...The Impact of HRM Eva Springer Bus-210 May 4, 2012 Paul Korth CheckPoint: The Impact of HRM The recruitment-and-selection component of the HRM system is a pivotal attribute of most, if not all businesses, particularly with worker-centric companies, where experience, expertise, knowledge, and execution are essential requirements for employees. To improve this already-functioning area, I would suggest reinforcing and strengthening the effectiveness of the workflow and job analyses, which are collective assessments conducted by the managers within a company’s respective divisions and departments (Jones, 2007). By tightening up this phase of recruitment and selection, a company will not only save time, but also reduce the overall cost of the undertaking. With this process, attracting the most suitable applicants is the desired result; therefore, composing the job-description and job-specifications flyer (or brochure) should consist of careful consideration for conciseness, specificity, and brevity. When the time comes to promulgate the company’s intent to recruit, utilizing cost-effective forms of advertisement can save the company money and yield appropriate applicants. Researching and developing a plan similar to a formal marketing campaign may benefit this process tremendously; this could even allow the use of Internet for broadcasting the company’s objective of recruiting prospective employees. The Internet has become so ubiquitous that even the screening process...
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...The Impact of HRM Ruth Riddick BUS210 May 17, 2015 Hev Phoung The Impact of HRM Improving the human resource management includes appropriate and effective payment systems, hiring processes, employee valuation, and training. We need to develop compensation plans and incentive programs that will encourage good work performers to continue, and poor work performers to want to improve. When hiring new employees, it is important our recruiters keep in accordance with the company’s policies and job requirements. To ensure our workforce supply supports the company’s demand we need to implement a skills inventory of our current employees (McGraw Hill Irwin, 2015). The most important area the company can improve upon is in employee training. New employees should undergo training during orientation. Training should be a continuous process after hire. The company can offer training weekly, monthly, and annually according to the respective skills required for each position. Ensuring employees are well-trained leads to smoother company operations because they have more experience in the job expected of them. Continuous training programs will equal continuous improvement of skills of the employees also. Employees will reestablish the skills they already have and learn new, and better ways of doing their job. Reinstating and improving the skills of the company’s employees will safeguard company operations. Employees will continue to perform at the highest levels because they are...
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...The Impact of HRM Noel Figueroa BUS/210 University of Phoenix There are several ways that we can make some changes to our Human Resource Department that can have a significant impact on the quality of production we can attain. I would begin at with recruitment and selection. I feel that we need to look at how we have been recruiting and what out turn over rate is. If our turn over rate is high, then we need to train our recruiting department to evaluate the candidate pool a little better. We can take a look and if we can not find individuals that are already experienced then we need to look at individuals that seem that they are trainable. These individuals that are trainable can be molded into the employees we need so that we are getting what we need for our company. This leads us to training and development. We need to develop a new training program that is a bit more interactive. When we train like we are just speaking to a group, this tends to have people zone out and not pick up entirely on the task at hand. People tend to feel more important and wanted if we are listening to their ideas as well even in a training environment. A good trainer will recap each section of the training so that the trainees can be involved and more attentive. Next I will discuss labor relations, performance appraisal and feedback, and pay and benefits because I feel that these departments all tie together. With labor relations...
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...* Your manager has asked you to draft a proposal for improving the management of human resources in your company. * Describe the best ideas for improvement presented in the brainstorm session from the human resource improvement Discussion Question. * Select the best ideas from at least two of the different areas discussed. What are the different ways that changes to these areas would affect business? I think that the best ideas for improvement are the two I chose in the Discussion Question. These include “training and development” and “performance appraisal and feedback”. Although training and development is an extremely expensive part of a company’s system, many employees spend more time training than they do on the job. To cut some cost, many major companies rely on training facilities and consultants also known as outsourcing to do their employee training while other companies provide in-house training. Many employees can be trained on the production lines by the management or other experienced employees, however, many companies will rely on the skill-trained courses taught at night for major training. Bigger companies have the resources to provide excellent training and developmental opportunities. Performance and appraisal is a way in which managers review and evaluate how well an employee retains what they learned from training and apply to their jobs. This process includes evaluating an employee’s work and providing them with feedback, whether it is positive...
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...IMPACT OF GLOBALIZATION ON THE HUMAN RESOURCE MANAGEMENT FUNCTION IN DEVELOPING COUNTRIES: A CASE STUDY OF KENYA PUBLIC CORPORATIONS Hazel Gachoka Gachunga1 Abstract Globalization has a major impact on the management of human resources in developing countries including Kenya. It has led to homogenization and convergence in organization strategies, structures and processes as well as in consumer choice. With accelerating globalization, organizations have had to change and new trends have set in even in the management of human resources. Globalization has led to changes in organization design and organization structures are leaner thus improving efficiency but having a negative impact on staff numbers which have had to be reduced. This means employees have been retrenched in many sectors like telecommunications, the Kenya Railways and the Kenya public service sectors in order for those organizations to gain competitive advantage. Reward management systems have changed and even the human resource planning strategy is to have a leaner staff in the core areas and to hire part time workers in a bid to reduce costs and to enable the business to run profitably and efficiently. The non-core jobs have been outsourced which has led to an increase in independent contractors to service industries. However, the homogeneity that results from globalization has had a major effect in developing countries because of brain drain. Globalization can therefore be said to have had a phenomenal impact...
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...Week 7 Day 5 CheckPoint Impact of HRM on Business BUS/210 April 20, 2012 Rob Garcia, MBA Impact of HRM on Business Introduction I have been asked to review some recent suggestions on improving our HR department here at The Office Store. Having to review and suggest new ideas in such a large company is not an easy process to take. While I am the newest assistant manager here, I do bring some experience from my previous job with a competitor. There were many great suggestions submitted, I have selected two of the suggestions I think would have the most impact on our business and help improve and possibly streamline some of the work the HR department has to deal with on a daily basis. HR Suggestion #1: Technology and Payroll The first suggestion I would like to submit would be “Employees having access to paycheck related information.” The basic idea is currently all employees that have direct deposit have also agreed to go paperless giving the company the added savings of printing and mailing paychecks. Many times an employee may need access to previous paycheck stub information for tax purposes or even wage and employment verification. I agree it would be a benefit to the company to enable employee’s access to their own information for payroll as well as basic employment information. “This assists the employee greatly when he or she they can check to see what he or she are claiming on the latest Form W-4 or what...
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...Check Point the Impact of HRM My proposal to improve the management of our human resources in this company is to readdress how we pay our employees, and the benefits they receive. Our benefits package should include health insurance, two weeks’ vacation time annually, 48 hours of sick time, and an employer match 401K plan. It is important for employees to take vacation time so that they can have time to themselves to be better employees for our company. If they are encouraged to take their vacation time they will ultimately use less of their sick time. Using their medical benefits to get annual exams and stay healthier will also lead to better employees and using less of their sick time. My next proposal is for our performance appraisal of employees. We need to have a structure so that employees understand the expectations and will ultimately perform better if they know what is expected of them. In our sales department at the beginning of the month employees should have a goal of how much they need to sale and the type of items they should be focusing on. Each month the management needs to address the performance of the employee whether good or bad based on the goals that were set for the employee. We can then reflect on trends of the employee’s performance and look at ways they can improve. If there is no improvement then we can look at disciplinary action to probation and then to termination. Evaluating performance each month should prevent employees having to go into...
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...Impact of Investment in Human Resource Training and Development on Employee Effectiveness in Nigerian Banks Khadijat Adenola Yahaya (Mrs. ) Department of Accounting and Finance, University of Ilorin Abstract The success of any organization depends on the ability of its human resource to utilize other resources such as capital, equipment and land for the achievement of organizational objectives. Human resource thus requires the necess ary attention in order t o achieve corporate objectives. This paper investigates the impact of investment in h uman resource training and development on employees' e ffectiveness in N igerian banks. Descriptive survey research was adopted for the study. A quantitative measure published by the Institute of Intellectual Capital Research and approved by the Saratoga Institute database was used (o assess human resource effectiveness in three randomly s elected banks. Also, an instrument titled Assessment of Trai ning and Development Activities Scale (ATDAS) was administered to one hundred and twenty -five randomly selected employees of the selected banks in Ilorin metropolis, Kwara State, Nigeria. Relevant data was obtained from the three selected banks ' audited f inancial accounts for a period of five years (2001 -2005). The collected data was analyzed using descriptive a nd inferential statistics. The results showed that Zenith Bank had the best Human R esource M anagement and A ccounting practice p erformed best . T he study also ...
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...Essay Title: ‘Assess the state of the evidence in favour of HRM’s impact on organisational performance. Do the supporters of HRM’s strategic contribution have enough of a case?’ Word Count: 3,105 Abstract The evidence in favor of HRM’s impact on organizational performance is growing, however some doubt has cast on these studies. Thus, this essay suggests that the evidence of HRM-performance linkage is weak because theoretical and methodological issues remain among most of these studies. So, this essay will mainly analyze theories concerning on HRM and firm performance relationships and methodological problems in empirical studies. As there are flaws in both theories and the process of studying the relationships, this essay concludes that the evidence in favor of HRM’s impact on organisatioanl performance is weak. It seems that it is better to pay more attention to the HRM’s theories and methodologies in order to further the understanding the correlation between HRM and firm performance. TABLE OF CONTENTS 1. Introduction 4 2. Evidence of previous studies 5 3. Theoretical evidence 8 3.1 Categorizing theories 9 3.1.1 Strategic theories 9 3.1.2 Descriptive theories 11 3.1.3 Normative theories 11 3.2 Conceptual theories 13 4. Methodological issue 15 4.1 Measurement of HRM 16 4.2 Measurement of performance 17 5. Conclusion 18 1. Introduction Human resource managers have been worrying about the inability to prove their contribution...
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...Measuring the impact of HRM on organisational performance Anastasia A. Katou University of Macedonia (GREECE) akatou@uom.gr Received September 2008 Accepted December 2008 Abstract: The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes. Keywords: HRM policies, organisational performance, Greece 1 Introduction Over the last ten years significant steps forward have been made in identifying the HRM – performance relationship. However, serious gaps in our understanding still remain with respect to the causal ordering of the variables involved in the HRM – performance relationship (Purcell, Kinnie, Hutchinson, Rayton, & Swart, 2003; Wright, Gardner, Moyniham, & Allen, 2005). Specifically, in analysing the impact of HRM on organisational...
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...An organization is built with a good team of working professional with the support of Human Resource Management which performs key function such as recruiting the right people and remunerate their salaries accordingly. Human resource management plays an important support activity of an organization’s value chain in order to sustain in a competitive environment. The term value chain has been incorporated by Michael Porter (1985) in his book “Competitive Advantage: Creating and Sustaining Superior Performance”, in which he described value chain as a series of activities that the organization to adapt sustainable growth in a competitive business environment. In this analytical paper, the author will analyse his current employer’s human resource strategies and practices. OES Oilfield Services is a medium enterprise with less than 500 employees around the world. This company has a head quarter in Dubai, United Arab Emirates and satellite offices around the world serving each continent respectively. The author is based in OES Oilfield Services Singapore Pte Ltd with 15 office staff and 60 field technical inspectors. This company specialised in non-destructive testing of lifting equipment on-board a client’s oil rig by providing technical competent inspectors. Such test is to check the integrity of lifting equipment to ensure zero downtime for the oil rig operation, which in some cases when the oil rig drilling operation is hindered, the oil rig owner will be fine over hundreds...
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...HUMAN RESOURCE PRACTISE EFFICIENCY IMPACT OF IMPLEMENTATION HRMS IN TENAGA NASIONAL BERHAD (TNB) -THE CASE STUDY- Abstract Although there is no official link connecting organizational performance and HR practices, there is still that link. It does not matter the lack of a physical connection, so as long as the connection does exist. Firstly, managing people the right way helps any organization achieve improved performance over time. When organizations manage their people well, the organization's performance itself will also improve over time. But if organization wants a more tangible basis for measuring HR performance and efficiency, then here are some commonly used metrics for that purpose. HR management starts with selection and recruitment. When a company has vacant positions, it will look for applicants for that position, in the hopes of finding the best one to suit the job. The measurement dimension to look out for here then is the level of sophistication that the processes of recruitment are at. Are the selection and application processes up to par? Do they come with appropriate psychometric tests? Does the department make use of clear criteria when it comes to selecting qualified people from its pool of applicants? Are the interviews as structured as they should be? The next process to look into is induction and training. Induction is the process of officially introducing newly hired employees into the company or the organization. Metrics here would still pertain...
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...(mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives). In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? 2. Whether influence of strategic HRM depends upon the ownership? 3. Is there any difference between private sector and public sector so far as impact of strategic HRM or performance is concerned? A company is known by the people it keeps. Researchers...
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...current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies. The study of HRM has come a long way in a relatively short period of existence. In a society...
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...BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW TO purchase this tutorial visit following link: http://wiseamerican.us/product/bus-325-assignment-1-hrm-mne-new/ Contact us at: SUPPORT@WISEAMERICAN.US BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW HRM in an MNE – NEW Assume that you are an HR manager in a MNE, and you have been tasked with designing HR policy that would apply to the various locations external to the United States, You must define the differences between domestic and international HRM, examine key factors that drive standardization, and define the impact on culture and the institutional environment. Write a six to eight (6-8) page paper in which you: 1. Compare and contrast two (2) main differences between domestic and international HRM. 2. Examine two (2) of the factors that drive standardization of HRM practices. Determine whether or not it is advantageous for an MNE to adopt a worldwide corporate culture for each of its subsidiaries. 3. Examine the role of the subsidiary. Compare and contrast global innovators, the integrated player, implementers, and local innovators as subsidiaries. Determine the best role for a company that is just beginning to expand internationally. Provide a rationale for your response. 4. Analyse two (2) of the factors that drive the localization of HRM practices for an MNE. Determine two (2) advantages of the localization of HRM practices. More Details hidden… BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW HRM in an MNE – NEW Assume that you are...
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