...Human Resource Management Human resource management is a very important department within an organization therefore; it should be conducted effectively to achieve company’s success within the organization. The human resource management department is mandated with the employees’ management directly and dealing with the human beings is a challenging task in firm since the organization success is directly related to the motivation and happiness of the employees (Dessler, 2005). The HR department applies specific theories and philosophies to assist them in managing their employees. Some of these philosophies include the utilitarianism principle and the happiness principle as explained below. HR management is concerned with recruiting, training, and directing the human capital within the organization (Baker & Doran, 2007). The HR department deals with the compensation, hiring, communication, employee motivation, benefits, performance, safety, administration, and training of the employees of the organization. The HR management is a strategic approach used in managing the firm’s human capital and the workplace culture. HR management is a key unit in the organization that has a direct effect on the organization success. Effective management of the employees results to better and effective performance of the business (Sims, 2007). Effective management of the employees’ wins their loyalty thus leading to motivation of the employees. The HR management practices are evolving from...
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...Ortiz Luz Human Resources Management Human resource management (HRM) can be defined as Personnel Administration, and is connected with human and industrial relations. HRM is used to describe a wide range of procedures and techniques used by corporate management. HRM is used to process and analyses an organization’s human resource needs under changing conditions and includes developing personnel policies appropriate to the long-term effectiveness of the organization. It also is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. The most important thing why companies should have Human Resources Management? Is because Technology, Trends and Challenges in Human Resources and Human Resource Ethics. Technological advancements have improved the ways we communicate, revolutionized how we learn, and expanded our capabilities. Whether it is the invention of a new machine, moderations to an existing one, or the discovery of a new application for an existing technology, the field is forever growing and expanding. In the early stages, it may seem like more of a hassle than it's worth to keep up with these changing trends. It always proves worthwhile in the end, however, as new technologies bring both increased proficiency and productivity. Mikes state that” As increased proficiency and productivity are main goals of any human resources personnel, it's no wonder technological advancements are...
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...Running head: Human Resources Verses Operations Comparing Operations Project and Human Resources Management Principles Tami Webb Kaplan University MT 435- Operations Management June 22, 2015 Comparing Operations Project and Human Resources Management Principles The purpose of this paper is to discuss and compare the project principles of operations management (OM) to those of human resource management (HRM). OM and HRM have historically been separate parts of an organization. Competencies that were once defined by OM have now integrated with the HR professionals behavioral and technical competencies required to perform a specific role. I will begin with discussing operations program management principles and then follow with human resource management principles. Both areas are strategic initiatives for organizations to continue growth over time and both are keys to a company’s success. Success or failure in either area can make the difference in the overall effectiveness of the company goals and vision. Creating standardizations or certifications for particular skill sets is necessary for specialized work. Operations Project Management When organizations have a culture that encourages knowledge transfer and an atmosphere centered on professional growth, they create a value that encourages buy-in of company goals and visions. Knowledge transfer is not just on the job training, but rather a precise and methodical transfer of wisdom and insight from key...
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...HUMAN RESOURCE MANAGEMENT Civil Service Branch December 1995 HUMAN RESOURCE MANAGEMENT FOREWORD MANAGING PEOPLE BETTER AIMS and PRINCIPLES VALUES WHERE RESPONSIBILITIES LIE Civil Service Branch Policy Branches and Departments Managers and Individual Civil Servants DEPARTMENTAL HUMAN RESOURCE MANAGEMENT PLANS Manpower Planning Succession Planning Turnover Recruitment Deciding on Terms of Appointment Selection of Candidates Probation Performance Management Motivation Performance Appraisal Promotion Guidance and Supervision Addressing Poor Performance Training and Development Training • Induction • Management Development • Vocational • Language and Communication • Computer Development • Posting • Acting Appointment • Secondment Staff Relations Securing Staff Commitment • Consultation • Communication • Recognition Resolving Disputes Addressing Grievances Welfare Management Information Systems THE WAY AHEAD FOREWORD One of the measures of success of our Civil Service is our responsiveness to the changing needs and circumstances of Hong Kong. We are learning how to work with a fully elected legislature and how to deliver new and improved services demanded by a more affluent and sophisticated community. We have become more open and accountable, and have committed ourselves to specific standards of performance against which the public can gauge what they can and should expect from us. Such responsiveness and adaptability...
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...The Nestlé Human Resources Policy © October 2002, Nestec Ltd., Human Resources Department Concept and design: Nestec Ltd., B-COM , Corporate Identity and Design, Vevey, Switzerland Printed by Neidhart + Schön AG, Zurich, Switzerland The Nestlé Human Resources Policy Table of Contents 2 4 5 6 8 9 10 11 14 15 The Nestlé human Resources Policy A shared Responsibility Dealing with People Joining Nestlé Employment at Nestlé Work/Life Balance Remuneration Professional Development Industrial Relations HR Organisation The Nestlé Human Resources Policy The Nestlé Human Resources Policy This policy encompasses those guidelines which constitute a sound basis for efficient and effective HR Management in the Nestlé Group around the world. They are in essence flexible and dynamic and may require adjustment to a variety of circumstances. Therefore its implementation will be inspired by sound judgement, compliance with local market laws and common sense, taking into account the specific context. Its spirit should be respected under all circumstances. As Nestlé is operating on a worldwide basis, it is essential that local legislation and practices be respected everywhere. Also to be considered is the degree of development of each market and its capacity to advance in the management of their human resources. Should any HR policy conflict with local legislation, local legislation will prevail. These policies are addressed to all those who have a responsibility in managing people as well...
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... THE ROLE OF HUMAN RESOURCE MANAGERS IN THE PUBLIC SERVICE IN PROMOTING PROFESSIONALISM AND IMPLEMENTING THE CHARTER FOR PUBLIC SERVICE IN AFRICA A Paper Presented During The Capacity Building Workshop on “Promoting Professionalism in the Public Service; Strengthening the Role of Human Resource Managers in the Public Sector for effective implementation of the Charter for Public Service in Africa”, In Addis Ababa, Ethiopia – 14 - 18th March 2011 Adah. K. Muwanga (Mrs.) Director Human Resource Management Ministry of Public Service P.O. Box 7003, Kampala - Uganda (i) EXECUTIVE SUMMARY In the paper on the role of Human Resource Managers in the Public Service in promoting professionalism and implementation of the Charter for Public Service, it is noted that although the Charter was adopted a decade ago, its implementation has been slow and uneven in the various African Countries. The paper reviews the Charter for Public Service with special focus on the underlying principles, the Code of Conduct for public servants, and the obligations of the Public Service as an employer. Note is taken to the fact that: (a) The Charter aims to enhance the image of the Public Service by upholding professionalism and ethical values in Public Service delivery. (b) The Charter is a broad framework, so the implementation strategies may be customized to suit the peculiarities of a given Country. (c) Sound Human Resource Management policies, systems...
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...Performance Management in the Toyota India Company Name Institution Introduction In the recent past, most of the organizations have shifted their focus to the use of performance management as a method of ensuring their productivity and improved performance. Performance management has enabled the organization’s management understand their work and employees expectations, goals, identify development and learning issues, evaluate performance outcomes and provide the management with feedback on operations efficiencies. Some of the benefits associated with performance management to the organization include enhancement of continued improvement, adaptation of the employees to the organizational change, promoting creativity and promotes professional development among other benefits. Successful application of the performance management in an organization relies on the adoption of the performance management principles and process. This includes performance planning, daily coaching and feedback, quarterly performance and formal review of performance in an organization. Purpose of this report and scope of this report This report will analyze in detail the performance management system in the Toyota India Company. This will include providing an overview of the organization’s human resource approaches, goals and its structure. Additionally, the report will analyze some of the organization’s management policies and procedures, strategies, policies, tools...
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...Assessment 1: Discuss the ways strategic human resource management (SHRM) could contribute to organisational performance in the next five years. Human resource management (HRM) is the function within an organisation that focuses on its most valued asset – its personnel. HRM is one of the most important functions in any business and is detrimental to the company’s overall success. It has taken quite a while for HRM to be adopted into the business strategy as organisations were unwilling to accept or change their ways. Their focus was on economic growth for the company. However researchers such as Hezberg, Maslow and Lewin revealed that employee performance was influenced by their social and emotional needs and their desire for interesting work. This is when the shift began for companies to not only focus on economic growth, but to satisfy the needs of their employees in order to improve performance and productivity which will bring greater success to the company. Human resource management has a number of key policy areas including recruitment and selection, job analysis and design, workforce planning, performance management, training and development and career planning. It is through these policies that we can understand the concept of strategic human resource management (SHRM). SHRM explicitly links these policies, practices and systems to enable the achievements of an organisations strategy and goals. In my understanding, SHRM represents an attempt to methodically manage...
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...Human Resource Management and Project Management Throughout this paper I will be discussing Human Resource Management principles compared to Operations Management principles, Project Management principles compared to Operations Management principles, and the importance of professional service organizations in standardizing a profession. Human resources management evolved from the task-oriented nature of personnel administration in the 1980s and 1990s to a strategy-focused extension of the organization in the 2000s (About SHRM, n.d.). HR management is driven by several business principles, particularly the "Ten C" collection of HR management principles developed by HR management expert Alan Price, author of "Human Resource Management in a Business Context." Price's 10 principles are "comprehensiveness, credibility, communication, cost effectiveness, creativity, coherence, competence, control, change and commitment (About SHRM, n.d.)." Based on these principles, they seem to tie directly in to the same principles as Operations Management. In Operations Management you have to have credibility to be effective in your role, communication is a must to make the business run smoothly and properly, you would need to be cost effective so that your business is being profitable, many times you need to be creative in completing tasks to get to your final objective, you need to be competent in what you do, have control over all complications that may arise, be open to change, and be...
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...Society for Human Resource Management (SHRM) Workplace Romance Poll. In my opinion, this is an indication that CRAs are not essential instruments for arranging workplace behavior. Only a few companies implement CRAs. These companies apply for CRAs in different ways. Some companies may wish to recognize the relationship and to avoid negative consequences of it. However, some other companies concern about the maintenance of productivity and protection of the organization against any probable lawsuit. It can be considered that there is nothing to do with the ethics in applying CRAs when the companies pursue productivity and a legal self-protection. These agreements are not law and order because CRAs depend on leadership’s discretion. Making decision differs from culture to culture because of diversity and ethics. In such cases, moral intelligence plays a significant role. The leadership must observe the behavior of all the employees in regard to integrity, responsibility, compassion and forgiveness. Actually, there would not be need to implement CRAs for a successful leadership. For example, unlike the USA, in my country there are no similar examples. Instead, such problems are solved by the human resources management. In my last job, in Turkey, two of my coworkers developed a consensual relationship and they tried to keep it private at the beginning. This affair was noticed by the managers and other employees and gossiping had been a serious issue. Human Resources Department warned...
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...Projections, Break Even Point, Projected Balance Sheets, Muti Year Projections, Basic Principles for Measuring Project Cash Flows, Components of the Cash Flow Stream, Biases in Cash Flow Estimation Module IV: Project Risk Types and Measures of Project Risk, Sensitivity Analysis, Scenario Analysis, Optimal Timing, Social Cost Benefit Anaysis, Net Benefit in terms of Economic Prices, Measurement of the Impact on Distribution, Savings Impact and its value, Income Distribution Impact, Little-Mirrlees Approach, Shadow Prices Examination Scheme Components CPA TP Q/S A ME EE Weightage (%) 5 5 5 5 10 70 References • Chandra P.(2002), Projects: Planning, Analysis, Financing, Implementation & Review, Tata McGraw-Hill Publishing. • Meredith J.R. & Mantel S.J., Jr.( 2000), Project Management: A Managerial Approach, Ed. John Wiley & Sons. • Machiraju H.R.(2001), Introduction to Project Finance: An Analytical Perspective, Vikas Publishing House Pvt. Ltd. • Patel B.M.(2000),Project Management: Strategic Financial Planning Examination & Control, Vikas Publishing House Pvt. Ltd. • Finnerty J. D.(1996), Project Financing: Asset-Based Financial Engineering, Wiley • Newbold C.R.,(1998), Project Management in the Fast Lane: Applying Theory & Constraints, St. Lucie Press • Anthony R.N. & Govindrajan V.(1998), Management Control Systems, Tata McGraw-Hill • Desai V.(1997), Project Management, Himalaya Publishing House MBA 412: COMMERCIAL BANKING ...
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...Chapter 01 Managing Human Resources True / False Questions 1. Managers and economists traditionally have seen human resource management as a source of value to their organizations. True False 2. The concept of "human resource management" implies that employees are interchangeable, easily replaced assets that must be managed like any other physical asset. True False 3. Human resources cannot be imitated. True False 4. No two human resource departments will have precisely the same roles and responsibilities. True False 5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs. True False 6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions. True False 7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors. True False 8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual's or group's achievements. True False 9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company...
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...The Importance of Ergonomics in Human Resource During the last years, ergonomics has been one of the mentioned sources in managerial theory and practice. Ergonomics is a major component of the human resources management and also, it is an important factor of performances. It is the link between efficiency, effectiveness, security and heath within an organization. Ergonomics contributes to the development of Human Resources Management in many ways. Therefore, ergonomics must become one of the major interests of the managers. Ergonomics, from the Greek word ergo means work and nomos means laws. Simply, it means “fitting the job to the worker”. Appropriate function to fit a suitable job of worker is a key importance that a human resource management should look after. As we talk about corporate world, there is gradually increasing pressure on companies to start to behave socially responsible as a response to social, environmental and economic requirements. The society faces a period of changes that have occurred since the beginning of the crisis and revealing weaknesses in the economy. We become witnesses of rapid changes and challenges posed by globalization, lack of resources, demographic structure and innovation. Objective necessity becomes a corporate social responsibility (CSR) already at the companies’ level. One of the possible appliance through which we can contribute to the sustainability of CSR are sustainable ergonomic programs. Ergonomics The IEA defines ergonomics...
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...Executive |Summary Motivation, Leadership and management and human resource management are important factors in the working of any organization. Each of them have certain theories or principles founded by various researchers and scholars. These theories have gained some criticisms over time. Under motivation there are two types of theories: content and process theories. Content theories include Maslow’s Hierarchy of Needs, Herzberg’s Motivation-Hygiene theory. Process theories include equity theory and expectancy theory. The organizational example is that of a robotics’ manufacturing firm. Leadership and management includes trait theory of leadership, leader behavior theories which focuses on the Michigan Studies and The Ohio state studies and contingency theories of leadership which includes Fiedler’s Contingency theory and the |Path – Goal theory of leadership. This is followed by the fourteen principles of management. The organizational example is that of Continental |Airlines. Lastly, there are three models mentioned under human resource management, the Harvard model, the Michigan model and the Fombrun, Tichy and Devanna model. The organizational example is that of a laundry company called Kwik & Kleen. Table of contents Introduction ………………………………………………………………..Page 1 1. Motivation ………………………………………………………....Page 1 • Maslow’s Hierachy of Needs ……………………………………...Page 1 • Herzberg’s Motivation-Hygiene...
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...UNDERGRADUATE CURRICULA AND FACULTY 2007 – 2011 Proposed 2009 – 2013 2 Requirements for the BBA degree: Foundation Courses 40-41 Credits Core Courses 45 Credits Departmental Requirement 24 Credits Minor 15 Credits Total variable requirement for Graduation 124-125 Credits Foundation Courses Communication Skills ENG 101 ENG 102 ENG 105* ENG 106 ENG 202 Listening and Speaking Skills English Reading Skills Business English Advanced English Skills Introduction to English Literature 40-41 Credits 9 3 3 3 3 3 * Prerequisite ENG 101 & 102 Note: students not exempted from ENG 101 and ENG 102 will have to take ENG 101, ENG 102 and ENG 105. Note: students exempted from ENG 101 and ENG 102 will have to take ENG 105, ENG 106, ENG 202 Computer Skills CIS 101* CSC 101** Fundamentals of Computer System Introduction to Computer Science 3 3 3 * For students without basic knowledge of computer **For students with basic knowledge of computer & mandatory for students with Major in subjects offered from the SECS Numeracy MAT 100* MAT 210* Basic University Mathematics 1 Basic University Mathematics 2 6 3 3 3 *MAT 100 and MAT 210 mandatory for SLAS majors(English, Media & Communication, Anthropology) other than Sociology MAT 101* MAT 211* MAT 102* MAT 212* Intermediate University Mathematics II Probability and Statistics Introduction to Linear Algebra & Calculus Probability & Statistics for Sc. & Engr. 3 3 3 3 **MAT 101and MAT 211 mandatory for...
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