... | | |Course |Section |Course Teacher |Room | |SATURDAY |MKT 607 Service Marketing |Sec-A |Prof. Dr. Horipada Bhattacharjee |B/307 | | |FIN 604 Fin. An. & Control |Sec-A |Prof. Dr. Md. Rafiqul Islam |B/303 | | |FIN 604 Fin. An. & Control |Sec-B |Ms. Pallabi Siddiqua |A/308 | | |HRM 602 Industrial Relations |Sec-A |Mr. Dipak Kanti Paul |A/312 | | |MGT 431 Business Communication |Sec-A |Mr. Sahin Ahmed Chowdhury |A/501 | |SUNDAY |MGT 432 Organizational Behavior |Sec-A |Ms. Nahid Sultana |B/307 | | |MGT 432 Organizational Behavior |Sec-B |Mr. Akbor Ali |B/303 | | |MGT 432 Organizational Behavior |Sec-C |Prof. Dr. Nazrul Islam ...
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...Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management Model of strategic management Hierarchy of strategy...
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...issues faced by Malescowski and the company and the reasons for these issues. Analyzing the case of Southern Discomfort, some of the issues facing Malescowski and Lamprey, Inc. are the high cost of labor, the ability to compete against companies in the same industry as far as price and the product quality of their goods produced at that particular facility. One of the major issues is that if the company decided to look at the option of opening a new plant in Mexico and cease operations in the town of Oconomo (Daft, 2010). This small town in Wisconsin would suffer greatly from the loss of lamprey, Inc. The town has a population of just over 9,000 people and the plant employs about 520 local workers. Some of the workers are a third generation employees of Lamprey making Jim feel guilty about the project (Daft, 2010). One difficult situation the company faces is the unionized labor. The company does not have a choice of less price labor. The company also faces the problem of having the current employees perform more duties to reduce cost due to union labor agreements. The reasons Lamprey is thinking of moving its operations elsewhere, could also be because of that the new location provides better opportunity to reduce cost, as opposed to expansion of an existing plant; Lamprey can take advantage of the market conditions in Mexico and the other movements that will be taking place with the move to be more competitive. There comes a point when in some situations it costs less to start...
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...Branson Sir Richard Branson, Chairman, Virgin Group, Ltd Case Study 5/23/2012 BUS, 520 Abstract Sir Richard Charles Nicholas Branson (born 18 July 1950) is an English business magnate, best known for his Virgin Group of more than 400 companies. In 1970, he founded Virgin as a mail order record retailer, and shortly afterwards he opened a record shop in London. With around 200 companies in over 30 countries, the Virgin Group has now expanded into leisure, travel, tourism, mobile, broadband, TV, radio, music festivals, finance and health and through Virgin Green Fund. (Finkle, 2011) For the purposes of this discussion I have been tasked with answering the following questions related to leadership in a question and answer format. With the first question I am to describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11 of the text and evaluate the likely effectiveness of that style in the U.S. today. Afterwards I am to, recommend a different leadership style (or combination of styles) that would make Branson an even more effective leader. Along with, determining how Branson would develop and lead a global team working on a major project (e.g., space tourism). Followed by the last question where I am to discuss how you can incorporate some...
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...Journal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan Akbar Ali * Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public...
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...RoJournal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan * Akbar Ali Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani...
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...Learning Organisations Moving towards a learning organization is something done BY people, not something done TO people or FOR people by someone else. So, the role of HR has to be in encouraging, facilitating, and supporting a move towards learning organizations. HR can never accomplish this themselves. Then, if executives want to move towards a learning organization, they should direct their operating units to do so, and direct HR to move into a supportive role. If it's the other way around, where HR gets the responsibility, it never works. Knowledge management (KM) "any practice or process of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organisations (Scarborough 1999). Knowledge management involves converting knowledge sources by classifying related information then circulating to make the information to take place. Not all information is knowledge or all knowledge is important. According to Blackler (1995), "knowledge is multifaceted and complex, implicit and explicit, physical and mental, verbal and encoded". He also categorises knowledge in four as: embedded (technological - collective), enculturel (Values, beliefs - collective), embodied (practical knowledge - individual), and embraced (theoretical understanding - individual). Contrast on Blackler, Nonaka (1991) proposes that knowledge could be either individual or collective, cannot be both. Yet another argument comes from Scarborough and Carter...
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...Determining HRIS Needs Jane R. Alleyne Instructor: Dr. Jack Huddleston Strategic Human Resource Management - HRM 520 July 28, 2013 1. Assess the types of changes and new developments in technology and government regulations that should be considered in long-range planning requirements for updating or replacing a HRIS. Rapid change in technology, market competition and government regulations can make long term planning very difficult, when updating or replacing a HRIS. One of the critical quality control functions the planning team must enforce is phase containment. That is organizations should identify problems as early as possible in the life cycle of a system and deal with those problems at that time rather than allowing them to continue possibly leading to greater and more costly rework and modifications later Kavanagh, Thite & Johnson(2012, p. 102). Phase containment is a quality control principle that should guide all HRIS projects, Kavanagh, Thite & Johnson (2012, p. 102). Conversely, some changes to consider are: 1. Portable Device Security 5. Same Sex Marriage 2. Affirmative Action Tracking 6. Patient Protection and Affordable Care Act 3. EEO/OSHA Compliance Reports 7. Health Care Benefits – How to determine 4. Immigration Reform average hours worked for eligibility 2. Identify three (3) advantages (other than time) of using interviews and focus groups for...
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...Project Management Anita Blakney HRM 520 Dr. Sue Lowe Construct a Cost-Benefit Analysis matrix for an organization that is considering replacing it’s internal payroll system with a payroll outsourcing service. Include direct and indirect revenue enhancements and direct and indirect cost reductions. Cost savings - Smaller organizations using payroll outsourcing company reduce costs by removing the time consuming HR tasks that slow down production. To determine the cost effectiveness of outsourcing payroll, it is important to calculate the number of hours employees spend on payroll related activities and the exact amount being spent. Then compare it with plans offered by outsourcing companies. Increased productivity - Payroll management is an extremely time consuming activity. By using a payroll outsourcing company, the tedious burden of payroll management is removed and employees are able to concentrate on the things they are good at. Reliability – Outsourcing provides the same output speed and quality that is not dependent on holiday time and sick leave from your staff. Assess the risks associated with integrating a new payroll system and suggest what the project management team can do to minimize those risks. Payroll has been a payment of wages, salaries, advantages, allowances as well as other monies associated with the staff working in the public agency. Few agencies are contracting out payroll function, whereas the rest run its individual payroll. Newer payroll...
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...Project Report On Human Resource Management in Banking Sector ―STATE BANK OF INDIA‖ [Submitted in partial fulfilment] [M.BA Second Semester – January to May 2013] As a part of the Curriculum of MASTER OF BUSINESS ADMINISTRATION [MBA] From Bhai Parmanand institute of Business Studies, Delhi. Guru Gobind Singh Indraprastha University, Delhi. If you want this project word jamiabbs@gmail.com I will sent you file copy then mail me at -1- TABLE OF CONTENTS Chapter No 1 1.0 1.1 Particulars Human Resource management Meaning of Human Resource Management Page No. 1 1 2 3 5 5 6 8 9 9 13 20 20 20 21 1.2 Characteristics of Human Resource Management 1.3 Need and Development of Human resource management 2 2.0 2.1 2.2 2.3 3 3.0 3.1 3.2 4 4.0 4.1 4.2 4.3 Human Resource Management in Banking What is a Bank HRM Background and Practices HR Practices and Methods Job analysis, Job design, and Job evolution Job analysis Job design Human Resource Planning Recruitment Selection Placement -2- 4.4 5.0 5.1 5.2 5.3 6.0 6 6.1 6.2 Induction & Orientation Human Resource Development Management Development Career Planning & Development Organizational Development Compensations Management Compensation Compensations and Benefits 21 23 23 23 24 25 25 26 7 8 7.0 8.0 8.1 8.2 8.3 8.4 8.5 Human Relations Human Resource Management in Bank HRM in Cooperative Banks HRM in Regional Rural Banks (RRBs) HRM in Public Sector Banks HRM in Private Banks & Foreign Banks HRM in...
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...Systems Consideration in HRIS 1 SYSTEMS CONSIDERATION IN HRIS EVALUATING TWO DATA BASE SYSTEM When looking for HRIS database systems there are some key factors a company should consider when making a choice. Your customers, managers, technicians, clerical employees, organizational employees and nonemployees. What the system and the users all have in common is that all information is about potential and current employees with a focus on managing the organization’s human capital to achieve strategic organizational goals. As I look into some of the commercial hr data base systems, two came to mind ICIMS and INSPERITY. We will look into both systems and evaluate the advantages and disadvantages of each system and select the system which best serve our company. Businesses are harnessing the power of ICIMS for intuitive talent acquisition and on boarding solutions, helping companies hire the best and brightest with ease. One of the most favorite feature is the branded career portal. These portals are designed to match the look and feel of a company’s website, allowing candidates to search for jobs in a environment that match the company’s brand. When you connect this portal to the company’s website, searching and applying for positions becomes intuitive and easy, eliminating barriers and increasing the talent pool from which HR professionals can choose. ICIMS also include social media distribution, career site search engine optimization, and...
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...OTASC_2-2_Layout 9/8/05 11:30 am Page 83 Journal of Organisational Transformation and Social Change Volume 2 Number 2 © 2005 Intellect Ltd Article. English Language. doi: 10.1386/jots.2.2.83/1 Towards a generic international human resource management (IHRM) model Jie Shen University of South Australia Abstract Keywords Reflecting the prevailing Western literature and based on an empirical study in Chinese multinational enterprises (MNEs), this study develops an IHRM model and argues that it can be widely applicable. The model indicates that an MNE’s IHRM policies and practices are the interaction of the home HRM system, firmspecific factors and host-contextual factors. The firm-specific and host-contextual factors have a differentiated, changing and concurrent impact on IHRM policies and practices. There is also interplay between IHRM policies and practices. Intervening factors and their impact may vary over time and in different contexts. IHRM IHRM model intervening factors Chinese IHRM multinational enterprises (MNEs) Internationalization and the effective use of international human resources are two major issues facing firms in today’s global economy. As more and more firms operate internationally, there is a clear need to develop an understanding of how to manage human resources that are located outside the domestic environment. An IHRM system is a set of distinct activities, functions and processes that are directed at attracting...
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...Knowledge sharing in organisational contexts: a motivation-based perspective Alice Lam and Jean-Paul Lambermont-Ford Abstract Purpose – Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing. Design/methodology/approach – The analysis builds on a three-category taxonomy of motivation, adding ‘‘hedonic’’ motivation to the traditional dichotomy of ‘‘extrinsic’’ and ‘‘intrinsic’’ motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations: professional bureaucracy and operating adhocracy. Findings – Within a professional bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may ‘‘crowd...
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...® Acodemy of Management Heview 1993, Vol. 18, No. 3. 518-545. FOUCAULT. POWER/KNOWLEDGE. AND ITS RELEVANCE FOR HUMAN RESOURCE MANAGEMENT BARBARA TOWNLEY The University of Alberta Drawing on the work of Michel Foucault. I argue that human resource management (HRM) may be best understood as a discourse and set of practices that attempt to reduce the indeterminacy involved in the employment contract. Here I reread HRM practices from a Foucauldian power-knowledge perspective and suggest that this provides an avenue to reorient contemporary, historical, and comparative analyses of the area. A glimpse at human resource management (HRM) texts would seem to give light to a comment by Beer, Spector, Lawrence, Mills, and Walton (1984) that HRM is a series of seemingly disjointed activities. This notion echoes an earlier view of Baldamus (1961: 347) that what is encompassed by HRM's subject matter is "anything from supervision, incentives and profit sharing to machine-paced production, methods of training and employee selection." Often this heterogeneity is excused in terms of HRM's reflecting the ad hoc and reactive nature of its origins (Jacoby, 1985; Niven, 1967; Ozanne, 1967). What the heterogeneity of HRM highlights, however, is the importance of an organizing principle, or analytical focus, as opposed to common sense description, which gives HRM practices a theoretical coherence. HRM's heterogeneity stresses the importance of an order "that turns a set of bits, which have limited...
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...Issue-7 Chief Patron Dr. JOSE G. VARGAS-HERNANDEZ Member of the National System of Researchers, Mexico Research professor at University Center of Economic and Managerial Sciences, University of Guadalajara Director of Mass Media at Ayuntamiento de Cd. Guzman Ex. director of Centro de Capacitacion y Adiestramiento Patron Dr. Mohammad Reza Noruzi PhD: Public Administration, Public Sector Policy Making Management, Tarbiat Modarres University, Tehran, Iran Faculty of Economics and Management, Tarbiat Modarres University, Tehran, Iran Young Researchers' Club Member, Islamic Azad University, Bonab, Iran Chief Advisors Dr. NAGENDRA. S. Senior Asst. Professor, Department of MBA, Mangalore Institute of Technology and Engineering, Moodabidri Dr. SUNIL KUMAR MISHRA Associate Professor, Dronacharya College of Engineering, Gurgaon, INDIA Mr. GARRY TAN WEI HAN Lecturer and Chairperson (Centre for Business and Management), Department of Marketing, University Tunku Abdul Rahman, MALAYSIA MS. R. KAVITHA Assistant Professor, Aloysius Institute of Management and Information, Mangalore, INDIA Dr. A. JUSTIN DIRAVIAM Assistant Professor, Dept. of Computer Science and Engineering, Sardar Raja College of Engineering, Alangulam Tirunelveli, TAMIL NADU, INDIA Dr. Krishan kumar Dean, School of Life Sciences, Singhania University Rajasthan, INDIA A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International...
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