...Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western © STONE/GETTY IMAGES chapter 15 International Human Resources Management After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally. objective 1 2 3 4 5 6 7 8 Identify the unique training needs for international assignees and their employees. objective Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider. objective Identify the characteristics of a good international compensation plan. objective Explain how domestic and international HRM differ. objective Reconcile the difficulties of home- and host-country performance appraisals. objective Discuss the staffing process for individuals working internationally. objective Explain how labor relations differ around the world. PART 6 Expanding Human Resources Management Horizons 639 Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 640 PART 6 Expanding Human Resources Management Horizons W hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other...
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...Introduction Human resource management is an important area for the organization. Regarding human resource management, it is important for the organization to make sure that it is working for the purpose of making sure that it has efficient employees working for it, and the employees carry out the organizational activities in a proper manner. With the help of achievement of targets within the organization, there will be a case that the organization shall be in the position to have its targets achieved in case, there will be a situation that the organization will ensure that it provides good opportunities to the employees and cares for the safety of the employees to a larger level in the future. Key Functional areas of Human Resource Management The first functional area of human resource management is training provided to employees within the organization. Training is a process which is designed for providing knowledge to employees and skills for the purpose of carrying out the organizational activities. Second functional area is compensation and benefits for the employees (Martin, 2008). Regarding compensation and benefits, the employees in the organization are provided rewards for their better performance in the workplace at a point of time. The rewards are provided to the employees for the purpose of motivating them to a larger level. Third functional area is regarding safety and health of employees. The organization ensures that the activities of the organization are...
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...HUMAN RESOURCE MANAGEMENT 1. INTRODUCTION Human resource Management is, perhaps, the oldest and most widely researched subject in management. Yet, as technologies change, cultural diversities occur and people’s expectations undergo fundamental shifts towards newer and newer dimensions. For instance, professionals are gaining more say in the running of organizations. Even where governance is by people who own the majority stakes, their own positions and the respect they command are contingent upon their competence rather than ownership. (Ahuja, 2005 880) “ Management is the art of getting things done through other people. Management is the dynamic, life-giving element in every business. Without it the resources of production remain resources and never become production.” (Sharma, 2004 11) This definition emphasizes that the managers achieve organizational objectives getting things done through the employees. Human resource Management is very essential for successful running of an enterprise. It ensures proper use of physical and human resources by deriving the best results. It leads to efficient performance and higher productivity. Human Resource Management is very essential for every organization to make productive use of human physical and financial resources or the achievement of the organizational goals. It helps in determination of objectives. No organization can succeed in tits mission...
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...Unit 6.1 Human Resource Management Level 6 15 Credits Sample Assignment To succeed in this unit, you are required to complete two assignments. You must ensure that you cover all the assessment criteria for this unit over the two assignments as indicated. . Assignment One You have been invited to contribute an article to the journal ‘Personnel Today’. The journal is commissioning a series of articles introducing principles of Human Resource Management (HRM) to senior managers from other functional management areas. The first article is entitled ‘Ensure the success of your business through effective human resource strategies’ Your article must be suitable for senior managers and written in a style appropriate for a professional journal. You should refer to relevant theory. You may use diagrams and illustrations if you wish. The article must cover: • A definition of strategic human resource management and a comparison of at least two models of strategic HRM • Reasons for the importance of HRM in organisations • Explanation and analysis of an HRM framework • Explanation of the HRM process and how strategies are developed • An assessment of the roles in strategic HRM This assignment covers assessment criteria 1.1, 1.2, 1.3, 2.1, 2.2, and 2.3. A bibliography must be attached. Assignment Two Case Study Read the information about British Airways. Carry out further research by reading the latest BA annual report and articles related...
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...Human Resource Management Introduction Human resources management is defined as a scheme of activities and strategies that focus on how to manage employees successfully at all levels of an organization to achieve organization objectives (Byars & rue 2006). According to Stone (2005) HRM is important to determine the effective and efficient use of people in achieving the organization’s strategic, business objectives and the satisfaction of individual employee needs. In order to have a successful HRM it is important to have a strategic HRM, strategic HRM is the process of interconnecting the HR purpose with the strategic objectives of the organization in order to increase performance (Bratton 2013). There is several importance of strategic HRM which is to focus on performance and consistency of its business, bridge between business strategies and human resources practices, identifying and analyzing the external opportunities and threats may impact to the organization, and help companies work harder to meet the needs of their employees (Mathanas 2011). SWOT analysis is part of strategic HRM due to SWOT can determine the future of an organization that are referred to strategic factors. SWOT analysis in HRM is defined as a tool that helps organization assist issues within external which includes assessment of strength, weaknesses, external opportunities and threats, and provides an outline for strategic decision making in HRM (Colbert 2013). According to Chen & Brunenski...
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...Question 1 When an organization encounters extreme turnover, the organization will suffered in terms of brain drain that is considered as the loss of skills, power, and human resource. However organizations that have little turnover will achieve their objectives. There are two types of turnover, that this essay will focus on as well as the causes and ways that can be used to counter both turnovers. Firstly, turnover refers to leaving the organization because of employees not being happy with their employer’s decision or attitude, which creates job dissatisfaction occurring from negative treatment. Involuntary turnover occurs when the organization causes depression or dissatisfaction by terminating employees, in simple terms “turnover initiated by an employer (organization)” (Noe, et al., 2011). Voluntary turnover refer to employees reaction against bad situation offered by the organization or in other words, “turnover initiated by individual employee” (Noe, et al., 2011). These two turnovers lead the organization into “brain drain” in terms of human resources and negative publicity. Secondly, involuntary turnover is used by the organization for reasonable reasons to encounter the change and also to avoid harassment and other activities that can put the organization into serious issues in the future. Noe (et at, 2011) stated two causes of this kind of turnover which is “drug use” and “downturn”. Employee who use drug but not only drug, harassment activities within the organization...
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...Within the past 100 years organisations have seen significant changes in the markets they operate within. Increasing flexibility, globalisation and fierce competition from emerging economies have been the fundamental drivers modelling the human resource management field to become what it is today. Motivation has always been an issue for many businesses, and the ‘traditional’ methods of attempting to solve this problem have been to slightly increase the employee’s wages, in the hope that they would respond by increasing their effort. However in the UK, nearing the end of the nineteenth century, firms such as Cadburys and Quakers began providing accommodation and education for their workers (Wilton, 2011). This marked the initial shift in the nature of the employment relationship, and drawing on Maslow’s hierarchy of needs it can be seen that this would help satisfy the two basic tiers of ‘psychological’ and ‘safety’ (Maslow, 1954). This essay aims to critically evaluate the concept of the psychological contract, then analyse why in managing the modern day employment relationship and understanding of the psychological contract is important, relevant theories and academic models will be used where appropriate. The question will be addressed in three sections; firstly the concept and history of the psychological contract will be briefly covered, secondly and critical focus will be shown towards the concept of the contract, and finally we will examine the practicality of utilising...
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...According to Pilbeam and Corbridge Human Resource Development can be defined as the activities involved in organizing individual and collective learning processes aimed at the development of both employees and the organization. This is concerned with the provision of learning, development and training opportunities in order to improve individual, team and organizational performance. The Human Resource Development process main intention is to improve employees’ career goals and achieve the organization’s objectives in the long run. Organizational learning and development is defined as, the organizational process of developing people which involves the integration of learning and development processes. This process involves enhancing personal competence, adaptability and employ ability. Human Resource Development seeks to improve the skills of the workforce which would positively contribute to the overall success of the organization. A Learning style refers to an individual’s habitual and preferred way of perceiving, organizing, and retaining knowledge and it explains individual differences for stimuli recognition and processing. The learning styles preferred and adopted by individuals often differ therefore, HR must be aware of individual preferences in learning, employee training and development programs in order to design and implement effective programs. The two learning style models that has the most relevance in management are Kolb (1984) and Honey and Mumford (1986). ...
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...1.0 INTRODUCTION Good strategic Human Resource Management (HRM) policy contributes to the overall business strategy. HRM seeks to strategically integrate the interests of an organisation and its employees, it is much more than a set of activities relating to the coordination of an organisations human resources (Stone 2010). HRM can either assist a company achieve great outcomes or it can be the underlying issue. HRM is either part of the problem or part of the solution in gaining the productive contribution of people. (Stone 2010) I chose Training and Development as it is at the heart of HRM in maintaining standards and performance. Training also has to support the companies underlying direction and ethos, as well as support Key Performance Indicators for its staff. There are many challenges and changes that are occurring in the workplace worldwide. Corporations are structured differently requiring different approaches, some are very much pyramidal while others like Apple who have very much a flat structure and employees are now able to become more autonomous and work from home or even work from other countries. I will discuss some of the inherent challenges within organisations and the HR response to them. 2.0 CHALLENGES Training challenges will often occur through poor HR policy. Poor employee selection often results in training programmes which produce poor results and limited outcomes. This happens when you employ the wrong people. The wrong people...
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...1.0 Introduction Human Resource Management (HRM) is the process of people management within companies and organization, as well as that of managing Inter-personal relationships. Both of these processes are important for ensuring business growth and success. The research question of this study is on how the recruitment policy coherence initiative on employment in Malaysian industry. The previous research that was done by Jomo K. S. and Wee Chong Hui on this topic is lack of explanations on how the companies use the recruitment process to attract, screen, and select the qualified person for the job. For this research the hypotheses that can recruit the right person for the right position to improve the work place. 2.0 Research question How effective is a recruitment process in the government sector? 3.0 Importance of the research This research is important as to prove that right recruitment of employees do have impact on their job performance. This study will help the employers to understand the importance of the right recruitment of the employees especially for those who are working in the government and private sector. In other hand employers can use this research study as guideline to recruit the employees. 4. Literature Review 4.1. E-recruiting process Finding a job in government sector can be a frustrating experience for many people; the process is long and convoluted, and can be very confusing especially when the government uses e-recruiting...
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...Human Resources Management Midterm Exam: Training and Development Plan for the Holiday Inn Human Resources Management Training and Development Plan for the Holiday Inn There are a variety of employees who may come to work for Holiday Inn which are experienced and others whom are non-experienced. Some individuals require more training than others but everyone is required to go through training. Training and development is a key concept for Holiday Inn because this depends on how much knowledge and skills an employee will develop for their assigned role. We are sure that the time we are putting in for training will become an enormous benefit for Holiday Inn’s future and reputation. Our training and development plan includes hiring 50 employees whom will assume the roles in front desk operations, housekeeping, and general administrative duties. Since there is a large number of Spanish speaking individuals in Miami, training will be offered in English and Spanish. Training and development will begin on an online basis where employees may access training modules at anytime. Training will also include hands-on training pertaining to each individual’s job role. As we plan our strategic approach for training and development, the following four phases will be implemented; (1) needs assessment based on the firm’s competitive objectives, (2) program design, (3) implementation, and (4) evaluation. Phase...
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...Human Resources Management This paper will examine human resource strategies, policies and practices and how they relate to the JetBlue Airways case: Starting from Scratch, by Jody Hoffer Gittell and Charles O’Reilly, 2001. We will identify national equal employment opportunity laws that impact JetBlue's hiring practices. We will take a look at their internal and external recruitment methods, personnel selection process’, and their use of the 360-degree feedback evaluation as a performance appraisal method. Lastly, we will discuss discretionary employee benefits and how JetBlue incorporated at least three discretionary employee benefits in their start-up and ramping up process. National Equal Employment Opportunity Laws The National Equal Employment Opportunity Laws began in this country after the end of the Civil War, with the Civil Rights Act of 1866 that is based on the Thirteenth Amendment to the U.S. Constitution. The act declared that "all persons born in the United States not subject to any foreign power, excluding Indians not taxed," were citizens of the United States. Such citizens were "of every race and color" and "without regard to any previous condition of slavery or involuntary servitude." As citizens they could make and enforce contracts, sue and be sued, give evidence in court, and inherit, purchase, lease, sell, hold, and convey real estate and personal property. Persons who denied these rights to former slaves were guilty of a misdemeanor, and...
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...Human Resource Management (HRM) is the art of people resource management in an organization. The main duty of HRM is to acquire, develop, retain talent and align or match the work force skills and talents in accordance to the objectives and needs of the company. For an organization to perform well in terms of efficiency, productivity, specialization and achievement of its objectives, it must utilize the abilities and capabilities of its employees to the maximum. Management of three critical areas namely skill matching, remuneration and recruitment is the best way to retain talented employees. This will in turn determine the level of well being of the business in terms of product or services sales, satisfaction of customers/ clients and profitability of the business. Hence, managers should ensure talents staffs are satisfied through programs that engage them, empower them and motivate them to continue working for the organization to the best of their ability. Research show that employing a new employee after dismal costs the company a third of the income earned by that particular staff apart from other related costs such as work disruption, induction cost of the new employee, time taken to be assimilated into organization team and the expertise lost that would have been used for production (Anders, 2012). II. Discussion Mentoring and career development programs create an attractive atmosphere for talented staff because of the growth aspect attached to it. They provide direction...
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...Unit 6.1 Human resource Management Table of Content Content............................................................................................................................Page Introduction....................................................................................................................3 LO 1................................................................................................................................3 Strategic Human Resource Management........................................................................3 Strategic Human Resource Management Model............................................................4 Importance of SHRM.....................................................................................................4 Framework of SHRM.....................................................................................................5 LO2.................................................................................................................................8 HRM process..................................................................................................................8 Roles in SHRM..............................................................................................................9 Development and implementation of HRM strategies..................................................10 LO 3............................................................................................
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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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