...Abstract The Concept of Strategic Human Resource Management has a widely use but very arrangement of definition. Research has present reasons that if the concept is to have any social systematic value, it should be defined in a way as to characterize it from traditional personnel management, and to allow the development of testable interpretation about its impact. Concept of Strategic Human Resource Management Thought out the research many definitions arose, strategy provides a great structure to support within which is set out what the company is considerate to do about managing people in general or in ordinary areas of human resource management. The strategic is the intention and plan to use human resources to achieve company goals, and it is part of a strategic human resource management process that leads to the development of overall specific performance by human resources management. It depends highly on the viewpoint being taken by human resource management. It can be express as traditional personnel management, as a mixture of personnel management and industrial relations, and as part of strategic, managerial role. Research has demonstrated the benefits of bringing human resource management and knowledge and experience of management. That will reinforces the support and enhance organizational effectiveness of performance. “A typical handbook usually defines human resource management as the management of the company’s employees” ( Scarpello and Ledvinka, 1988, p...
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...NAME: HUMAN RESOURCES MANAGEMENT 1. Explain the concept of human resources management and discuss the role of human resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to management of people...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Human Resources Management, 13e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading Answer: C Explanation: C) The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Chapter: 1 Objective: 1 Skill: Concept Learning Outcome: Define human resource management and describe modern trends in the field 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) generalist D) marketer Answer: A Explanation: A) The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) management process D) adaptability screening ...
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...between Personnel Management and Human Resources Management? There are many conflicting views on whether or not there is a substantive difference between Personnel Management and Human Resources Management. I hope by the end of my analysis on these two concepts that I would have clearly evaluate the questioned asked and gave an adequate response on whether there is in fact a difference. To that end, the concept of Personnel Management as defined by Bratton and Gold (2007) states that it is a function of management that coordinates the Human Resources need of an organisation including the designation of work, employee selection, training and development, rewards, performance assessment and union management relations. Armstrong (1977) also agrees with the definition of PM as he states that personnel management is concerned with obtaining, organizing and motivating the human resource required by the enterprise. This concept can be traced back to the industrial revolution that occurred in the late 18th century and is sometime referred to as the generic approach to management. On the other hand, David Ulrich (1998) states that the Human Resources Management should not be defined by what it does but by what it delivers – results that enrich the organisation’s values to customers, investor and employees. Thus it looks beyond the employees to the organisation, it terms of putting the needs (goals and objectives) ahead of all other aspects. This concept is referred to as...
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...Human Resource Management: Context, Concept and Doundaries UNIT 2 THE CONCEPT AND FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Objectives After reading this unit, you should be able to: l l understand the meaning and concept of human resource management; and explain the functions of HR, and responsibilities and new roles of HR practitioners. Structure 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Introduction Concept of HRM Objectives of HRM Human Resource Functions Summary Self Assessment Questions Further Readings 2.1 INTRODUCTION Human resource management (HRM) is an approach to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation...
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...HR Managers’ Roles & Contributions in Merger Processes Khalil Al Jerjawi Faculty of Business School of Management University of Western Sydney, Australia E.mail: mr.jerjawi@gmail.com Accepted: August 12, 2011 DOI :10.5296/ijhrs.v1i1.896 As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”. Keywords: HR practices; HR manager roles; Merger process. 64 www.macrothink.org/ijhrs 1. Introduction In recent years human resource managers have been triggered to play a more strategic role in their organizations, especially in making strategic decisions and going through radical organizational changes such as merging process (Bjorkman & Soderberg, 2003). Nowadays this requirement is even more urgent and acute due to the fact that past decade has been characterized...
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...Human Resource Management 1. Executive Summary Strategic Human Resource Management (SHRM) has established great in recent years in the fields of Human Resource Management (HRM). SHRM is the new concept for both the strategic management field and the human resource management field. The SHRM concept is based mainly on the HRM Practices, which are the main force driving organizational performance. SHRM is concerned with approaches to HRM practices as a critical strategic dimension affecting organization performance; which is the objective of this assignment. Strategic human resource management enhances organizational effectiveness and also productivity. The implementations of the HRM practices mentioned in this assignment are able to achieve their goals and objectives. This assignment on SHRM highlights its importance in TECO Electric and Machinery Pte Ltd. And it focuses on what best practices of strategic planning the organization can achieve organizational effectiveness and performance. 2. Introduction 2.1. Human Resource Management (HRM): Torrington, Hall and Taylor (2005, p.14) defines Human Resource Management is a series of activities which: first enables working people and the organization which uses their skills to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled. Armstrong (2008, p.5) defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets...
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...The Shift from Personnel Management to Strategic Human Resource Management in Australia The management of people is ever-changing and extremely dynamic; it under goes sequential evolution with an organisations’ internal and external environments. Consequentially history has seen global Human Resource Management have considerable variation in its focus and practice. In Australia the history of Human Resource Management is said to have transformed over four stages; Pre 1940s Administration and welfare, 1940s – 1970s Personnel Management, 1970s – 2000 Human Resource Management (and, from about 1985, Strategic HRM) and the current era expected to be a mix of Strategic and International Human Resource Management. The transition from stage two to three was seen as a somewhat paramount movement in Human Resource Management as it harboured the link between Personnel Management and Strategic Management. This has become an extremely important concept in the management environment today. Human resource planning, recruitment, selection, performance appraisal and human resource development are five of the Human Resource processes which are vital to the success and of organisations and were influential during the transition between stages two and three of Human Resource Management history. These five dimensions were the catalysts of the forces that drove changes in Human Resource Management over the last quarter of the twentieth century. Human resource planning is the process by...
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...HUMAN RESOURCE ACCOUNTING AND ITS EFFECT ON ORGANIZATIONAL GROWTH Human Resource Accounting plays a major part in the development and growth of any organization. It primarily identifies the aspects of the progress in the company. This department determines the direction of the organization whether to move backward or to move forward in any industry. The development of human resource accounting originated from the growing needs of the importance of human assets in the management organization. It functions as the department that monitors the people who are involved in the organizational resources. In addition, it is doing the monitoring of the development, progress in assets and revenues of the company. Another function of human resource accounting is to be involved in the improvement of company’s concepts and models in determining the cost and value of the employees in the company. The third function of this department is doing research and trial in the application of all the dimensions in the organization. Human resource accounting is accountable for the deep studies on how to contribute more marketing plans and strategies that would help in the advancement of the organization and the people. The fourth function of HR Accounting is to apply the concepts and experiments into actual implementation in the company . And, the last function is to apply new and innovative ideas and concepts as well as human resource accounting technologies...
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... |2766-7117 | ROLE AND PURPOSE The overall aim of the subject is to enable the student to understand the major human resource policies and practices of contemporary modern organizations with particular reference to their application in the local context. Students will critically assess the relationship between strategy and the core HRM activities such as recruitment, selection, appraisal and pay systems, planning, training and development, and approaches to the quality of working life. This subject contributes to the achievement of the BBA (Hons) Programme Outcomes by enabling students with an understanding of human resource management functions within organizations and to apply such concepts to analyze and solve problems in business situation. The subject also provides students with knowledge and skills in recruitment and selection, training and development, performance appraisal, and pay and benefits. In addition, it prepares students on how to analyze and resolve HRM ethical issues in various business settings. LEARNING OUTCOMES On completion of this subject, students will: • Be able to explain the theoretical knowledge and principles in human resource management (HRM). • Be able to identify and analyze the main features of HRM policies and practices. • Be able to evaluate human...
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...A GUEST LECTURE ON HRD AND PERSONNEL MANAGEMENT By P.B.S. KUMAR B.Sc.MA(PM),MA(Ind.Eco.),MBA(HR),BGL,DLL,PGDIRPM A BRIEF NOTES ON HRD IN INDIA STRATEGIC OVERVIEW Human resources can be viewed as the same of knowledge, skills, attitudes, commitment values and the like of people of an organization. Development is acquisition of capabilities that are needed to do the present job, or the future expected job. Human Resource Development is a positive concept in human resource management. The purpose of Human Resource Development is to enhance an employee’s capacity to successfully handle greater responsibilities, through formal or informal means. Any effective HRD programme must satisfy the needs of an organization. To this end, management must outline the needs of the organization and convert them into objectives with a view to formulate a workable programme. The purpose of this chapter is to help the student understand the basic concepts, principles and practices of HRD. INTRODUCTION; People are the real assets of an organization. If treated well, they can take organizations to commanding heights. Two plus two could be four or even ten. Organisation are generally, driven by a set of predetermined goals. They employ physical, financial and human resources in order to achieve the goals. These goals have no meaning unless people understand the underlying philosophy, translate them into concrete action plans and pur ktheir heart while realizing the targets. Organisation,...
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...Human Resource Accounting Human Resource Accounting is the process of assigning, budgeting, and reporting the cost of human resources incurred in an organization, including wages and salaries and training expenses. Human Resource Accounting is the activity of knowing the cost invested for employees towards their recruitment, training them, payment of salaries & other benefits paid and in return knowing their contribution to organisation towards it's profitability. Contemporary Issues •Human Resource Audit ◦Objectives and benefits of Human Resource Auditing ◦Human Resource Auditing Process •Human Resource Accounting ◦Methods of Human Resource Accounting •Human Resource Information Systems •Outsourcing and Crowdsourcing •Employer Brand •Temping or Temporary Staffing •Attrition •Call centers •Exit interviews •Stress Management •Balanced scorecard •Competency mapping •Human Resource Benchmarking •Employee absenteeism The American Accounting Association’s Committee on Human Resource Accounting (1973) has defined Human Resource Accounting as “the process of identifying and measuring data about human resources and communicating this information to interested parties”. HRA, thus, not only involves measurement of all the costs/ investments associated with the recruitment, placement, training and development of employees, but also the quantification of the economic value of the people in an organisation. Flamholtz (1971) too has offered a similar...
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...------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ADRIAN ALEJANDRO GALINDO LARA ------------------------------------------------- STUDENT ID L0174MVMV012 ------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | PART “A” ESSAY 2327 WORDS (EXCLUDING REFERENCES) HUMAN RESOURCE MANAGEMENT AND TOTAL QUALITY MANAGEMENT PERSPECTIVES Table of Contents Table of contents 3 Abstract 4 Introduction 5-6 Literature Review/Discussion ..7-9 British Perspective 7-8 Latin American Perspective 8-9 Conclusion 9-10 References 11 ABSTRACT Nowadays in the modern organizations Human Resource Management (HRM) is a key issue not only for a competitive advantage in the business and the development or success...
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