...10 QUESTION 01: ................................................................................................................................... 10 QUESTION 02 ................................................................................................................................... 12 QUESTION 03 ................................................................................................................................... 14 QUESTION 04 ................................................................................................................................... 16 CONCLUSION....................................................................................................................................... 18 P a g e 1 | 19 CASE STUDY 10 | SHRM EXECUTIVE SUMMARY The compilation of this report is to fulfill the requirement of a case study which is assigned with the tenth modular examination – Strategic Human Resource of PQHRM (stage 11) in the Institute Of Personal Management, Sri Lanka. Here, the main purpose of the case study is to examine one of the key result areas of Human...
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...HR Practices in Novartis Bangladesh Contents Executive Summary .................................................................................................................................... 2 Introduction ................................................................................................................................................. 3 Company Background .............................................................................................................................. 3 Mission...................................................................................................................................................... 4 Vision ........................................................................................................................................................ 4 Methodology ................................................................................................................................................ 4 Recruitment ................................................................................................................................................. 5 Selection ....................................................................................................................................................... 6 Basic stages of selection ........................................................................................................................... 6 Tests Measures ...........
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...Professor M Srimannarayana for providing us with this learning opportunity and for being a constant source of insightful guidance for us in all matters related to the field of Human Resource Management, which we have just been exposed to. We would also like to thank the HR Professionals from various companies, with whom we interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ............................................................................................................. 5 HR SIZE: HR Staff Ratio................................................................................................................... 13 HR STATUS ........................................................................................................................................ 14 CONCLUSION...
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...Rajni Devi, Jasbir Singh/International Journal of Advanced Engineering & Technological Research (IJAETR) www.abhinandanpublications.com/ijaetr Vol. 2, Issue 3, May-June 2013, pp. 407-414, ISSN: 2278-7070 (Online) Impact of Human Resource Practices on Organization Outcome Ruchi Sharma ABSTRACT Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging as compared to managing technology or capital and for its effective management, organization requires effective HRM system. HRM system should be backed up by sound HRM practices. HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals. This paper has been designed to review the existing literature available on HRM Practices. The purpose of this paper is to develop an understanding of impact of human resource practices on hr outcomes. After reviewing the existing literature on HRM practices, the researchers have found that HR outcomes have great impact by human resource practices. HISTORY HRM in India is centuries old. The first reference of HRM was provided by Kautilya as early as 4th century B.C. in his book Arthashastra‘. The work environment had logical procedures and principles in respect of labour organization such as Shreni‘Wages were paid in terms of quantity and quality of...
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...University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and...
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...pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. From this definition, we can deduce that HRM or simply HR is a function in organizations designed to maximize employee performance in service of their employer’s strategic objectives (Johanson, 2009). HR is primarily concerned with how people are managed within organizations, focusing on policies and systems (Collings & Wood, 2009). HR...
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...Knowledge Ltd. Knowledge Ltd established in 2000 based in United Kingdom. Report wills discuses about personnel management, human resource management and differences between those two things. HRM department has to do lot of function and when practicing them HRM department take lot of responsibilities. Those responsibilities can identify under main five roles. HRM department can‟t take decision as they like way because legal and regulation framework impact with them. Therefore this report attends about them. Human resource planning very helpful to manages employees because it based on various reasons. Recruit and selection process help to fire best person for the vacant position but this report discuses various effectiveness about it with KFC and P&G. Assume that company fired new employee, after then the company must monitor his or her performances. Not only for new employee. HRM department should examine performance level every employees and should motivation them. Report proposes Maslow‟s theory to motivate employees. That one has...
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...development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic HRM John Bratton Outline Objectives Introduction Strategic management Model of strategic management Hierarchy of strategy Ethics and corporate social responsibility Business ethics Corporate social responsibility HRM in practice 2.1: Killer chemicals and greased palms Exploring corporate sustainability Strategic HRM HRM and globalization: Business urged to keep on eco-track HRM in practice...
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..._____________________________________19 _____________________________________20 _____________________________________20 _____________________________________21 _____________________________________21 _____________________________________23 _____________________________________24 _____________________________________25 _____________________________________25 _____________________________________25 _____________________________________25 _____________________________________26 Products and Service offerings About Other Service Corporate Social Responsibility Achievements Organizational Hierarchy of Dhaka Bank Ltd Corporate Information of EXIM Bank Ltd Income & Revenue Future Plan HRM PRACTICES OF DHAKA BANK LIMITED Function of HRM Recruitment Definition Recruitment Needs Recruiting Sources Selection Process Human Resources HR Vision Recruitment...
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... Mountain Bank should follow this strategy because, “an organization following the differentiation strategy focuses on offering value by providing something better than competitors can-something for which customers are willing to pay a higher price”, (Greg L. Stewart and Kenneth G. Brown, 2009, p.49.) As a small bank competing with larger banks that can afford to offer more products and services for less, Mountain Bank must focus on offering exceptional and personalized customer service. Currently, the bank has small shares of the market in each area of the services it offers with the exception of the retail accounts but those accounts are not profitable. The bank should create and present a plan of profitability to each of those retail account clients as a business partner. This is a level of personalize service that the bank can offer due to its small size and an added valuable resource for its clients. Another reason that Mountain Bank should follow this strategy is because of its small size it can dedicate the necessary resources to its clients to improve their profitability therefore proven its worth for charging higher fees. This hands-on approach establishes an Eastern culture practice of building loyal relationships even with those you conduct business with. It should not be the focus to gain a larger market share but to max out the profitability and growth potential of its current clients. With proven strategies, the bank could establish itself as desirable...
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...management directly and dealing with the human beings is a challenging task in firm since the organization success is directly related to the motivation and happiness of the employees (Dessler, 2005). The HR department applies specific theories and philosophies to assist them in managing their employees. Some of these philosophies include the utilitarianism principle and the happiness principle as explained below. HR management is concerned with recruiting, training, and directing the human capital within the organization (Baker & Doran, 2007). The HR department deals with the compensation, hiring, communication, employee motivation, benefits, performance, safety, administration, and training of the employees of the organization. The HR management is a strategic approach used in managing the firm’s human capital and the workplace culture. HR management is a key unit in the organization that has a direct effect on the organization success. Effective management of the employees results to better and effective performance of the business (Sims, 2007). Effective management of the employees’ wins their loyalty thus leading to motivation of the employees. The HR management practices are evolving from the traditional practices, that is because presently, the human resource management practices are comprehensive and are aimed at adding value to the employees and ensuring that the employees programs are positively affecting the firm and can be quantified or qualified. Contemporary people...
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...PRACTICE OF BUSINESS ETHICS MMUI J131 • Rotua Veronika Ariester • Sarah Afifah • Samuel Krissandi • Ronald • Eldhie Sya'banni • Reffit Gustaroska ORGANIZATIONAL ETHICS DEFINITIONS Organizational Culture: The values, beliefs, and norms that all the employees of that organization share Value Chain: The key functional inputs that an organization provides in the transformation of raw materials into a delivered product or service ASTRA CREDIT COMPANIES Vision: Become the 1st Choice Financing Company with Total Solution Mission: To Promote Credit for a better living VALUE CHAIN Key functional inputs: Research and Development Develops and creates new product designs Manufacturing Sources the components and builds the product Marketing (and Advertising) Sales Customer Service Four Primary Line Functions Human Resources Management Finance Information Systems Management A REPRESENTATIVE COMPANY VALUE CHAIN Supply Chain Management Operations Distributions Sales and Marketing Service Profit Margin Primary Activities and Costs Product R & D, Technology, and System Development Human Resources Management General Administration Support Activities and Costs EHTICAL CHALLENGES BY ORGANIZATIONAL FUNCTION ETHICS IN RESEARCH & DEVELOPMENT Develop a product design that hopefully will allow the company to capture and maintain leading position. gather data from customer through market research...
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...Strayer University HRM530 May 1, 2011 Assignment 2 - Legal Compliance: Xerox I. Human resource professionals can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines by the follow means: a. HR professionals can ensure top organizational leaders encourage managers and employees to follow laws and guidelines by focusing on the benefits of following laws and guidelines. Following laws and guidelines have been shown to increase profitability, improve productivity, increase motivation, save the organization money, and protect their reputation. b. HR professionals can do this by providing guidance for treating employees fairly. Managers and others involved in personnel decisions should be given training about how to comply with legal requirements such as the Civil Rights Act of 1964 and Title Seven. Managers and employees should ensure all employees have an equal chance to obtain employment and promotions regardless of race, color, national origin, religion, and sex (p. 79). Managers and employees should report actions that violate the law. Managers need to know that complying with Title Seven can save the organization money and prevent damaging the company’s reputation (p. 76). c. HR professionals can do this by ensuring disparate treatment does not occur. They can do this by making sure managers ensure consistent treatment for all employees. Managers and employees should be familiar with interview procedures. They should...
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...traders to profits. Whether these changes are short-term or long-term, they dictate financial gains or losses (Investopedia.com, 2011). Four major indicators affect changes in markets. These include global or international transactions, the governments in those 70 countries, speculation on market changes, and supply and demand. In an organization the size of Procter and Gamble, some inevitable expenses can drastically reduce annual forecasts on profits. P&G relies heavily on other organizations (vendors and suppliers), to manufacture a number of their infamous products. If costs increase in procurement of certain materials, jeopardizes the company’s economic growth. Commodities such as using a specific form of energy to operate a facility can impact Procter and Gamble’s revenue. P&G uses materials like resin and would pulp to manufacture items like laundry boxes and pampers. A strong factor in economic trends is the highly unfavorable changes in exchange rates in foreign markets. Recession in countries where P&G conduct business has a profound impact on financial forecasts. Procter and Gamble has researched and implemented strategies to adapt to these economic uncertainties. Strategic Adaptation A method used by Procter and Gamble to remain competitive in foreign markets is to limit the specific number of countries for expanding their company. Instead, the company plans to invest more money in to...
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...ASSESSING HUMAN RESOURCE PRACTICES ALIGNMENT: A CASE STUDY HERBERT G. HENEMAN III AND A N T H O N Y T. M I L A N O W S K I Research has established the link between HR practices and organizational performance, suggesting that the HR system has great strategic potential to drive organizational effectiveness. To capitalize on this potential, the organization must design and deliver HR practices that focus on necessary employee performance competencies, creating an HR system with vertical and horizontal alignment around those competencies. Doing this requires that the organization first assess how its HR practices are currently aligned and then develop ideas for improving HR practice that will be alignment enhancing. We call this diagnostic process Human Resource Alignment (HRA) assessment. We describe an HRA assessment process we developed and applied in a large public school district for the key job of teacher. The assessment was based on the district’s formal teacher performance competency model used, and was conducted by a group of human resources and instructional job experts from the district. These experts rated the degree of vertical and horizontal alignment and then developed suggestions for HR practice changes that would improve alignment. After describing the process and results, we present a series of lessons learned and directions for future research. © 2011 Wiley Periodicals, Inc. Keywords: strategic human resource management, human resource alignment assessment ...
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