...ASSIGNMENT 1: HUMAN RESOURCE MANAGEMENT Contents Question 1: 1 Question 2 4 Question 2.1 4 Question 2.2 8 Question 3 12 Question 3.1 12 Question 3.2 15 Bibliography 21 List of Figures Figure 1: Model of effective Performance Management Process 5 Figure 2: Steps and Responsibilities in the Career Management Process 9 Figure 3: Strategy - decisions about competition 15 List of Tables Table 1: HR Practices utilized by Marks & Spencer to address strategic needs 17 Question 1: In an industry where competition is intense, developing staff has probably never been so important. By training and developing its staff, discuss how Marks & Spencer is in a position to develop a competitive advantage over its competitors. Introduction A competitive advantage is a superiority that an organization can gain over its competitors by providing the same value at lower prices or charging higher prices for providing greater value through differentiation, Business Dictionary (2015). Grobler et al (2011:9) noted that in the past the focus of Human Resources (HR) was an administrative one (traditional HR) with focus on personnel issues, more recently HR has been recognized as being contributory to the organization’s overall strategy. HR is therefore an integral part of achieving competitive advantage. One such HR practice that enables competitive advantage is in training and development of its staff. Noe et al (2012:98) noted that in the knowledge...
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...In this report we will be discussing the how company policies and practices influence the employees career management strategy. Career management can be defined as a lifetime process of planning ones career which as to do with choosing and setting goals and creating strategies for achieving the goals set. Career management is a blend of structured planning and active management of one career choice. Scomi is a multinational corporation based in Malaysia; it’s an international service provider generally in oil and gas business, the company is listed on the Malaysian stock exchange market, gaining about USD 544million in 2009. Scomi has a total of 5000 thousand employees in 60 different location and 29 countries. Scomi corporate culture In 2007 Scomi launched a project called the Scomi way which was to help create a culture that which completely leverages the skills of their employees, creating a culture where its employees feel valued, and fulfilled In the company policies and practices its states that its employees play an important role in establishing, maintaining and enhancing the reputation of the company, its image and brand while in observance and adherence to all standards, it important that its employees conduct its activities with professionalism and comply with its code of conduct. Under its policies and practices Scomi sees it’s self as an equal opportunity employer it intends to a) uphold a working environment free from unfair discrimination, sexual harassment...
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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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...Current models of careers have moved away from traditional, hierarchical paths to more horizontal ones. De-layering has meant fewer promotions and an alternative emphasis on skilling and cross-functional or cross-regional moves. Faced with slimmer prospects for advancement, many people have become disillusioned with careers in large organizations. Some recent research has described work and careers as moving out of these organizations altogether, into smaller, more entrepreneurial firms and into individual, consultant-type roles. Years ago, in the days before large organizations created career paths for their members, individuals were largely members of a contingent workforce, or were self-employed, self-sufficient farmers and trades people. Organizational careers were rare; individuals managed their own work. Given the shift just described, are we moving back to this kind of model? We consider past and current career models and set out a vision of future careers that differs from the past in one primary way: the existence of horizontal links that transcend geographic and organizational boundaries. As these links continue to grow, they will provide more opportunity and flexibility than were ever available under the previous systems—for those who have the knowledge and skills to take advantage of them. Career Dimensions There are many dimensions and layers within an organization. There are the obvious elements of an organization such as business strategies, profit margins, and...
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...Unique Talent Strategy: A Collection of Case Studies Businesses now recognize the pivotal role that talent plays in the success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had to be better...
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...echnical specialists in a technical career EMELIE BAEDECKE YLLNER ALEXANDRA BRUNILA Master of Science Thesis Stockholm, Sweden 2013 i Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Master of Science Thesis ME200X 2013:31 KTH Industrial Engineering and Management Industrial Management SE-100 44 STOCKHOLM ii iii Master of Science Thesis INDEK 2013:31 Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Approved 2013-05-30 Examiner Kristina Nyström Supervisor Martin Vendel Commissioner Anonymous Contact person Anonymous Abstract The purpose of this thesis is to investigate talent management and how companies should work with talent management in order to retain and manage technical specialists in a technical career. Talent management is found to be important for modern organizations because of the advent of the knowledge economy, new generations entering the workforce and the need for businesses to become more strategic and competitive, which implies new ways of managing human capital. Furthermore, talent management is motivated by the fact that it has been found to lead to higher corporate profits when it is connected to the corporate strategy. The research method in this thesis is qualitative, and based on a case study of an organization in Norway active in the oil and gas industry, where qualitative semi-structured interviews...
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...CONCEPT OF THE ‘PROTEAN’ CAREER Introduction: A protean career is a process which is self driven by a person for self fulfilment on her or his own choice. Her or His expectation is intrinsic satisfaction, especially psychological success. (Hall ,1976) This career is managed by the individuals, but not by the organisation .the protean career is shaped by the own needs, goals and values and is involved in frequently changes. 1. The importance of the protean career Today there is a big challenge of finding the labour market which could be adapted to the impact of ICT and globalised market. The traditional model should have been focused for changes that are ‘fit for purposes’ for career work in the twenty first century. During the late 1990s there was a trend of moving idea of a ‘career for life’ to navigate through a developing pathway. This can be called as an innovation of the traditional career. 2. Who found this concept of the Protean career One of the great metaphors for the job market of the future is the” protean career”. In 1976, a business professor Douglas Hall thought the idea of a protean career was just an emerging concept. Originally, the protean career was defined as “a process which the person, not the organisation, is managing. It consists of all the person’s varied experiences in education, training, work in several organizations, changes in occupational field, etc. The protean career is not what happens...
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...------------------------------------------------- Strategic Management and Employee Management Alignment ALDI ------------------------------------------------- Strategic Management and Employee Management Alignment Executive Summary ALDI is a German company that is a global leader in the retail grocery industry with over 7000 stores worldwide. The company has a good reputation for their high quality products with low pricing. The purpose of this assessment is to investigate how well ALDI align their human resource strategies to the overall business strategy. The report commence with a presentation of the company’s main features, where it started and how it has developed to be an international leader. Further on, the assessment contains an explanation of what business strategy ALDI has in the organisation and what the people management processes and practices look like in the company. Lastly it identifies actual examples of people management processes and how well they are applied into the organisation. Improvements are highlighted as a way for the organisation to improve and be able to remain competitive on the international market. Key findings of this report are that the current business strategy is a cost leadership approach. The strategic management of ALDI at present is one of expansion and growth. The employee management reflects this as ALDI is participating in a period of recruitment and employee training and development. The marketing strategy illustrates the sustainable...
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...| | |Human Resource Management | | |Puerto Rico Campus | Copyright © 2009, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on the strategic role of human resource management, personnel planning and job analysis, personnel selection, performance appraisal, compensation, training, and development from the vantage point of the manager. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management (2nd ed.). New York, NY: McGraw-Hill....
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...a) I am going to use as the competitive arena another university which is the main national competitor of NovaSBE, CatólicaSBE. b) Strategy can be defined as an overall plan for deploying resources in order to establish a sustainable favorable position in the competitive arena. To do this we need to evaluate the organizational resource platform and elaborate a strategy that will create uniqueness. From the Financial Times master’s in management ranking, which can be used as a reasonable source of strategic choice, we can see that Nova fails at almost every aspect of the section “career”. The most significant example comes from “Placement success rank”, which measures the effectiveness from the career management services in finding a job, Nova is currently 21st in the ranking while Católica is 12th. Another example is the employment at three months, Católica has 97% employment rate while Nova only presents 85%. We can see in the organizational resource platform that some of the key weaknesses revolves around the “career and job placement” and goes in line with the Financial Times research. This could tarnish NovaSBE attractiveness and positioning, as so, it is important to solve two key weaknesses, the career management and the on-line internship platform To solve this I would propose a strategy of greater proximity between the student and the job market. To do this I would start by one of the key weakness, the on-line internship/job platform. This platform should be reformed...
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...International Journal of Management and Strategy (IJMS) 2013, Vol. No.4, Issue 6, January-June 2013 http://www.facultyjournal.com/ ISSN: 2231-0703 A STUDY ON EMPLOYEE SATISFACTION PERSPECTIVES IN THE HOTEL INDUSTRY IN MALAYSIA Anantha Raj A. Arokiasamy, Quest International University Perak (QIUP), Malaysia ABSTRACT Satisfaction is fulfillment of a need or desire and the pleasure obtained by such a fulfillment. Employee satisfaction is a good measure to evaluate personal attitude to the professional activity of an organization. Employee satisfaction is considered to be a critical success factor for organizations. The concept of employee satisfaction has gained a special concern from both academicians and practitioners. The purpose of this study is to examine the relationship between career development, compensation & rewards, job security and working environment with employee satisfaction in the hotel industry in Malaysia. A total of 127 employees’ responses were collected from four three star hotels in Ipoh, Perak. Data were collected over a period of two months using survey questionnaire and multiple regression analysis were used to examine the correlation between independent variables and dependent variable. Since, the sample of this study comprises only the Food & Beverage staffs, it is hoped that a future extended study would include the front and back hotel staff as well. The results indicate that there is a positive relationship between career development, compensation...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- A Book Review on: ------------------------------------------------- ------------------------------------------------- Human Resource Management: Linking Strategy To Practice ------------------------------------------------- Greg L. Stewart and Kenneth G. Brown ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- In Partial Fulfillment of the Requirements of ------------------------------------------------- BA-HRDM-21- Introduction to Human Resource Management ------------------------------------------------- 10:30 – 12:00 PM – MW - EH106MC - 1st Semester AY 2013-2014 -------------------------------------------------...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT GROUP/INDIVIDUAL ASSIGNMENT FOR MODULE Project Management: Perspective, Planning and Implementation (ACPM02) Please include the following declaration: “I/We hereby declare that this assignment is entirely my/our own work, and that it has not previously been submitted to any other Higher Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me/us, this has also been indicated.” |Print Name |Signature |ID Number | |Wesley Lombard | |8409045107088 | |Ian Stewart | |8006075214089 | |Nicholas Mkhabele | |8905075297087 | |Siyanda Mfeka | |8501265486083 | |Lucky Tsolo | |7801165901087 | |Phethile Lubisi ...
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...for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes’ 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today HEDG FUND CARE VAULT CAREER GUIDE TO HEDGE FUNDS © 2007 Vault, Inc. HEDG FUND VAULT CAREER GUIDE TO HEDGE FUNDS ADITI A. DAVARE, HOLLY GOODRICH, MICHAEL MARTINEZ AND THE STAFF OF VAULT © 2007 Vault, Inc. Copyright © 2007 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability of the information contained within and disclaims all warranties. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of Vault Inc. Vault, the Vault logo, and “the most trusted name in career informationTM”...
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...com/id216529169 Professional careers in management Essay Kiev 2013 Introduction The word career consist all types of employment starting from semi-skilled through skilled, and semi professional to professional. The term careers has often been restricted to suggest an employment commitment to a single trade skill profession or business firm for the entire working life of a person. In recent years, however, career now refers to changes or modifications in employment during the future. Career Management Career Management is the combination of structured planning and the active management choice of your own professional career. The outcome of successful career management should include personal fulfilment, work/life balance, goal achievement and financial success. There are many definitions by management scholars of the stages in the managerial process. The following classification system with minor variations is widely used: 1. Development of overall goals and objectives, 2. Development of a strategy (a general means to accomplish the selected goals/objectives), 3. Development of the specific means (policies, rules, procedures and activities) to implement the strategy, and 4. Systematic evaluation of the progress toward the achievement of the selected goals/objectives to modify the strategy, if necessary. Goals or objectives development The career management process begins with setting goals/objectives. A relatively...
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