How does a firm know if its human resource practices have an impact on business results? • “..most professional service firms and organizations complete an extensive audit of their financial statements on an annual basis, but the programmes involving “people”, such as recruiting, training or pay-for-performance are seldom given the same scrutiny.” • “..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.” CHALLENGES FOR H.R. DEPARTMENT EIGHT CHALLENGES IDENTIFIED BY DAVE ULRICH (1997) Globalization The H.R department will need to create models and processes for achieving global activeness, effectiveness and competitiveness. Managing the Value Chain for Business Competitiveness Innovation Faster Decision Making Price or Value Advantage Effective linking with Suppliers Growth of the organization By increasing customer, acquisition and mergers Building organizational capabilities Reviewing existing capabilities New capabilities Aligning new capabilities with business strategies. Managing Change • Adopting some new H.R. Practices • Learning some New Skills...
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...on outcomes i.e. predictive analytics (Ulrich, 2010). To achieve the same, organisational HR departments should take the EBM approach. This paper highlights the importance of EBM approach and HR analytics, which might transform the workplace in the future. Definition HR Analytics can be defined as “a methodology for understanding and evaluating the causal relationship between HR practices and organizational performance outcomes (such as customer satisfaction, sales or profit), and for providing legitimate and reliable foundations for human capital decisions for the purpose of influencing the business strategy and performance, by applying statistical techniques and experimental approaches based on metrics of efficiency, effectiveness and impact” (Lawler, Levenson & Boudreau, 2004; Boudreau & Ramstad, 2006). Purpose of HR...
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...execute it. Thus, the true challenge for any leader is a human capital challenge. But what exactly is human capital and how does it relate to an organization’s chances for successfully executing its strategy? In short, human capital is the sum of knowledge, abilities, skills, values, personality, ideas, motivation, behaviors and experiences owned and offered by the people within an organization. All things being equal, the better the quality of an organization’s human capital the more successful it will be. The importance of human capital to an organization’s success is even more pronounced today due to a number of crucial trends. These include: * Demographic changes – an aging workforce along with increasing diversity is forcing organizations to fight a “war for talent” * Increased focus on growth – after cutting costs to improve the bottom line there is a renewed focus on growing the top line * Knowledge, innovation, adaptability and collaboration as key drivers of success – to grow the top line, leaders have recognized that the primary sources of success are things that reside within their people * Increased importance of intangible assets, such as brand, reputation, leadership and strategy – these assets are more and more a result of the efforts and skills of the people in the organization * Recognition that human capital is the main source of sustainable competitive advantage – not access to capital or the means of production This last point is best exemplified...
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...needs to become a strategic partner (Ulrich, 1997; Brockbank, 1999; Lawler & Mohrman, 2000a). But is HR becoming a strategic partner? What does becoming a strategic partner entail? And is the HR function more effective when it is a strategic partner? The answers to these questions are critical to the future development and direction of the human resource function in organizations. A number of forces have converged to support the idea of HR being more of a strategic partner. Corporations are undergoing dramatic changes with significant implications for how human resources are managed. Perhaps the most important of these changes is the rapid deployment of information technology and the increasing amount of knowledge work that organizations do. Also important are the rapidly changing business environment and the increasing complexity of modern organizations. These and other changes have created a growing consensus that effective human capital management is critical to an organization’s success (Jackson, Hitt, & DeNisi, 2003). This raises the important questions of how human capital should be managed and the kind of functions that HR should perform with respect to human...
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...and Interventions Name Colorado Technical University Strategic Human Capital Management HRMT620-1603A-3 May 2, 2016 Instructor Dr. Eric Riley Introduction The report being provided is an overview of the change management plan for AGC. The document will give an outline of activities that will encompass the program. All activities described have been developed based on the current state of AGC’s business events. Diagnostics and Interventions Organizations aggressively obtain and reinvest in assets. This concept is considered important to organizations for their long-term growth and to maintain a competitive advantage. The investment in human capital is often ignored. Human capital strategies have become an essential element that requires an aggressive approach to enable the organization to maintain a competitive advantage. The process of implementing a human capital management plan can be tedious but, for an organization to thrive in today's markets, it is a vital part of the business model and strategy. White states, “Human capital assessment is an increasingly essential element of organizational performance” (White, 2007). Human capital can be more valuable than the physical assets of the organization. Organizations go to great expense to train and hire associates who are trained and qualified to meet the organization's objectives. The value of implementation will become evident when efficiency, productivity, participation, and employee morale increases. They...
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...elaborate how Frederick W. Taylor’s concepts influence the managing practices. In conclusion, Taylor’s principles are still widely used in the 21st century organizational management practice. 2.0 Review In Frederick W. Taylor’s scientific management concepts, Taylor employed scientific method in which to identify the “one best way” for the job to be done. (Taylor, 1912/1970a, p.85) In order to employ the “one best way” which is also a strategy that is strongly agreed by Frank Gilbreth (1923/1970), the key themes must be gathered. Standardizing the tools and procedures are relatively important in Taylor’s principles for scientific management. To achieve effectiveness and efficiency, standardization with a systematic order and a standard to follow is required. Without standardization, workers would employ their individual methods for the completion of the production. Before Taylorism was invented, all workers have their individual tool box. The tools they were using were decreasing the effectiveness and efficiency, because the correct tools were not employed. (Locke. E, 1982, 15.) Hence, Taylor would enforce the layout, pattern and using of the tools to be standardized to increase effectiveness and efficiency. (Locke, 1982, p.15) Allocating the task for the right person on the job, and assigning the right quantity of work, tools and...
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...INFORMATION TECHNOLOGY AND ORGANIZATION DEVELOPMENT Abstract Over the years information technology (IT), has increasingly become an important factor and fundamental to support organizational processes and development. When one hears the terms Information Technology and Organizational Development, one may think of two different completely opposite entities and industries. However, there are many theories that recognize information technology (IT) as a critical infrastructure in many organizations and also developing as an effective contributor to organizational performance. In this paper, I will determine if there’s an association between the two industries as it relates to organization development efforts of an organization. I will also determine the effects information technology has on organization development. Introduction Information Technology What is Information Technology? According to Dictionary.com, Information Technology (IT) is “the development, implementation, and maintenance of computer hardware and software systems to organize and communicate information electronically.” It is referred to as anything that relates to computing technology, such as networking, hardware, software, the Internet and etc. It is very obvious that we live in a technology driven world. Information technology (IT) is recognized as a critical infrastructure in many organizations. IT is also emerging as an effective contributor to organizational performance. It is often argued that success...
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