...HRM Incident 1: 1. The Human resource function was affected by Hurricane Rita on the following maters: The external environment has been changed due to an unanticipated event that had direct influence on the Labor market, Competition & Custumer and there for it influence the 5 functional areas of the HRM 2. I believe it will be typical to a disaster because, like in the case of 9/11, the unanticipated event can change the way things have been until that point and there is a situation of uncertainty about the present & the future that needs the fast adjustment of the HRM in order to help the company to survive the hard time. HRM Incident 2: 1. The elements in the compeny's environment that will affect Scott's suggested plan are: A. Society - very legitimate, it can influence the public opinion about the company and by that influence the customers. B. Unions- legitimate, they can arrange a strike that can lead to sirios damages to the company. C. Shareholders- legitimate, as he been told "he souls place the interest of the shareholders above all else" if the company will lose money the shareholders can decide to close it, in that case all the employes will go home. D. Competition - legitimate, in order to sell the company must keep in line with the competitor, if they will lose the business they will have to fire everyone. E. Customers- legitimate, in the end, if there are no customers ( due to bed publicity or better price at the competitor) so there is...
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...INCIDENT 1: HR after a Disaster 1. Which external environment factor(s) did Hurricane Rita affect? Discuss. Certainly the primary external environment factor was unanticipated events. Hurricane Rita could not have been foreseen although disaster planning could overcome many of the problems. Several external environmental factors resulted from the hurricane. The labor market experienced considerable change. Remember that restaurants were having difficulty in hiring experienced workers and many of the servers had to be trained. Some customers were having difficulty in receiving supplies from producers in the area. Technology was affected as cell phone towers had been destroyed in the area and it was difficult to communicate. To complicate the situation, land lines were also down. The economy took an initial beating from the storm, but the ultimate economic stimulus produced powerful results that continue today. 2. How were the human resource functions affected by Hurricane Rita? Virtually every area of HR was affected when Hurricane Rita struck. Businesses were desperately trying to staff their business. Compensation systems had to be significantly altered. There were many untrained workers so the training function continued. Safety issues were everywhere. 3. Do you believe that the HR situation described regarding Hurricane Rita would be typical in a disaster? Explain. Certainly there can be some degree of planning for a disaster. But it is unlikely that...
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...Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND LEGAL CONSIDERATIONS 28 Business Ethics and Corporate...
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... Introduction - There was no individual identity for HRM. But, as time passed people recognized the importance of HRM in organizations. They realized that HRM is not just to hire people. Apart from hiring, HRM has lot of functions which help an organization to achieve a competitive advantage. Effective HRM practices support business goals and objective. Thereby, effective HRM practices are strategic. It can improve the performance of an organization by enhancing customer satisfaction, innovation and productivity. Among the stakeholders that manager’s decision making affects, employees have a special status because most managers whatever their salary or financial stake in the company are employee themselves. This puts managers in a dual moral relationship with the corporation. As organizational leaders they have duties to the corporation and must often place the organization’s interests ahead of their own or those of their fellow employees. Like other employees, they also have a claim to fair treatment and respect in terms of their material and moral concerns. Now, in this case it can be seen that a pharmaceutical company is facing problem with HRM issues among the employees regarding harassment, assault, presenteeism. Being an HRM consultant to the pharmaceutical company, these certain issues need to be addressed. ...
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...business in the world. Although the success can be attributed to Starbucks’ CEO Howard Shultz’s accurate premonition of the company’s direction and future expansion; a vast portion of due recognition is warranted to Starbucks’ Human Resource Management (HRM) department. Through a comprehensive selection process, strong training and development program, and a highly competitive pay package, the HRM has set the standard for other organizations to emulate. The goal is clear, to not only supply delicious hot served coffee, fresh pastries, and provide a cozy and comfortable atmosphere globally, but also provide value and security to its employees from the CEO to the newly acquired Baristas. Greeting the morning with a precisely tempered cup of Caramel Macchiato and a turkey bacon sandwich, HRM begins canvassing their online database of applicants for prospective partners. With approximately 17,000 stores currently operating in the United States and in more than 50 countries worldwide, HRM dedicates their full attention to selecting their partners of the future. Upon requesting and returning a completed application with a professional resume in tow, a detailed background check and personality test will be conducted by HRM prior to a call back for formal interview. When the local Starbucks manager is given the green light to proceed and an interview time has been set, the applicant will be greeted to the interview with their personal favorite brew. According to Emily, the...
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...Chapter 4 - HRM Incident 1: A Degree for Meter Readers Judy Anderson was assigned as a recruiter for South Illinois Electric Company (SIE), a small supplier of natural gas and electricity for Cairo, Illinois, and the surrounding area. The company had been expanded rapidly, and this growth was expected to continue. In January 2009, SIE purchased the utilities system serving neighboring Mitchell County. This expansion concerned Judy. The company workforce had increased by 30 percent the previous year, and Judy had struggled to recruit enough qualified job applicants. She knew that new expansion would intensify the problem. Judy is particularly concerned about meter readers. The tasks required in meter reading are relatively simple. A person drives to homes served by the company, finds the gas or electric meter, and records its current reading. If the meter has been tampered with, it is reported. Otherwise, no decision-making of any consequence is associated with the job. The reader performs no calculations. The pay was $8 per hour, which was high for unskilled work in the area. Even so, Judy had been having considerable difficulty keeping the 37 meter reader positions filled. Judy was thinking about how to attract more job applicants when she received a call from the human resource director, Sam McCord. “Judy,” Sam said, “I’m unhappy with the job specification calling for only a high school education for meter readers. In planning for the future, we need better-educated...
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...CH.12 Managing Human Resources Why Is HRM Important? 1. it can be a significant source of competitive advantage as various studies have concluded 2. HRM is an important part of organizational strategies 3. the way organizations treat their people has been found to significantly impact organizational performance High performance work practices * Self-managed teams * Decentralized decision making * Training programs to develop knowledge, skills, and abilities * Flexible job assignments * Open communication * Performance-based compensation * Staffing based on person–job and person–organization fit * Extensive employee involvement * Giving employees more control over decision making * Increasing employee access to information HRM processs: External factors that affect HRM process 1. The economys 2. Employee labor unions A labor union is an organization that represents workers and seeks to protect their interests through collective bargaining. 3. Legal environment of HRM -affirmative action is Organizational programs that enhance the status of members of protected groups -work councils is Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel -board representatives is employees who sit on a company’s board of directors and represent the interests of the firms employees 4. Demographic trends With Gen Y now in the workforce, analysts...
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...FAR EASTERN UNIVERSITY Institute of Tourism and Hotel Management PARTS OF PRACTICUM REPORT: PLEASE READ CAREFULLY. 1. PROFILE OF THE COMPANY- YOU CAN GET THIS ON THE HR OR ON THIER WEBSITE. A. HISTORICAL BACKGROUND B. MISSION AND VISION C. ORGANIZATIONAL STRUCTURE 2. DEPARTMENT/S ASSIGNED TO AND ITS FUNCTIONS 3. FUNCTIONS OF THE TRAINEE/S- WHAT IS YOUR FUNCTION ON THAT DEPARTMENT 4. THINGS LEARNED A. TECHNICAL B. PROFESSIONAL C. PERSONAL 5. WEEKLY JOURNAL- YOU HAVE TO DO THIS. TIP: BRING A HANDY DIARY WHERE IN YOU CAN PUT ALL THE THINGS YOU EXPERIECED THAT DAY. 6. OBSERVATIONS A. PRACTICUM SITE- WHAT HAVE YOU OBSERVED ON YOUR PRACTICUM ESTABLISHMENT. GOOD OR BAD B. HRM PRACTICUM PROGRAM- WHAT HAVE YOU OBSERVED ON THEIR PRACTICUM PROGRAM. 7. CONCLUSION AND RECOMMENDATION – CONCLUSION: THE THINGS YOU’VE LEARNED, RECOMMENDATION: THE THINGS YOU WOULD RECOMMEND TO MAKE THEIR PROGRAM BETTER. 8. SAMPLES OF WORK – PICTURES OF YOUR WORK IN ACTION. 9. PHOTOS WITH APPROPRIATE CAPTIONS- MORE PICTURES MUCH BETTER. 10. PHOTOCOPY OF THE DOCUMENTS YOU HAVE SUBMITTED TO THEM: EX. RESUME, CERTIFICATE OF COMPLETION, CERTIFICATE OF TRAINING, AND OTHER DOCUMENTS. NOTES: EVALUATION FORM/S SHALL BE INSERTED IN ONE OF THE PAGES OF THE REPORT. IT SHOULD BE SEALED IN A LETTER ENVELOPE. EVALUATION FORMS SHOULD BE PER DEPARTMENT. IF YOU HAVE 2 DEPTS., YOU HAVE YO SUBMIT 2 EVALUATION FORMS. EVALUATION FORMS WILL BE GIVEN TO THE...
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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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...Scooters India Ltd 1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. The HR polices of HMSI were adopted from its parent company, HMCL, which is a Japanese company. Even though the HMSI had very good HR policies in place, the management in India failed to implement the company’s written HR policies, which had created a collapse in the industrial relations at HMSI. Further, the following incidents that took place in HMSI had created a rift between the workers and the management. HR Policies v. Managers’ practices Incident 1: Gift - When employees refused to accept the low value Diwali (a major festival in India) gift, the management never listened to employees demand and transferred the value of the gift to employees salary account without their consent. Incident 2: Movement Sheet – Employees were required to sign the movement sheet for every break, including drink and restroom break. Further, a worker stopped the conveyer belt, when he was denied permission to use the restroom, which had created resentment among employees towards the management. Incident 3: Strict Leave Policy – Workers were denied leaves even for some serious and emergency situations. And the workers were asked to leave the company if they could not perform up to expectation. Incident 4: Shift changes – Employees were not allowed to make temporary shift changes and some employees even received the threat of termination. Incident 5: Partiality – Many...
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...Multinationals and their impact on Labour Scene 28 October, 2012 Multinationals and their impact on Labour Scene Table of Contents 1. BACKGROUND ........................................................................................................................... 2 2. PRE AND POST LIBERALIZATION ............................................................................................... 3 3. INDIAN LABOUR LAWS ............................................................................................................. 4 4. PRESENT SCENARIO OF LABOUR AND MNCs IN INDIA ........................................................... 8 5. PERCEPTION OF LABOUR ABOUT MNCs ................................................................................ 10 6. RECOMMENDATIONS .............................................................................................................. 11 7. INTERVIEW WITH INDUSTRY EXPERTS ................................................................................... 13 8. BIBLOGRAPHY.......................................................................................................................... 15 MDI-PGPM-HRM-Term-II Page 1 Multinationals and their impact on Labour Scene BACKGROUND India was predominantly an agricultural economy till Independence in 1947. Even after Independence, the First Five-Year Plan (1951 —56) laid emphasis on agriculture. With the Second FiveYear Plan (1956 — 61) there was a shift towards heavy...
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...REQUEST FOR PROPOSAL Microsoft Office Training RFP #10-075 Closing: Tuesday, August 10, 2010 at 2:00 pm local time. Halifax Regional Municipality Procurement Section P.O. Box 1749, Halifax 3 rd Floor, Duke Tower, Scotia Square, 5251 Duke Street Nova Scotia, Canada B3J 3A5 Halifax Regional Municipality July 27, 2010 RFP # 10-075, Microsoft Office Training Pa ge 2 _______________________________________________________________________________ Rev 01-01-2010 July 27, 2010 NOTICE REQUEST FOR PROPOSAL #10-075 Microsoft Office 2010 Training The Halifax Regional Municipality is seeking proposals from qualified individuals/ firms to provide Microsoft Office Training Sealed Proposals, Three (3) copies – Two (2) bound and one (1) unbound for #10-075, Microsoft Office Training , Halifax Regional Municipality, Halifax, Nova Scotia will be received by Halifax Regional Municipality Procurement Office, 3 rd Floor, Duke Tower, Scotia Square, 5251 Duke Street, P.O. Box 1749, Halifax, Nova Scotia, Canada, B3J 3A5, until 2:00 P.M. local time, Tuesday August 10, 2010 All questions concerning the procurement process shall be directed to Stephen Terry, Senior Procurement Consultant, at (902) 490-2175, Monday through Friday, 8:30 A.M. to 4:30 P.M. or E-mail to terryst@halifax.ca and those of a technical nature to Frans Sanders , Phone 490-2909, or E-mail to sanderf@halifax.ca . Instructions, forms, and specifications may be obtained from the Halifax Regional Municipality ...
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...Multinationals and Their Impact on Labour Scene in India Multinationals and their impact on Labour Scene 28 October, 2012 Multinationals and their impact on Labour Scene Table of Contents 1. BACKGROUND ........................................................................................................................... 2 2. PRE AND POST LIBERALIZATION ............................................................................................... 3 3. INDIAN LABOUR LAWS ............................................................................................................. 4 4. PRESENT SCENARIO OF LABOUR AND MNCs IN INDIA ........................................................... 8 5. PERCEPTION OF LABOUR ABOUT MNCs ................................................................................ 10 6. RECOMMENDATIONS .............................................................................................................. 11 7. INTERVIEW WITH INDUSTRY EXPERTS ................................................................................... 13 8. BIBLOGRAPHY.......................................................................................................................... 15 MDI-PGPM-HRM-Term-II Page 1 Multinationals and their impact on Labour Scene BACKGROUND India was predominantly an agricultural economy till Independence in 1947. Even after Independence, the First Five-Year Plan (1951 —56) laid emphasis on agriculture. With the Second FiveYear...
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...HUMAN RESOURCE MANAGEMENT SECTION A PART ONE Questions | Answers | Q1 | C ETHNOCENTRISM | Q2 | A JOB ANALYSIS | Q3 | B MIN WAGES ACT 1948 | Q4 | B PLACEMENT | Q5 | B DEVELOPMENT | Q6 | A PLANNED CHANGE | Q7 | D PERFORMANCE MANAGEMENT SYSTEM | Q8 | C RATING SCALE | Q9 | A HUMAN RESOURCES | Q10 | B MANAGEMENT GAME | PART TWO Ans 1. Human needs and desires are the driving force that an individual is guided by. Growth within the system brings along with it respect and self satisfaction. It is not always higher remuneration and facilities that retain/ attract employees in a system. Satisfaction of these needs do need to be fulfilled by the organization to retain talent. Career planning therefore manifests in the system as a continuous process, which enables them to optimize the output of individuals. This provides a continuous window of opportunity for achieving self goals. It thereby results in a motivated work force and culture, retains and attracts talent, provides in house inventory of suitable workforce for HR needs of the organisation. The process would have to be specific to each organization depending on the external and internal environment of the industry. This would include following:- * identifying needs and aspirations of the employees. * Aligning needs and opportunity * Setting career opportunities * Periodic review and audit...
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...CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT (HRM). 1) WHAT IS HUMAN RESOURCE MANAGEMENT? Human resource management (HRM) is the 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 the objectives of the business.The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help...
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