...Jamaican style cuisine restaurants is nothing short of daunting. It takes a lot of hard work and team of dedicated staff, to execute the goals set out by Top Level management. I work for Negril Café. It’s a small, but busy chain of buffet style restaurants here in Nassau, The Bahamas, and employs more than 36 persons across the 3 restaurants that are in operation. My role as Administrative Assistant lines me up to see both the big tasks and little ones that keep the company afloat. On a day to day I work closely with both top and middle management to ensure all the administrative tasks that knit all of our subsequent departments together. Some would even regard my position as the glue to the unseen magic that makes running the organization appear so streamlined and seamless. Some of my duties as administrative assistant are as follows: 1. Works directly with the CEO / Owners on projects. 2. Maintains employee file, update information as need. 3. Track employees’ sick, vacation days etc. 4. Prepare Employee Bank letters, reference letters as requested. 5. Process all owners’ bills for payments etc. 6. Receive daily requisition sheets from Store managers by 12noon. 7. Combine all requisitions into one purchase order by 1pm. 8. Process expense reports for owners. 9. Prepare Employee NIB form for payment. 10. Retrieves employee time log information for payroll. 11. Distribute Memo, bulletin and other information as need to the...
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...Definition of Career Career is a sequence of attitudes and behaviors associated with the series of job and work-related activities over a person's lifetime. Yet in another way, it may be defined as a succession of related jobs, arranged in hierarchical order, through which a person moves in an organization. As the literal definition of career focuses on an individually perceived sequence, to be more accurate, career may be either individual centered or organization-centered. Therefore, career is often defined separately as external career and internal career. External career refers to the objective categories used by society and organizations to describe the progression of steps through a given occupation, while internal career refers to the set of steps or stages which make up the individual's own concept of career progression within an occupation. For such two different approaches, in organizational context, career can be identified as an integrated pace of vertical and lateral movement in an occupation of an individual over his employment span. Important Elements of Career Analyzing the definitional context, it is therefore; clear that career has the following important elements: (1) It is a proper sequence of job-related activities. Such job-related activities vis-à-vis experience include role experiences at different hierarchical levels of an individual, which lead to an increasing level of responsibilities, status, power, achievements and rewards. (2)...
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...Why has the idea of competency become so important and outline its application to staff undertaking international assignments? Introduction Competency is defined as a constitution of a specific set of attributes such as knowledge, skills, attitudes and other characteristics (KSAO) people processes in which they use in accomplishing their tasks (Velde 2009). In general, competency is made up of three components. Firstly the KSAOs that contribute to successful and effective job performances, secondly, KSAOs can be evaluated, in other words they must be measurable and observable, and lastly, through KSAOs, managers are able to distinguish the superiors performers form others. Importance of competency Armstrong (2010) explains that ‘competency represent the language of performance. They can articulate the expected outcomes from individual efforts and from the manner in which the activities are carried out. Because everyone in the organization can learn to speak this language, competencies provide a common universally understood means of describing performance in many different contexts.’ Competency based approaches takes the view of the abilities of employees to shift between jobs as well as proficiencies in the associated tasks for various positions. The human resources managers need to identify the KSAOs that are essential for the organization to achieve its strategic goals. Traditionally, competency based approaches identifies the required KSAOs regardless of jobs, however...
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...QUESTION #1 PART A ANSWER A Introduction Positive organizational change is necessary for an organization and it is considered as need in order to be competitive in the market (Pavletic and Sokovic, 2002). The case discussed in this part also related to a positive change. The desired results against this change is the reduction in manufacturing time, betterment of quality, increasing efficiency of manufacturing and also reduction in personnel cost. This part will include complete process plan that is going to be followed in order to achieve desired and mentioned results. Lean Six Sigma as Proposed Methodology Lean Six Sigma Methodology is a very effective way to have a significant reduction in the lead time in manufacturing units in a company. Lean basically refers to a methodology that improves a company's process, resulting in faster delivery of services and products, and at the same time keeping the costs lower. Six Sigma refers is a methodology that is again related to process improvement, but is predominantly data driven. Making use of the methodologies offered by Six Sigma such as DMAIC (Define, Measure, Analyze, Improve, Control), process variations are reduced, and incapable processes are taken care of (Pavletic and Sokovic, 2002). Post this achievement, Lean methods need to be used which reduce costs of waste using appropriate tools (Laureani, 2012). Reduction in Manufacturing Time Cycle time is reduced using the Lean Six Sigma process, primarily by reducing...
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...Human Resource Management Assignment 3 Report to Board of Directors Subject: Pay, Appraisal, Discipline, Grievance and Personnel records Job Descriptions and Pay Findings | |Softworks |Barnsley MBC (Comparator) | |Job Description |No Formal job descriptions |Formal agreed job descriptions for every post in| | |Staff undertake duties where they are required |the organisation detailing duties of post | | | |Staff work to JD but are sometimes given the | | | |opportunity to undertake further tasks | |Pay |Pay set by Dept managers |Pay set at national scales | | |Pay is awarded to more valued members of staff |Pay agreed with trade unions | | |whom the organisation wishes to stay. |Increments set within scales to reward | | | |experience....
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...STRATEGIC HUMAN RESOURCE MANAGEMENT CLASS NOTES/WORK The Strategic Approach to Employee Resourcing (Adapted from Armstrong, 2006) Definition The objective of HRM resourcing strategies is ‘To obtain the right basic material in the form of a workforce endowed with the appropriate qualities, skills, knowledgeand potential for future training. The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity uponwhich most other HRM policies geared towards development and motivation couldbe built.’ Keep (1989)Resourcing strategy ‘ is concerned with obtaining and keeping the number andquality of staff required and with selecting and promoting people who ‘fit’ the culture and the strategic requirements of the organization ’ Armstrong The aim of the resource based strategy is to ensure that a firm achievescompetitive advantage by employing more capable people than its rivals. Thesepeople will have a wider and deeper range of skills and will behave in ways that will maximize their contribution. Armstrong How the organization attracts and retains the right employees 1. By being the employer of choice2. By providing them better opportunities and rewards than competitors3. By developing a positive psychological contract which increases commitment and creates mutual trust 4. By deploying the resources in ways that maximize the intellectual capitalthey provide. Strategic HRM approach to resourcing The...
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...A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME TABLE OF CONTENTS ACKNOWLEDGEMENT……………………………….i ABSTRACT………………………………………………ii LIST OF TABLES……………………………………....iii LIST OF CHARTS………………………………………iv CHAPTER | TITLE | PAGE NO | I | 1.1 INTRODUCTION1.2 INTRODUCTION TO THE STUDY | 110 | II | REVIEW OF LITERATURE | 11 | III | OBJECTIVES OF STUDY | 16 | IV | RESEARCH METHODOLOGY | 17 | V | DATA ANALYSIS AND INTERPRETATION | 20 | VI | FINDINGS OF THE STUDY | 44 | VII | 7.1 SUGGESTIONS AND RECOMMENDATIONS7.2 CONCLUSION | 4546 | VIII | 8.1 LIMITATIONS OF THE STUDY 8.2 SCOPE FOR FURTHER STUDY | 4748 | ANNEXURES I. QUESTIONNAIRE……………………………………….. II. BIBLIOGRAPHY…………………………………………. ABSTRACT Training is a learning experience, in that it seeks a relatively permanent change in an individual which will improve his (or) her ability to perform on the job. We typically say training can change the skill, knowledge, attitude and social behavior. It means changing what employees know, how they work, their attitude towards their work or their interaction with their co-workers or their supervisors. THE EXPECTED RESULTS OF TRAINING PROGRAMME HIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trained employees perform better by using better method of work. BETTER QUALITY OF WORK: In formal training, the best methods are standardized and taught...
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...enterprises and / or creating the conditions where these advances can occur. Why do we focus on initiatives and activities? There is a big difference between hoping for something and making it happen. We focus on initiatives and activities because they are the ONLY means of positively impacting the regional context in which we operate. Without execution, our planning amounts to little more than wishful thinking. Initiatives and activities that are strategically-focused, properly-prioritized, well-planned, and well-executed bring strategic plans to fruition. How do we ensure that we undertake the best initiatives and activities possible? It is a difficult challenge. One size does not fit all. What works for one region will not necessarily work for another. There are desired states called ‘outcomes’ that we are trying to achieve. We undertake activities and initiatives that will produce products or services called ‘outputs’ that will contribute to achieving our desired outcomes. We control the outputs we produce but not the outcomes we hope to influence. We use opportunity management processes to ensure that the initiatives and activities we undertake are those most likely to positively shape the outcomes we desire. All organizations have limited time, limited funds, limited skills, limited volunteer base, etc. There are only so many initiatives or activities that any organization can undertake. It is critical that the work we do fit with our logic model, produce tangible...
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...its relevance for a new position. Why do a job Analysis? As stated by Ghorpade, Jai, (1988, p 1), a job analysis uses a variety of methods but serves to bring purpose to the organization and serves as legal compliance tools for EEOC and ADA. It provides the advantage of getting first hand information on identifying and verifying useful data for performing the job. Some disadvantages of a job analysis are it is time consuming, requires a useful sample size, and does not take into account most mental tasks. The job analysis is designed to collect and gather information on the process of job related duties a person will perform on the job. The data is used to develop and support the job itself, the job description; helps formulate an appropriate classification for the job and the job performance evaluation. The job analysis should clearly list the specific duties the person will be responsible for and how much time it will take to complete each task. In determining job functions it is important to remember the actual duties to be performed and that they are essential to the job. The level of experience will be required and any special training or education that will also be needed in order for it to be evaluated. There should be a clear purpose for analyzing a new position and that it is defined and linked to the goals of the organization. Analysis will require a collection of sufficient information of how the job will fit into the organizations structure for success. To assist...
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...Organizations such as BHP would operate a number of different performance appraisal methods. In order to ensure the success of the method implemented certain processes need to be in place. Outline the processes and documentation an organisation such as BHP would need to have in place to successfully implement performance management * Firstly, BHP would need to assess whether all positions within their organisation are documented and available in current and accurate position descriptions. * Investigate whether managers have provided all BHP staff with performance indicators to be used in the current appraisal period, ensuring they are consistent with each staff members key role requirements, as outlined in each position description. * Assess BHP’s performance management policy and procedures to determine whether performance appraisal meetings are being held at a frequency in-line with BHP’S policy requirements (i.e at least once a year). BHP can also use the policy to check whether all performance documentation has been completed , recorded and signed off by both manager and employee. * Investigate whether all BHP staff are subjected to appropriate organisational policy and procedures for rewarding good performance as well as addressing underperformance. * Assess how disagreements about performance apprasials outcomes are managed, investigating whether BHP has a clear and consistent policy and procedure for the dispute settlement process. Also, whether the issue can...
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...Department? 4 2.3 Human Resource specialist Vs. Human Resource Generalist 4 2.4 Job Design 5 Importance of Job Design 5 2.5 Job Analysis 6 2.6 Human Resource Planning 7 2.7 Recruitment 8 2.8 Selection 9 2.9 Hiring and Induction. 10 2.10 Performance Elevations. 12 2.11 Reward Management 13 2.12 Training and Development 14 2.13 Employee welfare Management 15 2.14 Employee Movements 16 2.15 Employee Discipline Management 18 2.16 Labor Management Relations 19 3 Human resource practice in selected organization. 20 3.1 Job Design 20 3.2 Job Analyze 20 3.3 Human Resource planning 21 3.4 Recruitment 22 3.5 Selection 22 3.6 Hiring and Induction 23 3.7 Performance elevation 24 3.8 Reward Management. 24 3.9 Training and Development 25 3.10 Employee welfare Management. 25 3.11 Employee Movements 26 3.12 Labor Management Relations. 26 4 Comments on Theory and Practice. 27 4.1 Job design, 27 4.2 Job analyze 27 4.3 Human resource planning. 27 4.4 Recruitment 27 4.5 Selection 27 4.6 Hiring and induction 27 4.7 Performance Elevation 28 4.8 Reward Management 28 4.9 Training and development 28 4.10 Employee welfare managements 28 4.11 Employee Movements 28 4.12 Employee Discipline Management 28 4.13 Labor Management relations 28 5 Conclusion 29 6 References 30 Introduction According to given assignment I selected a government cooperation which is related to “Construction...
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...Job analysis Job analysis involves a systematic investigation of jobs using a variety of methods, to determine essential duties, tasks and responsibilities. Job analysis is crucial to the identification of relevant skills and competencies. It involves obtaining objective and verifiable information about the actual requirements of a job, and the skills and competencies required to meet the local area and University’s needs. Job analysis facilitates accurate recruitment and selection practices, sets standards for performance appraisals and allows appropriate classification/reclassification of positions. Comparing the skills possessed by employees with the results of job analysis can greatly assist in workforce planning strategies and restructuring or redesigning jobs to reflect the requirements of the local area and/or University-wide changes. Key Factors in Job Analysis Task identity: Employees receive more satisfaction from doing a ‘whole’ piece of work. This is likely to happen when the job has a distinct beginning and end which is clearly visible to the employee and others. It is important that employees see the end results of the work they have produced either on their own or as a part of a team. Variety: Employees, who perform repetitive tasks which offer no challenge, may lose interest and become bored and dissatisfied. Greater variety can improve interest, challenge and commitment to the task. Variety means more than simply adding an extra but similar task. For...
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...assignment and that any assistance I received in its preparation is fully disclosed and acknowledged in this assignment • I also certify that this assignment was prepared by me specifically for this course • I certify that I have taken all reasonable precautions to make sure that my work has not been copied by other students • I confirm that I have understood the College’s regulations on plagiarism Signature:………………………………………………………………………… Date: [pic] CMI LEVEL 5 DIPLOMA IN MANAGEMENT & LEADERSHIP Assignment for UNIT 5004: RESOURCE MANAGEMENT Submitted to: Submitted by: (Student’s Enrolment Number only) Submission date: Student’ Signature: Date: Introduction Resource management is an important area of management as resources are being used to produce output through processing. If the resources used in the production process are not managed properly then management...
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...improved quality products and services. This article puts forward a framework for quality management in organizations with reference to Owena Bank in Nigeria which launched the Programme code-named “Quality is Money (QIM)”, a domesticated version of Total Quality Management and a scheme tagged “Error-Free Banking or We Pay”. For this study, the fifty six (56) organizations in Nigeria that responded represent fifty five per cent (55%) of the total number sampled. The propositions are tested using simple statistical table with responses “YES” and “NO”. The tables show that 35 organizations (62.5%) have actually implemented TQM, while 32 organizations (91.4%) were successful. The results support the argument that the level of success among organizations that have implemented TQM in Nigeria is high considering the fact that three out of every four that have implemented were successful. These results should encourage organizations that are still contemplating its implementation. Keywords: Quality, Improvement, Marketplace, Competitive, Success, Global 1. Introduction The increasing demand and sophistication of customers have virtually modified the rules of competition and forced organizations to focus on quality. Today, what underlies competitive advantage is the ability to provide products and services that meet or exceed the needs of customers. This implies that to survive, organizations must device new management systems based on the tenets of...
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...(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 may be individuals whose values do not fit with the stated values of the organization, they may not be suited to the role because of the wrong skill set. Some employees may have all the skills and the company values or “ethos”, necessary but for some reason they are just not motivated, and just working for their weekly...
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