...Abstract Human resources refers to the sum of the ability to work within a certain range of the overall population; or means the sum of intellectual and physical labor ability which can contribute to the entire economic and social development. The focus of human resource management (HRM) is on managing people within the employer-employee relationship. Specifically, it involves the productive use of people in achieving the organization’s strategic business objectives and the satisfaction of individual employee needs. (Stone, 2010) The Strategic Human Resource Management focuses in the linking of all human resource activities with the organisation’s strategic objectives. (Stone, 2010) It was first developed in the late 1980s and then it has an impressively development in the following 20 years. This idea has been discussed and researched intensively, European, American and Japanese business management practices proved that it has competitive advantage to approach a long-term strategic for sustainable development. Compared to traditional Human Resource Management, Strategic Human Resource Management (SHRM) is positioned to support corporate strategic role and functions of human resource management. This assessment is to discuss the idea of Strategic Human Resource Management and the roles that a Human Resource manager will need to undertake. It is aimed to develop a comprehensive understanding of the study of Human Resource Management. Thompson and Strickland define strategic...
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...Abstract Strategic human resource management (SHRM) has emerged as a significant issue in tandem with the increasing focus being given by the companies to strategy. Faced with an accelerating changing and unsteady environment, the response of the corporation has been to attempt to create a sound internal configuration that includes human resource management (HRM) systems. The key to providing an effective response is to have an HRM system attuned to strategic requirements. The philosophical and academic bases for SHRM, proposed during the past three decades, have followed differing paths. This project attempts to bring together the differing approaches to SHRM and presents a consolidation and evaluation of these viewpoints. A discussion highlights the problem of semantics and pinpoints the controversies and contradictions implicit in the different viewpoints. This project underscores the emerging area of agreement viz. the increasing emphasis on the strategic nature of HRM and considering human resource as a strategic resource to be used to create and sustain a competitive edge for organizations. Definition Strategic Human Resource Management is essential to every firm and organization to define its plans and strategies on how the company vision and goals should be aligned and attained through people. It is founded on the following propositions: 1- Human resources is a key source of competitive advantage 2- Employees are those who implement the strategic plans 3- A...
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...Strategic Human Resource Management HRM325 Jay Perviz Dhanani Intel College, Nairobi ID: 119127768 Word count: 2594 Introduction: Strategic Human Resource Management is the process that entails having the right people at the right time in the right place at the right cost. It is also the process of responding and assessing the dynamic business environment and seeing the people of the organization as assets rather than cost or liability. Concepts of SHRM: Life cycle: The life cycle, for example, of a product can be defined into 4 main stages: Introduction, Growth, Maturity and Decline. The aspect of recruitment and Selection can be explained as follows: * In the Introduction stage, the recruitment and selection function would aim to attract the best technical and professional expertise to the organization, conduct the interviews based on open and closed-ended questions and carry out selection tests. * In the Growth stage, the recruitment and selection function would recruit the right number of qualified workers, plan the organization’s succession policies and manage rapid internal labour market movements. * In the Maturity stage, there is another aspect, RETENTION that is added to the function. This involves the minimization of layoffs by providing new opportunities and encouraging new mobility. The challenge becomes the internal assessment and deployment rather than external recruitment. * In the decline stage, the recruitment and selection function...
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...T The Strategic Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management...
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...in the construction of a building? His response will be a strong foundation. Therefore to effectively discuss the above proposal a proper foundation should be laid, that foundation in this case is a comprehensive definition of SHRM. According to Walker 1992 SHRM is the means of aligning the management of human resources with the strategic content of the business. Many critics of the discipline propose that the subject matter offers little in empirical data to add the term strategic to the HR function, however according to Watson and Watson 1999 HR management is essentially Strategic .Firstly HR management must consider the whole organization, whereas line or functional managers focuses on departmental performance. HR management looks at long term functional on immediate or short term performance. Therefore Fombrun et al (1984) postulated that if any organization is to function effectively there are three core elements to be considered, they are the organisation’s mission and strategy, organizational structure, finally human resource management. Conceptually, a central part of SHRM is the integration of the HR function with strategic decision making. Walker 1992 speaks of strategic fit, to further extrapolate, this means developing HR strategies that are integrated with the business strategy. H R practitioners supporting this view would therefore implement practices such as employee development, reward and...
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...7 EDSML|STRATEGIC HUMAN RESOURCE MANAGEMENT| || Assignment title|| In this assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found.| Criteria reference|To achieve the criteria the evidence must show that the student is able to:||Task no.||Evidence| 1|Explanation of the importance of strategic human resource management in organisations||1.1||| 1|Assessment of the purpose of strategic human resource management activities in an organisation||1.2||| 1|Evaluation of the contribution of strategic human resource management to the achievement of an organisation’s objectives||1.3||| 2|Analysis of the business factors that underpin human resource planning in an organisation||2.1||| 2|Assessment of the human resource requirements in a given situation||2.2||| 2|A human resources plan for an organisation||2.3||| 2|Evaluation of how a human resources plan can contribute to meeting an organisation’s objectives||2.4||| 3|Explanation of the purpose of human resource management policies in organisations||3.1||| 3|Analysis of the impact of regulatory requirements on human resource policies in an organisation||3.2||| 4|Analysis of the impact of an organisational structure on the management of human resources||4.1||| 4|Analysis of the impact of an organisational culture on the management of human resources||4.2||| 4|Examination of how the effectiveness of human resources management is monitored...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource...
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...Welcome to Strategic Human Resource Management Course Number: MBA 786 School of Business & Technology University of Wisconsin - Parkside 6:00 - 9:15 p.m. Wednesdays, Molinaro 167 October 29 – December 17 Fall Semester 2008 “…if we are to have citizens who can live constructively in this kaleidoscopically changing world, we can only have them if we are willing for them to become self-starting, self-initiating learners.” Carl Rogers Contacting the Instructor Professor: Dr. Karen Crooker Phone/Voice Mail: 595-2348 (worst way to contact) Office: Molinaro 349 Fax: 595-2680 (label to my attention) E-mail: crooker@uwp.edu (best way to contact) Address: UWP, Department of Business, PO Box 2000, Kenosha, WI 53141-2000 Web page: http://uwp.edu/~crooker/ Office hours: 3:15 – 4:30 p.m., Mondays & Wednesday. Other times by appointment. Course Description Using human resource management systems to create and sustain competitive advantage. Emphasis on an integrative framework that requires linkage between, as well as consistency among, functional HR activities and their alignment with and reinforcement of the organization’s competitive strategy. Course Objectives The goal of this course is to help students develop their knowledge, skills, and abilities in the following areas. At the conclusion of this course, students should be able to ✓ Name competitive...
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...TABLE OF CONTENTS Section Title of section Page QUESTION ONE 1.1 Introduction 3 1.2 Strategic Human Resource Management 3 1.3 Human Resource Practices 4 1.4 Career Development 6 1.4.1 Training 6 1.4.2 Performance Appraisal 6 1.4.3 Mentoring 7 1.5 Organizational Culture 7 1.6 Knowledge as a mediator 8 1.7 Conclusion 9 QUESTION TWO 2.1 Introduction 10 2.2 Training Development Cycle 10 2.3 Types of Training Strategies 11 2.3.1 Job Rotation as a Training Technique 13 2.4 Importance of Training 13 2.5 Conclusion 14 QUESTION THREE 3.1.1 Introduction 15 3.1.2 Career path 15 3.1.3 Career management 17 3.1.4 Benefits of career development 18 3.1.5 Conclusion 19 3.2.1 Introduction 20 3.2.2 Career Planning Activities 20 3.2.3 Career Strategies 21 3.2.4 Career Stages 21 3.3 Conclusion 22 QUESTION FOUR 4.1 Introduction 23 4.2 Performance Management Cycle 24 4.3 360 Degree Feedback 24 4.3.1 The Balance Scorecard 25 4.3.2 The Talent Management Process 26 4.4 Rewards 26 4.5 Importance of Performance Management System at Basil Read 27 4.5.1 Performance Management System at Price Water House Coopers 28 4.6 Conclusion 30 Bibliography 31 Question 1 “Innovation forms the very core of the Basil Read offering.” Discuss how the HR practices at Basil...
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...Strategic Human Resource Management-MGT 509 Individual Assignment Instructions This is an individual assignment. The word count should be less than 1500. In writing your answers, you should do extra research based on the given case study. You should submit your answers in printed form on or before 19th March 2016. This assignment carries a total of 15 marks whereas 10 marks allocated for the submitted answer and 05 marks allocated for the presentation. The date of presentation will be announced on 19th March 2016. Integrating McDonald’s Business, Human Resource, and Staffing Strategies McDonalds is a restaurant chain that operates in most of the countries including Sri Lanka. It has recognized its human resources as the most important asset. The company’s success depends on the satisfaction of its customers, which begins with workers who have the attitudes and abilities required to work efficiently and provide good customer service. To execute its growth strategy, McDonald’s has identified people as one of its three global corporate strategies. McDonald’s claim that’s that as an employer, it wants “to be the best employer in each community around the world”. It also makes a “people promise” to its employees that “we value you, your growth, and your contributions”. Its five “people principles” reflected by its human resource strategy are: respect and recognition; values and leadership behaviors; competitive pay and benefits; learning; development; and personal growth;...
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...Term Paper Subject: Principles Of Management Topic: Strategic Human Resource Management Submitted to: Sanjana Hossain, Lecturer, Bangladesh University Of Professionals,Dhaka. Submitted by: Muhammad Maruf Rayhan Department: BBA In Accounting and Information System Section: A Roll: 16221031 Submission date: 11.04.2016 LETTER OF TRANSMITTAL To Lecturer Sanjana Hossain, Faculty of Business Administration Bangladesh University of professionals Dhaka. Subject: Submission the report on Strategic Human Resource Management practice. Dear Madam, It is my great pleasure to submit the report on Strategic Human Resource Management practice of The City Bank Limited Throughout the study I have tried with the best of my capacity to accommodate as much information and relevant issues as possible and tried to follow the instructions as you have suggested. I sincerely believe that it will satisfy your requirements and will also serve the purpose of my report. I shall remain deeply grateful if you kindly go through the report and evaluate my performance. Sincerely Yours, Muhammad Maruf Rayhan. ACKNOWLEDGEMENT At first particularly I am thankful to the almighty Allah for best owing me and to give me the effort to complete this task. Strategic Human resource Management is really an interesting course and attending an assignment like this leaves one with a store of knowledge. For that we thank our course teacher Sanjana Hossain, for teaching us easier...
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...Name: Manpreet Kaur Student id: 2145195 Course: Strategic Human Resource Management Submitted to: Nicole Parry Reading: 2 CHAPTER 1 HUMAN RESOURCE MANAGEMENT Ans1 The 4 initiatives required for a HR department to be strategic are: 1) Be transformational, not transactional 2) Think about your structure 3) Be credible – have educated, experienced, trained HR practitioners 4) Provide value for services CHAPTER 2 BE TRANSFORMATIONAL, NOT TRANSACTIONAL Ans1 Line department: This department is essential for the survival of the organisation. For example: In the manufacturing company, manufacturing department, finance department and the sales department are the line department and these department are essential for the existence of the organisation because manufacturing company cannot survive without these departments. As these departments manufacture the product and arrange the finance for the company and also sell the products. Staff department: In contrast, Staff departments are the department, which exists to help the line department in its activities. The staff departments are to advise, counsel and assist the line departments. Like in manufacturing company, the department, which is not manufacturing department, finance department and sales department, is a staff department. There is also one more point to contrast these department like if the company has to reduce the people or department then they would like to eliminate staff department rather than...
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...their business strategies as a country. According to (McGraw-Hill 2011) women in the workforce in Korea occurred after the 1998 Asian financial crises, when thousands of men lost their jobs or took salary cuts, and their wives entered the workforce. Years later the government banned gender discrimination in the workplace and required businesses with more than 500 employees to set up child-care facilities and the Government established a Gender Equality Ministry retrieved from (www.pacificbridge.com). In January 2000 the National Assembly gave the Presidential Commission on Women the authority to investigate work-related discrimination against Women according to (www.pacificbridge.com). Today the government has set the tone for Human Resource Management and businesses are expected to follow with the exception of the country top 400 companies, which are family run conglomerates that make it difficult for females to rise to the upper ranks. Cho Jin Woo, who is the director of the Gender Equality Ministry, stated “the country has a long way to go in equal employment rights for women’s” retrieved from (McGraw-Hill 2011). The government has hired thousands of women’s, that represents about 42% of its new employees last year and according to (McGraw-Hill 2011), many of the government positions that were filled, are senior positions in the judiciary, international trade administration, and foreign services. Before Choi Dong Hee joined SK Holdings, the...
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... | | | | |Student name: | | | | | |Course name: |MBA (HRM) | | | | |Subject name: |Strategic Human Resource Management | | | | |Subject facilitator: | | | | | |Teaching Centre: | | | | | |No...
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...Challenges of Strategic Human Resource Management Name: Course: Tutor: Date: Abstract Human resource management has become very important in modern organizations and this is because the knowledge-based economy of today requires that employees contribute their ideas and be actively engaged in the execution of company strategy. Because of this, it has become a strategic partner through the identification of skills needed by employees and the consequent provision of employees with the structures and training required to deploy and develop those competencies. All human resource elements including selection and placement, job design and compensation thus have to be aligned with the strategies of the company so as to ensure that only the right employee is hired for the right job and consequently properly rewarded for their input and contributions to the furtherance of the company objectives. Strategic human resource management is therefore a key element in the overall strategic management of a company. This is however not been without challenges. This paper discusses the challenges experienced in the execution of a strategic approach to human resource management. Functions of the Human Resource Department Apart from ensuring compliance with the rules and regulations, human resource management has various elements including workforce recruitment and planning, induction, orientation of new employees, training, appraisal and administration (Dessler...
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