...esource Practices Human Resources Management Practices Introduction Human Resources Management Practices Human resource management (HRM) consists of all practices or activities undertaken by a business organization to ensure that workers are fully utilized in order to attain personal, group and organizational goals. This essay evaluates a case study in which the human resource department of SK Holdings, South Korean company, has been recruiting more men than women, a practice that is common throughout the country. This essay finds that the HRM practices in this company do not align with the company’s business strategy, especially during the process of implementation of new technology. The essay further discusses how the hiring of more women would improve the competitive advantage of this company. A recruitment and retention plan for this company targeting women employees is also included. Potential obstacles that the company is likely to face during the process of recruiting more women are examined. Finally, the essay recommends some of the HRM practices that this company could adopt in order to the visibility of women employees. 1. How the HRM practices align with the company’s business strategy According to Lorber (2005), the HRM practical model represents effective solutions for issues related to gender inequality in organizations. The model values all people, irrespective of gender, in pursuit of goals within an organization. It stresses the role played...
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...Organizations these days strive for success. This age is hypercompetitive in nature and only those organizations survive in this era those have some form of competitive advantage. People or human resource is considered to be one of the main sources of achieving competitive advantage in this age. Considering the importance of human resource in organizations, many organizations these days are promoting and practicing best HR practices. In the study, CIMB and Microsoft have been found to promote and practice many notable HR practices. Since our company “CARA SKY” has been trying to perform well but somewhere along the line of performance there is something misplaced or broken. CARA SKY Company has been suffering from employees’ absenteeism, which is being caused the morale of the employees. Having consulted the best HR practices in CIMB and Microsoft, the objective is to accommodate or apply some newer hr practices to reduce the problem of employee absenteeism in CARA SKY Company. CIMB CIMB Bank is one of the reputed banks operating in Malaysia. CIMB has started its operation back in 1920s by starting a bank in Sarawak. For the last 95 years, CIMB has been operating successfully and also expanding their business to some Asian countries namely Singapore, Indonesian, Cambodia, and Thailand. CIMB has two mainstream banking products namely – CIMB banking solutions for conventional customers and CIMB Islamic window for Muslim customers (Cimb.com, 2015).The company vision statement...
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...TERM PAPER ON: HRM: HRM PRACTICES BY NESTLÉ BANGLADESH LTD. i INSTITUTE OF BUSINESS ADMINISTRATION JAHANGIRNAGAR UNIVERSITY SPRING 2014 Term Paper on HRM Practices of Nestlé Bangladesh Ltd. TO: Shahriar Kabir Course Instructor HRM 201: Human Resource Management BY: Group members | ID | Zerin Tasnime | 1521 | Syeda Rifat Ara | 1531 | Mabia Khatun | 1538 | Yeasmin Akter | 2357 | S.M. Arifur Rahman | 2601 | Date of Submission: 03-03-2014 Letter of Transmittal March 3, 2014 TO Shahriar Kabir Institute of Business Administration Jahangirnagar University Subject: Submission of HRM practices by Nestlé Bangladesh Limited Dear Sir, This is our pleasure to submit the term paper on Nestlé, world’s largest health, nutrition and Wellness Company. We have prepared there on the reports is of the Study on Human Resource planning and personnel policies...
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...Human Resource Management (HRM) practices However, the greatest impact on both service quality and productivity in hotels is likely to derive from efficient and effective HRM practices. Recruitment is presently negligible in Indonesian and Malaysian hotels, but has become a crucial issue in Singapore (eg. Debrah, 1993) and Australia, in terms of both quantity and quality. Desperate situations require innovative solutions. The Singapore Grand has a comprehensive recruitment strategy, including the attraction of older employees, incentive employee referral programmes, hotel trainees from SHATEC, guest workers, and a mix of full-time, part-time, casual and “internal casual” employees. Australian hotels are in a similar situation. At least part of the solution to the staffing dilemma - ie., quantity but variable quality - may be in closer hotel management involvement in the curricula and accreditation of hotel training schools and associations. Criteria for employee quality in all hotels needs attention as well, and this has been established in most hotels studied, through job analyses, revised job descriptions and distilled selection criteria. The Jakarta International and the Penang Resort, in particular, have designed comprehensive job analysis and selection interview systems. Most hotels suggest that skills requirements are less crucial in choosing service employees than their attitudes, behaviour or values. Cultural advantages appear to exist here in Indonesia and Malaysia...
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...KNOWLEDGE & BEST PRACTICES FOR HUMAN RESOURCE MANAGEMENT MARK L. BRIGGS Capella University Authors Note: School of Public Service Leadership, Capella University MHA -5012 Organizational Leadership & Governance FALL 2013 TABLE OF CONTENTS INTRODUCTION: (Define Human Resource Management , Talent Development Employee Performance Defined Retention in an Employee Centered Organization)_ PART I “Knowledge & and Best Practices for Human Resource Management” 1.1: Evidence-Based Practices for Human Resource Management 1.2 Best Practices & Expectations for Accountability in Human Resource Management, and Talent Development in Health Care Organizations 1.3 Professionalism, Skills Sets and Abilities: Their Usage & Impact in effective talent development and employee retention 1.4 Finance & Fiscal Awareness: How Organizational Leaders use this knowledge when making Human Resource Management Decisions 1.5 Legal and Regulatory Requirements: Their Impact in Human Resource Management Decision Making in Health Care Organizations 1.6 Indirect Influence: How Organizational Leaders use this in Human Resource Management in Employee-Centered Organization PART II Recommendations: Talent Recruitment & Retention in an Employee-Centered Organization 2.1 Summary of Conditions needed for an employee-centered organization 2.2 Implementation Plan to execute conditions identified for an effective employee-centered ...
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...MODERATING EFFECTS OF HUMAN RESOURCES PRACTISES AND ENTREPRENEUR TRAINING OF INNOVATIONS AND SMALL MEDIUM FIRM PERFORMANCE By : M. Mohd Rosli & Rosman Mahmood (Univesity of Malaysia Kelantan & University of Technology Mara) This study aims to address the questions of how HRM practices and entrepreneur training interact with innovation, which then affect SMF performance. To study was conducted to examine and investigate the direct relationship of ; (1) HRM practices (training & recognition), entrepreneur training, innovations and control variables (Firm Age and Firm Size) with the performance of SMF’s, and the (2) Interacting effects of HRM Practices (training & recognition) and entrepreneur training on the relationship between innovation and SMF performance. Two hundred eighty-four (284) organizations throughout Malaysia participated in the study. The major activity of the firm must be in the three industries that is food and beverage, textiles and clothing and wood-based products. The unit of analysis for this study is the owner or manager of the firm. The respondents were requested to fill up a self-administered questionnaire containing variable on company background, HRM practices and entrepreneur training, innovation and firm performance indicators. Seven hypotheses has been developed to study the direct relationship of HRM practices, entrepreneur training, innovation and control variables with the performance of SMF’s and the interacting...
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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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...and disadvantages of Training and Development strategies in HRM followed by a critical review on the evidence based around what impact it has had in practice in terms of promoting and enhancing business performance. While we cannot ignore the importance of HRM theories in today’s management context, this paper explores whether these theories work well in practice. Introduction The key purpose of HRM is to enable management to enhance the individual and collective contributions of people to the short and long term success of the enterprise. (Personnel Management Lead Body, 1993) The workplace is in a constant state of change resulting from ongoing developments in technology and innovation and increasing economic, social and political pressures. This poses new and complex challenges for the human resources function within organisations. (Hathorn, 2012: 3). In today’s competitive global business climate, companies looking to improve their gross margins and increase productivity are increasingly looking for ways to boost employee performance and effectiveness. People in an organization are considered to be one of the most valuable resources of today’s firms. Other resources such as brands, products, processes, technological advancement, economies of scale can still provide a competitive advantage but an organisation’s human capital are more vital for its sustainability. (David Leaser, 2008:1) To ensure that organization's employees are on par with the organization's goals...
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...PRACTICE & PROBLEMS OF HUMAN RESOURCE DEPARTMENT OF BANGLADESH ARMY INTRODUCTION 1. Human beings are the most important resources in an organization. A firm’s / organization’s success depends on the capabilities of its members. Most problems, challenges, opportunities and frustrations in an organization are people related. Human Resource Management is one of the toughest duties of a manager or leader since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals. Looking at today’s competitive world, managerial level staff will require more conceptual and strategic skills. Managers have to be proactive, able to anticipate technological developments and prepare their staff for whatever technological changes that might take place. This will be a successful task only when the HRM itself is fully aware of those changes and has the means to deal with them. HR managers have a number of roles to fulfill. They are the guardians of the manpower- the key assets of the organizations. They are also counselor and protector of employees and directly responsible for their effectiveness in the organization. They need to do their jobs in keeping with the existing laws, rules and regulations of the organization, and promote harmony at the workplace. This has direct bearing in a healthier and more attractive work environment. The success or failure of HR depends also on the top management’s recognition of the importance of HRM, and...
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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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...AN INTERNSHIP REPORT ON Human Resource Policies and Practices of IFIC Bank Ltd. Submitted To: Submitted By: Mr. Dr. Md. Saiful Islam Md. Sohorab Hossain Professor ID No.: 11251014 Department of Management EMBA 7th Batch Studies Major: Human Resource Rajshahi University Management Rajshahi University Date of Submission: Letter of Transmittal Date: Mr. Dr. Md. Saiful Islam Professor Department of Management Studies Rajshahi University Subject: Submission of Internship Report Sir, It is my great pleasure to submit the internship report titled “Human Resource Policies and Practices of IFIC Bank Ltd.” which has been prepared as an integrated part of the course requirement of my MBA program. I did my internship at IFIC Bank Limited, Rajshahi Branch. It will be highly appreciated if you kindly accept the report. Your positive action regarding this matter would be very much helpful for my academic career. Sincerely yours Md. Sohorab Hossain ID: 11251014 EMBA 7th Batch Department of Management Studies Rajshahi University Student’s Declaration I hereby announce that the extensive study entitled “Human Resource Policies and Practices of IFIC Bank” (Conducted in IFIC Bank Limited, Rajshahi Banch). Prepared in partial accomplishment of the requirement for the award of the degree Masters of Business...
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...Assignment on Human Resource Practices in British American Tobacco Bangladesh Submitted to …. Lecturer, Dept. of Business Administration Submitted by Name: ID: Course Code: HRM360 Course Title: Human Resource Planning Submission Date: 31 August, 2014 Atish Dipankar University of Science and Technology Executive Summary: This assignment looks in to how Human Resource Planning is practiced in British American Tobacco (BAT), Bangladesh. This paper reflects on their overall human resource management and planning activities. While doing that their selection process, training and development methods, performance appraisal, employee compensation etc are also discussed. This paper will help one to get an idea on how HR planning is observed in multinational companies in Bangladesh, as BAT is one of the prominent ones. Table of contents: 1. Introduction | Page 1 | 2. Objective | Page 1 | 3. Methodology | Page 1 | 4. Brief Description of BAT | Page 2 | 5. Human Resource Planning | Page 2 | 6. Recruitment Policy | Page 2 | 7. Selection Process | Page 3 | 8. Training and Development | Page 3 | 9. Employee Training Method | Page 4 | 10. Employee Development Method | Page 4 | 11. Performance Appraisal | Page 5 | 12. Compensation | Page 6 | 13. Establishing Pay Rates | Page 6 | 14. Benefits | Page 7 | 15. Conclusion |...
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...Int. J. of Human Resource Management 16:4 April 2005 584– 598 The challenge of international human resource management: balancing the duality of strategy and practice Helen De Cieri, Marilyn Fenwick and Kate Hutchings Abstract Over the last two decades there has been an unprecedented increase in the number of organizations that have internationalized their operations. The international movement of labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians’ and practitioners’ understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field. Keywords International human resource management; pedagogy; Australia. Introduction During the last two decades academicians and practitioners of international management have paid increasing attention to the impact of globalization on the management of human resources across national boundaries. International businesses have increasingly turned their attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence), managing...
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...• " A STUDY OF THE IMPACT OF HUMAN RESOURCE PRACTICES IN REGIONAL RURAL BANK OF MP II (A) INTRODUCTION OF HRD According to Economic Theory, the factors of production are land, labour, capital, organization and enterprise to produce and distribute goods and services. These five factors can be further grouped into two broad categories, (i) land and capital and (ii) labour, organization and enterprise. The former category is passive in nature while the latter one is active. The inputs of this category may be largely termed as human resources working in the form of entrepreneurs, managers and workers. No amount of production of any good or service is possible in their absence. Even with the given factor - inputs (factors of production) of the first category, the magnitude of goods and services and their quality depend on the quality of such human resources. In the present day society, the need for well developed and qualified human resources is being felt very profoundly to successfully face cut-throat competition. This is because the modern commercial and industrial scenario is characterized by mega-sized organizations, global competitions, innovative and newer wide variety of goods and services and ever changing technology. In this situation, the development of human resources has assumed more significance so as to understand and use ever - changing technology and to do the job effectively and efficiently, eventually leading to...
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...quality and human resource practices: a theme park case study Jeffrey Hickman Guest Service Manager, The Disney Company, Lake Buena Vista, Florida, USA Karl J. Mayer Assistant Professor, William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, Nevada, USA Keywords Human resource utilization, Theme parks, Employee communications, Service quality Introduction In services management, the linkage between employee performance and the delivery of high quality services has been well documented in the services marketing and hospitality literature (Zeithaml and Bitner, 2000; Mohr and Bitner, 1995; Bettencourt and Gwinner, 1996). This article reviews the human resource practices that have been adopted at a major theme park in order to maximize the delivery of superior guest services. Using a case study approach, the article describes how employee strategies at the Florida Theme Park (a disguised version of the park's actual name) lead to the attainment of exceptional service quality. The Florida Theme Park (FTP), which is located in central Florida, is a large, multi-purpose facility that features water parks, resort hotels, an entertainment district, and a sports complex. The FTP employs tens of thousands of people in a variety of positions. FTP's human resource department must develop recruiting strategies and reward and recognition programs that maintain high morale and promote teamwork, particularly for its customer-contact employees. The human resources...
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