...the HR manager is to protect the company from liability in the workplace (U.S. Department of Health and Human Services, n.d.). This can range from lawsuits against the company for discrimination or unfair business or hiring practices, to high turnover rates from an uncooperative work environment. In this way, the HR manager's primary responsibility is to ensure that the company's employees operate in fair and equal business practices. By protecting the company from liability that could cost the company financially, the HR manager serves as a buffer between the employer and employee (U.S. Equal Employment Opportunity Commission, n.d.). In other words, it is the HR manager's responsibility to let the company know when it is doing something wrong so that they can protect it from wrongdoing. While this may involve protecting the right of an employee, it is not the HR manager's primary duty. The HR manager informs employee of their rights as employees while also informing them of the benefits available to them; which is all done to protect the employer (U.S. Equal Employment Opportunity Commission, n.d.). One obvious way in which HR managers protect employers is by advising them on management style with regards to behavior, discrimination and harassment in the workplace (U.S. Department of Health and Human Services, n.d.). As it is the company's responsibility to provide its employees with the proper work environment and resources to conduct their duties, it is the HR manager's...
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...University of Phoenix Material Week One Individual Assignment: New Health Medical Systems Memo As an HR Consultant to New Health Medical Systems, you have been asked to evaluate the company’s staffing strategy to determine how well it aligns with the new strategic goal and the requirement to fill 35 new positions. Scenario New Health Medical Systems is a large hospital and healthcare system in the southwestern part of the United States. The Board of Directors recently announced a new strategic direction to become a regional center for critically ill patients. As a part of that strategy, the organization has opened a new cardiovascular unit, where patients can receive care for heart attacks, strokes and other types of cardiovascular disease. The organization was quickly able to recruit a quality physician to head the unit. Additional professional staff was also relatively easy to find; however, finding qualified technicians has become much more difficult than originally anticipated. The problem doesn't seem to be so much in terms of being attractive to candidates, but rather a lack of skilled technicians in the immediate region. Most of the skilled technicians are already employed, and are not actively seeking jobs with other organizations. The director of staffing for the organization has been asked to create a new staffing strategy to fill the 35 new positions in this department. After considering alternatives, she is recommending the following. 1. Place advertisements...
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...In: Business and Management 3 Rai Recording, Analysing and Using HR Information – 3RAI Activity 1 Two Reasons Why Organisations Need To Collect HR Data 1) Organisations need to collect HR data to comply with legislative and regulatory requirements such as equal opportunities monitoring, equal pay audits, recruitment planning, assessing skills balance, minimum wage, working time directive and health and safety. 2) Organisations also keep information records on training and performance for employees, this enables the management team to assess each individual employee for productivity and possibly identify training needs. By doing this the management team can assess the productivity within the business. Two Types Of Data Collected and How Each Supports HR Practices 1) Statutory Records – Such as tax, national insurance contributions, sickness and SSP, hours worked and accident book. These types of records ensure that the HR department is compliant to all of the regulatory requirements. 2) Organisational Records – to include all Recruitment documentation, absenteeism records, staff turnover and learning and development. These records are essential to all HR departments as it allows them to monitor staffing levels and recruit when necessary. Staff sickness is monitored very closely to help with productivity and ensure there are no underlying management issues. Having these monitoring processes in place will in turn help staff to maintain a high...
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...Human resource management strategy and analysis This chapter is aim to explain certain aspect for HR strategy. First of all explain why strategic Explain why strategic management is important to all managers? Strategic human resource management means formulating and executing human resource policies and practices that produce the employee's competencies and behaviors the company needs to achieve its strategic aims. Goal –setting and planning process It involves setting objectives, making basic planning forecasts; reviewing alternative courses of action, evaluating which option are best then choosing and implementing the plan. Strategic planning The company's' plan for how it will match its internal strengths and weaknesses with external opportunities and threat in order to maintain a competitive advantages. Strategy A course of action the company can pursue to achieve its strategic aims. Strategic management The process of identifying and executing the organizations' strategic plan by matching the companies' capabilities with the demands of its environment. Define current business Perform external and internal audits Formulate a new direction Translate the mission into strategic goals Formulate strategies to achieve the strategic goals. Implement the strategies and then evaluate performance Types of strategies: First of all corporate –level strategy: it identifies the portfolio of business that in total comprise the company and how these business relate to each...
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...you are going to align your HR functions (resourcing, learning & development and talent management) to support the company. 10 4. SUMMARY 13 5. REFERENCES 14 1. EXECUTIVE SUMMARY This case study is all about the strategies used by Intel Corporation. It is the fifth most valuable brand in the world. Due to the new strategies Intel was able to leave the competitors behind. Intel’s new strategy is the production of microprocessors. However the market segment is continuously changing. Due to the change, sales of desktops are falling while sales of laptops, mobiles and other handheld devices are increasing. Part of the new strategy of Intel is new logo, redesigned to show that Intel is moving forward. Intel uses the customer groups to test its predictions. Intel was implementing a series of new products for instance a home entertainment platform with film, TV, music and games. Intel’s another strategy has a strong focus on marketing finding out what customers want and providing it. Intel leads the markets because of its strategies. To implement the strategies it should create proper HR functions such as recruitment of talented employees, learning and development and talent management. In this case study, the strategies implemented by Intel to lead in the market are clearly mentioned. At the same time market segment is continually changing. Therefore the HR functions should be carried out properly to sustain as leading company. The HR functions need to implement...
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...|Human Resource Management | |Subject Code:BMHR5103 | |Name: Jesotha_Balachandran | |Matrix No: CGS00713601 | Introduction 2 Organization Background 4 Report 5 Benefits of Internal recruitment 5 PROMOTION BASED ON SENIORITY 8 PROMOTING BASED ON COMPETENCY 11 Conclusion 15 REFERENCE 17 APPENDIX 18 Interview Outcomes 18 Introduction Human resource management deals with employment issues according to the law and with the organizations directives that includes many fields like staff hiring, staff reentering, pay settlement, setup management performance, and change management. Another definition of human resource management can be stated as managing people in a collective relation between company management and employees. As such HRM fulfills all the management objectives of providing and managing them in the best way to monitor and control them fulfilling the need to have a human resource department in every organization. One of the most important aspects of human resource management is the concept of promotions and how to handle employee promotions. Promotions can be defined as the advancement of an employee from one job position to another job position that has a higher salary, higher position, and more job responsibilities. A promotion may also results...
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...In chapter one the first key point is the challenges that HR managers have. To list the challenges they are: Going global, embracing technology, managing change, developing human capital, responding to the market, and containing cost. In my studies I have learned that HR faces many challenges. Along with these challenges there are many functions that an HR manager must be able to do. HR managers also have a lot of responsibility. First and foremost are the laws that deal with employees. Diversity is a big thing now and to make sure that a company has a good mixture of culture and race is very difficult. Some other responsibilities are advice and counsel, service, policy formulation and implementation, and employee advocacy. HR executives must be able to consider problems from the viewpoint of line managers and supervisors but also skill in communication with the managers and supervisors. HR managers also engage in activities such as recruiting, selecting, testing, planning and conducting training programs, and hearing employee concerns and complaints. They also propose and draft new policies or policy revisions to cover recurring problems or to prevent anticipated problems. As a HR manager you must listen to the employees’ concerns and represent their needs to managers. Economic disparity in the U.S was at one time extremely bad in which the government had to take action. This is when the government came introduced The Equal Employment Opportunity Act (EEO)...
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...Human Resource Management Subject Code : B102 Section A Part One 1.d. Egocentricism 2. a Job Analysis 3. b. Minimum Wages Act ,1948 4. b. Placement] 5.b. Development 6.a. Planned Change 7.d. Performance Management System 8. c. Rating Scale 9.a. Human Recourses 10.b. Management Game Part Two 1. Every employee has an aspiration to grow at his work place. Organistaions paying attention and if the employee grows he feels happy and motivated. If the organization does not pay attention due to any reasons the employee becomes frustrated due to no growth and key executives leave in frustration. Organisation lose as new hiring needs to be done with additional selection and training. Organizations therefore try to put their career plans in place and educate employees about opportunities that exist internally. 2. Features of HRM Pervasive force: Action Oriented: focuses attention on action rather than on record keeping. Individually Oriented: It tries to help employees to develop their potential full. People Oriented: It tries to put people on assigned jobs in order to produce good results. Future Oriented: Effective HRM helps an Organization meet its goals in future by providing for competent and well motivated employees. 3. Performance Appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and...
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...priorities. • Handle and route correspondence, exercising a high degree of discretion and confidentiality. • Create and/or edit professional PowerPoint presentations. • Company event planning; working with Human Resources for special events such as company luncheons, picnics etc. • Provided as liaison between executives; Enhance executives effectiveness by providing information management support. • Assisted with projects and special assignments by establishing objectives while, determining priorities; managed time; made adjustments to plans as necessary. • Prepared for and coordinated workshops • Composed correspondence and reports. Executive Administrator/Administrative Assistance Greg Mathis Charter High School, North Charleston, S.C., December 2007 – February 2009 • Assisted with special projects and schedule staff development by supervisor/principal. • Promoted administrative support worker from within the organization by coordinated teacher/student achievement. • Managed/coordinated the emergency procedures and crisis management protocol. • Administered and Negotiated contracts to assured compliance. • Prepared proposals and fiscal financial reports. • Facilitated fundraisers/procurement. • Served as Textbook Coordinator: Inventory and...
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...Yasmine A. Kabbara Boulvard •Tripoli, Lebanon. Cell: 00961 76667145 Home: 06426435 E-mail: yasmine.kabbara@hotmail.com Objectives | I seek a challenging management position to contribute and to grow with a dynamic work environment. Through my business education and work history, I have developed good managerial, quantitative, and analytical skills, as well as the ability to effectively and efficiently reach company’s objectives. I believe I am punctual, dynamic, and flexible person able to travel worldwide to accomplish goals. | | Core Strengths | * Planning & Development | * Work well under pressure in meeting deadlines and achieving goals | * Team-Oriented Leader | * Great Leadership and negotiation skills | | * Escalating unresolved problems to other support staff | | Academic Qualifications | Bachelor DegreeGeneral Management | Jinan UniversityJinan Street Zaytoun Abi-Samra Tripoli – North Lebanon. | Fall 2015 | Master degree Human Resources Management | Jinan UniversityJinan Street Zaytoun Abi-Samra Tripoli – North Lebanon | Still studying | Research Projects | Graduation Project : The Impact of Social Media Network on Internet Marketing | Jan 2015 | | | | Professional Experiences & Certifications | PHARMA LEA Pharmacy * Management * Customer Relationship * Correct use of the selling skills | August2013to Feb 2014 | Internship in Hospital Dar Al Chifa The Training is about Archiving, and...
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...ORGANIZATIONAL DIFFERENCES IN MANAGERIAL COMPENSATION AND FINANCIAL PERFORMANCE After doing researches for 14,000 top and middle level managers and 200 organizations, managerial compensation decisions are made regarding base pay, bonus pay, and eligibility for long term incentive. Findings indicate that contingent pay was associated with financial performance, but base pay are not. The study examined both the determinants and consequences of organizational differences in pay level and pay mix among a national group of top and middle level managers. There are three components determine the level of compensation, such as pay mix, or the extent of variable pay, in terms of the relative amounts of short-term bonuses, long-term incentives, and base salary in an individual’s pay. Determinants of Compensation: Employee and Job Characteristics: Consistent with Human capital theory, there is empirical evidence that the number of years of education and labor market experience have explained much of the variance in their pay levels. The higher in an organizational performance hierarchy a job is the greater potential impact on organizational performance its incumbent is likely to have. Level of base pay is positively related to an employee’s human capital investment and level of job responsibility. Pay mix is positively related to an employee’s human capital investment and level of job responsibility. Organizational Variables: More recent examinations of organizational differences...
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...Human Resource Management through the Eyes of Ramona Bass BY FRANCES CONLEY As a business mom of two, HR Manager of Luvata in Grenada, Mississippi, Ramona Bass has dual responsibilities in her hands each day. While working as an HR Manager in a coil manufacturing facility that employs eight hundred people Bass must strive daily to the keep the interest between the employees and the company positive. This task can be challenging. “We must make changes in management and make change look easy” she says. Here she voices her opinions on responsibilities and duties. A. What are the duties and responsibilities of the HR manager? In other words, what do you do? * Maintain the work structure by updating job requirements and job descriptions for all positions. * Maintain organization staff by establishing a recruiting, testing, and interviewing program; counseling managers on candidate selection; conducting and analyzing exit interviews; recommending changes. * Ensures employees are ready for assignments by making sure that orientation and training programs are completed. * Ensures planning, monitoring, and appraisal of employee work results by training managers to coach and discipline employees; scheduling management conferences with employees; hearing and resolving employee grievances; counseling employees and supervisors. * Assists with conducting educational programs on benefit programs. * Ensures legal compliance by monitoring and implementing...
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...Introduction The primary responsibility of Human Resource [HR] management is to manage the workforce of an organization with an emphasis on minimizing financial risk while maximizing profit for the business. One aspect of minimizing risk is ensuring that the workforce is performing their jobs efficiently and effectively. So, the question is how do we gauge the efficiency and effectiveness of the workforce? The answer is, through the implementation of a competent performance appraisal system. In light of the results of the recent employee survey conducted, there are both real and perceived issues that exist between HR and the management team. The lack of cohesion within the organization has resulted in low employee morale which affects performance and ultimately, profitability. The purpose of this presentation is to explain the merits of a good performance appraisal system, for both individuals and teams of the organization and to show how it will help to resolve the problems uncovered by the survey. Moreover, my intention is to describe the process for assessing team performance and the differentiating factors for executing an appraisal for an individual versus a team in an organization. Lastly, the board of directors asked for a report with regard to succession planning in the last board meeting. I want to describe the benefits of succession planning and propose a solution for the implementation of succession planning in our organization. Performance Appraisals Performance...
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...HR should be aligned with the Organizations Goals to increase employee engagement and the company's bottom line. Companies are more successful when HR is aligned and the results are reflected in better profitability. HR strategic planning defines how the organizations goals will be achieved through people by integrate HR policies and practices, which should be tailored to fit the needs of the organization. Having the right people in the right place at the right time to meet or exceed standards of the job. Maersk's was experiencing a rise in Employee turnover, had become a publicly traded company and competition was on the increase. HR had to analyze the situation, form a strategy and implement it. Maersk was expanding globally and trends in the broader market became increasingly mobile. The work force changed, talent, needs and practices also changed. Finding and retaining high-quality talent was becoming a bigger challenge. One advantage of hiring internally is that promoted employees are already familiar with the policies and culture. Hiring internally may also improve employee morale and loyalty. Disadvantages of hiring internally are potential narrowing of thinking, stale ideas (inbreeding), smaller talent pool (fewer applicants) and internal politics will occur (possible discontent of rejected applicants, new subordinates may not respect new boss). One advantage of hiring externally is that new candidates can provide new ideas or fresh perspectives. Another is...
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...HR Unit 2 IP Donecia Collins AIUOnline Survey of Human Resource Management MGMT315 - 1303B - 01 Lillian Lynn September 27, 2013 HR Unit 2 IP An internal process to design jobs that properly describe the duties and responsibilities of the position and comply with ADA: First of all, the organization should conduct extensive job analysis to identify objective information related to the skills, competencies and experience required to perform a particular job. Based on the job analysis, the job description should clearly spell out the specific skills, experience and competencies and the responsibilities/tasks associated with a particular job position. The job description should also mention other details about the job such as working conditions, use of technology tools and other equipment, relationship with other positions and reporting requirements. It should spell out clear expectations of the employer from the employees. The physical requirements of the job position should be clearly and accurately conveyed in order to comply with ADA regulations. The job position's essential functions should be spelled out in a clear manner. Before finalizing the job description, it is essential for the organization's HR manager and top management to validate the job description by obtaining feedback and opinion from departmental heads and employees working in similar positions or connected to the particular job position. Reference: http://askjan.org/media/jobdescriptions.html The...
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