...Resources services would you categorise as Transactional, Traditional and Transformational. Transactional services are those which are daily practices which are essential to the management of all Human Resource (HR) practices. These “micro” services have a low impact on the business strategy at hand but ensure smooth maintenance of operations (Wright, McMahan, Snell & Gerhart, 1998). Such examples may include payroll processing and record-keeping, general employee services. Traditional services are services which have some impact on daily running of the business and have some strategic elements necessary to maintain the businesses objectives. That is, they form the practices and systems to ensure execution of strategy, including recruitment and staff selection, training, and performance management, compensation, and industrial relations (Wright et al, 1998). These services have impacts on both an operational and strategic level. Transformational services have a high impact on a strategic level. These are the “macro” services which have the biggest impact on a business in moving towards achieving their objectives and strategies. These services have a large impact on the way the business operates and staffing, creating long-term capability and adaptability (Wright et al, 1998). Examples may include workforce planning, policy and work practice procedure development/changes, cultural change and strategic redirection. Question 2: In developing Human Resources services what...
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...Business Case for HR Self Service Systems Table of Contents Executive Summary 3 Project Overview 3 Business Case for Proposed Project 4 Conclusion 5 References 5 Executive Summary This paper addresses the business case for implementing self service in the IT industry with the aim of gaining higher efficiency for a majority of HR functions and other benefits that can be derived from improved information access. The paper also discusses the various challenges an organization might face while attempting to implement self-service. The business case for self service revolves around reducing administrative costs and gaining better efficiency. It also aims at improving the overall performance and other benefits such as information management, trend analysis and also operational efficiency. The chief argument presented here is that a self-service initiative allows the HR to concentrate more towards the core functions such as people management instead of getting burdened with administrative tasks. While self-service has the ability to improve the service expectations from HR, it may also result in some of the savings being consumed in order to meet the higher quality expectations. However, on the long run, it is bound to reduce expenses to a great extent while enhancing the quality. Self-service also enables an organization to implement flexible work and helps employees to remain connected with the organization through a centralized HR system aimed at remote...
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...HR Service Request 08/07/2014 BSA/375 University of Phoenix Abstract This paper will identify and describe the integration of existing HR tools into a single application as well as provide background on the information gathering tools and techniques utilized in order to provide a more sophisticated, state-of-the-art information systems technology in the human resources department of Riordan Manufacturing, Inc. HR Service Request Riordan Manufacturing, Inc. has requested an enhancement to their current human resources system. The current system uses a variety of tools that are pieced together and appear to generate more disorganization and chaos than necessary, in order to successfully manage day to day HR tasks. Excel spreadsheets are employed by multiple users within the HR department, which make intercommunication within the department difficult. A single operation that encompasses all areas required of the application would provide a more efficient system, greater accuracy, and better time management by the employees, among other additional benefits for the agency as a whole. In order to comply with Riordan’s request, a thorough investigation into current practices as well as interviews with key stakeholders, as a start, is required. These individuals would have the appropriate knowledge of the current arrangement, as well as the insight of expectations for the proposed new system. The requirements will be gathered from these stakeholders, at a minimum: *...
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...Riordan Human Resources Service Request BSA/375 9/23/2013 Chief Operating Officer Hugh McCauley has submitted a service request to acquire software that unifies the operations of Human Resources. Currently implemented is an HRIS which is disjointed, using multiple formats and platforms that are stored locally and not in a centralized database. This organizational structure causes delays in data processing, report generation, information acquisition, and decision making. The organizational chaos immediately creates issues and unnecessary work load on the Human Resources staff and their superiors they report to, such as the Hugh McCauley. The first task in defining software feature requirements is speaking with the Human Resource department, payroll, accounting, legal, and upper level management. Each of these roles requires specific forms of information generated by the Human Resources department. The software performs functions based on processes, which are created from specific information needs. Creating software that makes the client (Riordan Manufacturing) happy means understanding their business processes & how this information needs to interact between each role within the company. A report generated by payroll that passes through human resources, then to the chief operating officer may go through several modifications as data is processed, added, and removed. The methods used to gather specific requirements for software processes include personal interviews...
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...Project Report on US Recession and its Impact on Indian Economy Submitted to Prof. V.P.Singh Submitted By Sona Nair 38 Shrenik Shah 54 MansiKinjawdekar 32 ParleTilakVidyalaya’s Institute of Management Dixit Road, VileParle East,Mumbai-400057 Index Sr.no Table of Contents Page no 1. Introduction 2. Factors affecting Recession 3. Impact on Indian Economy 4. Corrective Steps taken to check Recession 5. Case Study- 6. Conclusion 7. Executive Summary 8. Bibliography INTRODUCTION What is Recession? A recession is a contraction phase of the business cycle. The official agency in charge of declaring that the economy is in a state of recession is the National Bureau of Economic Research (NBER). They define recession as a “A period of falling economic activity spread across the economy, lasting more than a few months, normally visible in real GDP, real income, employment, industrial production, and wholesale-retail sales.” This is normally visible in real GDP, real income, employment, industrial production, and wholesale-retail sales. For this reason, the official designation of recession may not come until after we are in a recession for six months or even longer. Some economists also suggest that a recession occurs when the natural growth rate in GDP is less than the average of 2%. Typically, a normal economic recession lasts for approximately 1 year. The newspapers in America often quote theThumbRulethat...
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...Riordan HR Request Service Request SR-rm-022 Janet Chase BSA 375 February 11, 2013 Karen Knox Riordan Manufacturing Service Request SR-rm-022 Hugh McCauley, Riordan’s Chief Operating Officer, submitted Service Request SR-rm-022. In his request, he specifies a need to centralize the company’s human resources functions. With the “more sophisticated, state-of-the art, information systems” (Apollo Group, 2013, p. 1), Riordan desires an integration of all human resources tools into one platform. Completion date is set for six months allowing the new system to be in place by the beginning of the second quarter. The scope of this project will follow the System Classic Life Cycle (SCLC) Model. This model allows Riordan to complete this project in stages with the results of one stage aiding the completion of the next stage. High-level Scope: Deliverables (Mochal, 2007) The outcome of this project will integrate the human resources systems into one application. An analysis of this system will define the business requirements for the new system. Based on that definition a team will create a detailed system design and a project implementation plan to be put in place. High-level Scope: Boundaries This project will affect the human resources department of all Riordan plant locations. All other departments are out of scope. Low-level Scope: Process In an effort to fulfill the request in the short amount of time given, an analysis of the current system and needs for the...
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...Riordan Manufacturing Service Request SR-rm-022: Analyze HR System Tshombre Carter BSA310-Business Systems August 13, 2013 Susan Peterson Introduction In this paper I will describe each of the key stakeholders or stakeholder groups in Riordan Manufacturing who should provide requirements for the service request, describe two separate information gathering techniques that should be used during the proposed project identify two factors that are necessary to ensure that the information required for the project is gathered successfully, define the scope of the project by specifying business functions that will be included in the project describe the project’s operational, technical, and economic feasibility areas that are examined in the SDLC analysis phase summary of the main points of the entire paper. Service Request Riordan Manufacturing placed a service request for all locations to review existing business systems. All areas within the organization are using various business systems; all of which represent challenges. The organization needs to identify problem areas and integrate solutions. The current systems differ at each location creating compatibility issues; the Michigan plant's application system developer is no longer in business leaving no access to updates or troubleshooting. San Jose accounting application contains no source code eliminating the ability to modify the program. Scope Riordan Manufacturing has many issues regarding...
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...The HR Profession Map (HRPM) An excellent tool to use that will help in your development is the CIPD HR Professional Map. It shows you what you need to know and do and how you need to do it at all stages in the development of your career. The map consists of 10 professional areas of HR activity which identify what you need to do and what you need to know in each area, 8 behaviours that shows how you need to carry out those activities. There are also four bands of professional competence within the Map that defines what professionals need to do to progress through the bands in order to develop their careers. Starting with Band 1 reflecting the people carrying out administrative process driven activities to Band 4 showing the requirements needed in the people who lead/manage the HR function, the people that make the decisions and are responsible for the development of the HR function, making it better able to support the business needs. At the core of the 10 professional areas are; 1) Strategy Insights and Solutions & Leading. 2) Managing The Human Resource Function. These first 2 areas are at the core of understanding the organisation it supports. The other professional areas show the activities and knowledge that is needed to provide the HR support system that the 2 core areas have identified and developed. ➢ Strategy insights and solutions – understands the company ethos & activities, responsible for HR plans of action, is aware of the obstacles that block the path of...
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...progressive outcomes for this case study updating information database from what had been accomplished since the last meeting and setting further tasks towards the final target. All references of published projects, data and facts had been verified before they were cited in this report. All members of the group contributed to the composition of this report. The task taken by each group members are as follows : Ravi Ochani worked on the details about the organization, its operational process and Scheduling techniques. Alaxandar Anandhan took up environmental background(internal & external) and Quality management followed in organization. Anith Abraham involved himself with the HR & Job Design and problem identification relating to the key 10 OM’s. Karthik Krishnanath was assigned with the Service Design, Inventory management and maintenance involved in the organization. Allah Bux took up the Layout and Location strategy. The solutions were discussed as a team and everyone’s opinion was considered before entering in to the report. Formatting and compilation of the report was done by Karthik and Alaxandar while Proof reading was done by Ravi and Anith. We hereby declare that by submission of this report: * No part of this work has been copied from any other person’s work except where due acknowledgement is made in the text; and * No part of this work has been written by any other...
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...Service Request SR-rm-004 - Analyze HR System – Part 1 University of Phoenix BSA/375 Fundamentals of Business Systems Development Your Instructor’s Name Date: The Human Resource Management department is arguably the most fundamental when it comes to the proper running of any organization, whether public or private. Riordan Manufacturing Inc. is essentially not an exception in this. With the current advancements in technology, the corporate world has maintained a lead in innovation as well as adaptability to change. Corporations are setting new standards by the day in a variety of fields, from manufacturing to customer care. A company’s human capital is its most valuable asset. In light of this fact, Riordan Manufacturing has undertaken to incorporate an automatic human resource management (monitoring, evaluation and control) technique based on the Human Resource Information System platform. The aim is to solely enhance the efficiency of employees in all their undertakings, more specifically in their bid to satisfy clients. The personnel bases covered by this system are extensive, ranging from high-level employees to the rank-and-file workers. Every arm of the organization is of vital importance since they all operate interdependently within the same organizational framework. The functioning of one part of the organization depends exclusively on the progress of another. It is therefore important to ensure that the entire organizational...
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...FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS MID-COURSE INTERNSHIP REPORT Major: External Economics FORWARDING SERVICE FOR SEA EXPORTS AT MBS LOGISTICS VIETNAM. Internee: DƯƠNG UYÊN PHƯƠNG Student ID: 1201017269 Class: K51CLC2 Supervisor: Ms. Nguyễn Thị Quỳnh Nga Ho Chi Minh City, May 2015. SUPERVISOR’S REMARKS ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… …………………………………………………………………………………….. Ho Chi Minh City,………………………… Supervisor TABLE OF CONTENTS PREFACE: 1 CHAPTER ONE: INTRODUCTION OF MBS LOGISTICS. 3 1.1. The formation and development process: 3 Brief history: 3 General information: 4 1.2. Functions, organizational structure and human resource management 5 Functions: 5 Organizational structure and human resource management: 5 1.3. Business outcomes in recent 4 quarters: 9 1.4.Roles of the forwarding service for air export in MBS Logistics: 9 1.5. Internship assignments in MBS Logistics: 10 CHAPTER TWO: THE PROCESS OF FORWARDING SERVICE FOR AIR EXPORT AT MBS LOGISTICS 11 2.1. Practical process: 11 2.1.1. Receive packing list from customers and send booking request: 12 2.1.2. Receive the consignments at warehouse: 12 2.1.2.1. Receive FCL at CY: 12 2.1.2.2. Receive LCL at CFS and consolidate into FCL 13 2.1.3...
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...JUST LIKE THAT – Briefing Note To provide new employees with information so that they can gain some understanding of the organisation in preparation for their start An introduction to the company the services it provides & an identification of their main customers JUST LIKE THAT specialises in offering customers a complete vending solution for hot drinks machines, water coolers, chilled drink vending machines and snack machines. JUST LIKE THAT’s key expertise is having a wide range of vending machines and ensuring that every customer has the most suitable vending machine for their individual requirements. Our typical customers include offices, public sector, leisure centres, horeca, warehouses and distribution, and hospitals. We have depots across the country - North, London, South and South East, Wales and the Midlands. JUST LIKE THAT can therefore supply, Operate and service vending machines across all major towns and cities across the UK, providing national coverage at a local level. JUST LIKE THAT offers vending solutions via several options - leasing, purchasing or our free on loan option depending on the vending machine and a customer's exact requirements. Our specialist sales consultants are able to advise customers on the most suitable vending machine solution for them under the most suitable financial arrangement. Purpose and Goals of the organisation JUST LIKE THAT’s purpose is to provide people with the correct equipment for their required environment...
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...Running head: MOUNTAIN BANK Mountain Bank Case I. I would recommend that Mountain Bank implement the following competitive strategy for the reasons given: a. Mountain Bank should follow the Differentiation strategy. i. Mountain Bank should follow this strategy because they can provide a different value in order to offer their current clients other products and services. This strategy focuses on offering value by presenting something better their competitors such as excellent customer service and incentives for them. ii. Another reason that Mountain Bank should follow this strategy is their client and employee relation will defiantly improve. Bank tellers are important and by training them in other products, they can offer these products to clients. Having a close relationship with clients is very crucial because they are the ones that are important to any successful business. iii. The last reason that Mountain Bank should follow this strategy because it can help them adapt rapidly to changing customer preferences. Consumers have the tendency to change their mind about their needs and wants and Mountain Bank has to be ready to make the necessary changes to cover those needs and wants. This type of strategy can help Mountain Bank achieve their goals, which are to increase their markets in real estate and corporate areas. II. Given that Mountain Bank will pursue the universalistic approach and commitment...
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...Mountain Bank Case Daniel De Los Santos Jr. Strayer University Hrm530- Human Resource Management February 23, 2010 Mountain Bank A Case Study I. I would recommend that Mountain Bank implement the following competitive strategy for the reasons given: a. Mountain Bank should follow the Differentiation strategy. i. Mountain Bank should follow this strategy because they can provide a different value in order to offer their current clients other products and services. This strategy focuses on offering value by providing something better than competitors. For example excellent customer service. ii. Another reason that Mountain Bank should follow this strategy is their client and employee relation will improve. Bank tellers are important and by training them in other products, they can offer these products to clients. Having a close relationship with clients is very crucial because they are the ones that are important to any successful business. iii. The last reason that Mountain Bank should follow this strategy because it can help them adapt rapidly to changing customer preferences. Consumers have the tendency to change their mind about their needs and wants and Mountain Bank has to be ready to make the necessary changes to cover those needs and wants. This strategy can help Mountain Bank achieve their goals, which are to increase their markets in real estate and corporate areas. II. Given that...
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...Tasks, Responsibilities, and Duties Supervise over the work office and responsible for the customer service. Look over the records and reports pertaining to activities such as production, payroll, and shipping. Ensure that you discuss job performance to the employees for them to identify causes and issues to the work on resolving problems. Track employee hours using HR software. Monitor activities and evaluate the performance of the employees. Standards: Guide your employees to handle difficult and complex problems so they can resolve complaints and disputes. To succeed financially customer complaints need to be resolved and answer customer questions regarding policies and procedures. Equipment: Knowing how to work on computers, HR software, and photocopying equipment. Conditions: The store is clean, safe, and a comfortable work environment. Relationships: Employees provide service to customers in a friendly manner. Corresponding needs are co-workers, moral values, and social service. Report to the manager or the one of the two assistant managers. Bona Fide Occupational Qualifications Knowledge, Skills, and Abilities (KSA) Knowledge: Extensive knowledge of business, knowledge of supervision, customer service, and marketing-training....
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