...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 theory …………………………...Page 2 • Equity theory……………………………………………………….Page 2 • Expectancy theory………………………………………………….Page 3 ...
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...Introduction 3 2.0. Q1: Do you justify the decision made by Mr. Sharma? 4 2.1. Equity Theory and Work Motivation 4 2.2. Justify his decision 5 2.2.1. Qualification and His Services 5 2.2.2. Sharma’s Performance 5 3.0. Q2: Do you suggest any measures to stop Mr. Sharma from quitting the job? 7 3.1. Equity in compensation 7 3.2. Rewards 8 3.2.1. Financial rewards 8 3.2.2. Non-financial rewards 9 4.0. Q3: Do you think that there is something wrong with Institute pay practices and the university Grants commissions? If yes, what are they? How do you rectify them? 10 4.1. Expectancy theory 10 4.2. Innovative reward system 11 5.0. Conclusion 13 6.0. References 14 1.0. Introduction Human Resource Management (HRM) is mainly to develop people through work. It is for managerial behavior. It included with human resources planning, recruitment, selection, orientation, training, appraisal, motivation, remuneration etc (Businessdictionary, 2010). Human Resource Management (HRM) is the purpose inside an organization that focal point on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management is able to be performed by line managers. The focus taking place HRM is going on administration people between the employer and employee relationship. Particularly, it engages the imaginative use of people in reach the organization’s business objectives and the fulfillment of entity...
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...College Number(Bottom Left of College Card) | 100677053 | Year: | 2 | Course Code | MN207 1B | Course Tutor: | Dr. Vidu Badigannavar | Assignment No.: | 1 | Degree Title: | Human Resource Management (HRM) | Question No. & Title: | Critically examine the strengths and limitations of the ‘universalist’ and the ‘contingency’ approaches to HR Strategy. In doing so, explain under what conditions HR strategy may help a firm secure competitive advantage. | Explain analytically what is meant by ‘psychological contract’. Critically assess which process theories of motivation could help employers establish a ‘psychological contract’ with their employees? In today’s world, contracts play an ever increasing importance due to our technological growth and the complexity and modern society. Many of us have contracts with our banks and mortgage companies, universities and many others. These contracts are written, precise and formal and penalties exists for breaking these contracts. These are economic contracts. However, if two people agree to meet for lunch you are engaging into an informal contract and the expectancy is that both of you will meet as agreed. If either of the parties are late, the other will be wary of meeting again, one will feel guilt and the other annoyed that the contract has been broken. In both the formal and informal contracts an exchange has taken place which is the essential feature of any contract and are theoretically entered into willingly...
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...Achieving Organizational Strategy through People Achieving Organizational Strategy through People. A common theme observed in modern organizations today is the poor alignment of business strategy and HRM strategy. Find an article(s) through ProQuest which discusses the benefits of aligning HRM activities with key business initiatives and discuss the challenges and the opportunities of doing so. Present your findings in 200 words or more in your discussion post. Remember to properly cite your sources. BUS 692 Week 1 DQ 2 Expectancy and Equity Theory Expectancy and Equity Theory. Business managers seek higher performing workers to staff positions in organizations. Read pages 33 through 45 of the text and at least one article(s) through ProQuest. Consider organizational strategies and practices in your organization that could be enhanced by the application of these theories and address them in 200 words or more in your discussion post. Remember to properly cite your sources. BUS 692 Week 1 Selection of the firm Selection of the Firm. Determine an organization you will analyze and evaluate over the six weeks of this course. The organization can be one in which you work, one in which you have access, or one of such substance that significant internet material is available for your use. Write a three to five page paper that: Describes the nature of the organization (provide industry, product/service, a brief history, and position in relation to competition) Identifies significant...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Table of Contents | | | | | | |HR |Page 4 | |The formal policies and processes used to satisfy intrinsic and extrinsic needs |Page 8 | |The impact of organisational performance management processes on motivation |Page 9 | |Management styles within the organisation and the impact of these on motivation |Page 12 | |The expectations on managers relating to management of motivation levels and how these are communicated and |Page 13 | |encouraged | | |The development of people management skills within the organisation and the effect effectiveness of this|Page 14 | |Current practices against relevant models |Page 14 | |Summary and recommendations ...
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...CORRELATION OF ACADEMIC MARK AND LEVEL OF PERFORMANCE OF BSHRM PRACTICUMERS IN THE FOOD AD BEVERAGE SERVICES IN DAVAO CITY BY: COLLO, ELOISA CARLOS, JASON ENRIQUEZ, LEILA ANNE COMPASION, MARIZ SINCO, CAROLINE MARAMBA, JENEVY CHAPTER 1 INTRODUCTION One of the fastest growing sectors of the economy is the hospitality industry. It attracts diverse kinds of people with different fields of interest . People have always gone out to eat sometimes and travelled for work or leisure purposes, and with these, HRM graduates working as staffs are needed to accommodate the clientele. The hospitality industry is defined as the activity of providing lodging, food and beverage and recreational services, which are included but not limited to hotels, motels, clubs, casinos, restaurants, recreation facilities, tourism, cruise line and theme parks. For many years now there has been an evident growing increase in the demand for competent skilled personnel in the food and beverage industry both locally and abroad. The said industry encompasses a wide range of specialized services. Responsible dining room management, qualifications, personal appearance, the importance of teamwork, customer service and up-selling techniques are key traits and know-how in this industry. It requires good knowledge on the organization of the dining room and table settings to classification of textiles, glassware, flatware and china. This also includes the management and service of wine, beer and...
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...competitive workforce and technologies, for the sake of company’s future, an excitement was created that demanded a new face and leadership, thus appointing Krishna Kumar as the head of Taj Hotel Group. This has resulted the above mentioned changes. However the main subject investigated by the case study is the, company’s development and evaluation of its performance management system (PMS) under the era of Kumar’s leadership, which single handedly contributed to most of the remodeling of Taj’s new corporate face. The case study coherently provide evidences to differentiate the two styles of performance management under Kerkar and Kumar. Kerkar’s was more personalized, informal and based on soft human resource management (HRM), whereas Kumar implemented hard HRM, that consists of tools, objectives and systems. Both the practices has its own merits and demerits, yet Kumar has to deal with more challenges, that is to confront the employees who were used to Kerkar for...
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...Human resource management! page 1 / 8 Introduction to Human Resource Management A. Why HRM is important to all managers ? ! Business success lies in controlling the scarcest of resources : human intelligence ! Authority will be increasingly challenged B. HRM trends Some key challenges : ! demographics (talent shortage, ageing population, changing family patterns, diversity) ! economics (health costs, retirement costs, demand for qualified workers, M&As) ! globalisation (off shoring, uniformisation of labour standards, CSR & NGO, safety & security) ! technology (knowledge management, eLearning, protection of intangible assets) C. Strategic Human Resource Management Analysing work & designing jobs A. Job Analysis ! systematic gathering and organization of information concerning jobs : tasks / duties / responsibility You do this job analysis with : questionnaires, interviews, direct observation, and logs or diaries. The uses of job analysis : legal, recruiting, selection, performance, compensation, training, career dvpt. B. Job description ! document that identifies and defines a job in terms of its tasks, duties, responsibilities, working conditions, specifications. - Identification information : non-discrimination / up-dated / agreed - Job summary - Job duties and responsibilities - Job specifications and qualifications C. Types of employment Standard contract / Flexible contract Florent Malbranche © ! EDHEC BUSINESS SCHOOL 2010/1011 Human resource management! page...
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...The HRM Function In any organisation, an essential part of the process of management is to ensure the efficient use of resources, particularly human resources. This is because the human element plays a major role in the success of organisations. The effective management of human resources is therefore very important. This is because organisational goals and business strategies can only be realised through people. HRM has been defined as “the design, implementation and maintenance of strategies to manage people for optimum business performance including the development of policies and processes to support these strategies and the evaluation of the contribution of people to the business”. Perhaps, one major justification regarding the change of nomenclature from Personnel Management to Human Resource Management is the increasing emphasis on effective employee relations and importance of securing the involvement and commitment of employees to the aims of the organisation. This becomes important given the preference of organisations for a leaner and fitter workforce. In this context it becomes imperative to get the best possible performance from every employee while, at the point of recruitment, well qualified and highly skilled people are brought into the organisation. HRM policies, activities and functions are based on the premise that it is necessary to recognise the needs and wants of staff as well as the nature of their grievances as a step in the direction of motivating...
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...Mälardalens Högskola School of Sustainable Development of Society and Technology EFO703 Bachelor Thesis in Business Administration, 15 hp Managing Selection and Retention of Employees A Case Study on Länsförsäkringar Bergslagen Sisi Jin 880223 Kazi Sraboni Quader 880705 Supervisor: Magnus Linderström Examiner: Ole Liljefors June 7, 2011 Acknowledgements We, the authors, are grateful to all of those who made this thesis possible. We first appreciate each other for contributing with great efforts to write this thesis and for pushing each other when it was necessary. We especially want to thank our supervisor Magnus Linderström who gave us a lot of feedback and supported us with helpful ideas and relevant materials. We would also like to thank the opposition groups for providing us with their insights. Ann-Christin Palmer deserves a big thank you as she kindly provided us with a lot of information about Länsförsäkringar Bergslagen during the interview, and welcomed us to conduct a follow-up interview. Last but not least, we thank our family and friends for giving us encouragement and support. Sincerely, Kazi Quader and Sisi Jin Abstract Title: Authors: Supervisor: Examiner: Level: Date: Keywords: Managing Selection and Retention of Employees: A Case Study on Länsförsäkringar Bergslagen Kazi Sraboni Quader and Sisi Jin Magnus Linderström Ole Liljefors Bachelor Thesis in Business Administration June 7, 2011 Employee Selection, Employee Retention, Employee Motivation...
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...its environment of the business. It explores the close link between strategic management and HRM by assessing the extend to which there is a vertical integration between an organisation business strategy and its HRM policies and practices. 'Best practice' school claims that certain 'best' human resource practices would result in enhanced organisational performance, manifested in improved employee attitude, lower level of absenteeism and turnover, higher level of skills for higher productivity, enhanced quality and efficiency. That is why the 'best practice' model is also referred as high commitment models. These two concepts are generally described within the literature but it is sometimes difficult to stretch the specifications of each approach. This essay will attempt to fill that gap. Section two compares these concepts according to human resource studies. It will highlight areas of agreement between each approach. Section three therefore stretches the differences between 'best fit' and 'best practice' approaches. We now try to discuss in section four the approach taken in this debate by the CIPD. Concluding elements are found in section five. The terms 'best fit' and 'best practice' are used in strategic human resource management literature. The 'best fit' approach to strategic human resource management (HRM) explores the close relationship between strategic management and HRM by considering the influence and nature of vertical integration. Vertical integration, where...
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...This report will explain that leadership, motivation and human resource strategies have been used by Deloitte to effectively manage its employee’s behaviours through their vision of empowering women. This report will explain that culture in the Asian and Middle Eastern countries play a role in determining the strategies that a company can use. There will be an analysis critiquing the strategies that Deloitte have used, whether they have adopted the correct strategies and what strategies they should implement in the future. “Leadership is the process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organisational goals” (Waddell, Jones & George, 2011, p. 172). Deloitte motivates and manages its employees through using the leadership theories of: House’s path goal theory; Vroom’s expectancy theory and transformational leaders. House’s path goal theory supports servant leadership. This means that the leader is not looked at from a position of power but rather as a life coach providing information and support to employees (House, 1996). House’s Path goal theory entails: offering rewards for the achievement of performance...
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...Michael Hill Jeweller is a New Zealand established Jewellery business; retailing in Jewellery and watches was founded by Michael Hill in 1979 with his first store opening in Whangarei. Now the Michael Hill chain has more then 250 stores opened across Australia, New Zealand, Canada and the United States. This report will discuss the management theories in organisational behavior, communication, working in teams, leadership and human resource management within the organisation. Organisational Behavior Organizational behavior is the study of both group and individual performance and activity within an organization Douglas McGregor’s X and Y theory explains that managers should give more attention to the social needs of people at work. Theory X assumes people dislike work, lack ambition, are irresponsible and prefer to be led. Theory Y assumes people are willing to work and accept responsibility and are self directed and creative. Communications Michael Hill Jewellers use many different communication channels throughout their organization, the richness of communication channel diagram below; helps us understand how MHJ uses personal and impersonal ways to communicate various types of messages throughout there organisation. Postings, e-bulletins Postings, e-bulletins Face- to –face, Meetings Face- to –face, Meetings Email, Voice-mail Email, Voice-mail Low Richness * Impersonal * One- way * Fast Low Richness * Impersonal *...
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...Organisation Background During the period of 2008 – 2013, I had the opportunity of working as a senior consultant in a local technology consulting firm in the U.A.E. For the sake of confidentiality I shall be referring to this organisation as “ABC Technologies”. Having around 40 employees, ABC Technologies was one of 13 companies under a mother group, constituting of 3300 employees and a turnover exceeding US1.5 Billion. Their consultants were assigned to projects across 7 different countries, yet the company had no offices outside the U.A.E. Being a relatively small company (in terms of head count and revenue turnover) compared to others in the group, ABC Technologies does not have a dedicated Human Resources Management (HRM) function, and was referring to the Group HRM for all employee matters, including resourcing, learning & development, performance management, and employee rewarding. Being employees in a consultant firm, majority of the consultants had needs that were different from the rest of the employees in the group. The nature of the work mandated the company not only to hire exceptional employees, but to retain them as well. The recruitment process attracted and hired very good consultants, who with time become less productive and efficient due to the way the company rewards them. Employees always complained about gaps between their needs and management offerings. They also felt that the effort they put into the job, especially with the continuous travelling and long...
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