...Organizations are intent on human recourses as a benefit to their firm so that it can help the organization achieve its competitive advantage. Changes in the environment such as widespread globalization, rapid technology and other such factors have led to organizations realizing the significance of controlling human resources in a firm. Since organizations have also become more dynamic and complex, the need to manage human resources has become more essential. In recent years, many individuals demanded for a more strategic approach to managing people in a firm, rather than the traditional methods, and thus the idea of strategic human resource management (SHRM) was adopted. Strategic human resource management is a branch of human resource management, and it can be defined as ‘ the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage.’ (Sinha, R 2007). This essay is going to focus on how strategic human resource management helps organizations achieve a sustained competitive advantage. Sustainable competitive advantage is the position a firm develops in relation to its competitors that are not duplicable an unsurpassable than its competitors. Recently scholars have come to the basis of HR skills and competences as sources of competitive advantage. Human resource practices as well as competitive strategies are based on the assumption...
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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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...HRM 300 Final Paper Human Resources Management Click below link for Answer http://workbank247.com/q/hrm-300-final-paper-human-resources-management/3370 http://workbank247.com/q/hrm-300-final-paper-human-resources-management/3370 HRm 300, Human Resources Management: Final Paper Instructions This final paper is intended to demonstrate your knowledge of two main goals: • Your knowledge of the primary concepts presented in the course • How you interpret and then initiate that knowledge and understanding in a fictional business situation The requirements of this paper are common to the basic tasks of H.R. Professionals and/or Operations Managers. Whether your career is in H.R. or as a Manager, the tasks below are very common to both careers. Your final paper will be evaluated on a number of criteria including your demonstrated knowledge of text book concepts regarding each HRM and then, your planned and specific actions based upon your knowledge and understanding of your chosen business to address and solve that specific problem. The Scenario: You: Are the newly hired Human Resources Manager (HRM) of the company you’ll choose below and you report to Mr. Johnson. You’ve been hired to address issues existing within your company and that require your immediate attention. Your Company: You decide which business you work for. In the Additional Learning Resources of Unit 1, you'll find the Sample Business Plans link. Once at the Center for Business Planning/MOOT...
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...HR Management Strategy Plan Paper HRM/420 HR Management Strategy Plan In this plan, we perform the 2nd stage of the restructuring of Baderman Island Vacation resort. Being a recap, our 1st stage included determining the lawful conformity problems that presently exist to incorporate the alternatives to lessen liability and our work routine conformity system. In this administration strategy, we: Describe the danger evaluation and administration plan Identify the safety and health programs Implement the succession plan Incorporate disaster backup plan Risk Assessment & Management Program It's the main concern of the resort to assure our visitors, and our stakeholders that all attempts are being made to make sure our facilities are in complete conformity with all state, federal and international rules. For this reason, we have already commenced execution of several of the risk factors identified. For example, we expeditiously set up high performance power generators throughout our facilities during the “Legal Compliance” stage. Additionally, we decreased the opportunity of safety risks through providing key cards to visitors for entry into their rooms, setting up safety screens in all facility halls and...
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...Introduction The following essay will trace the development of Human Resource Management/Personnel Management. Within this essay the origins of personnel management will be described and how the Human Resource Management (HRM) developed from that process. A brief discussion on the development of the ‘factory system’ and a description of the employee working conditions within these ‘factory systems’ will be discussed. Also included will be an outline on how these ‘factory systems’ operated and what this meant for the employees. The development of the ‘Welfare Tradition’ will be discussed and how it relates the Human Resource Management of today. The role the ‘welfare officers’ played in businesses and the changes that was brought about will also be discussed. After the ‘Welfare Tradition’ came the ‘Scientific’ movement. The changes in businesses that the ‘Scientific Movement’ brought about will be looked at. F.W Taylor’s ‘Principles of Scientific Management’ will be explored and the affects his principles had on businesses. The ‘Behavioural Science’ movement will be discussed along with Elton Mayo’s ‘Human Relation School of Thought’ and his experiment widely known as the ‘Hawthorn Studies’. The impact this had on businesses and the affect this had on the managers and workers will be included. The growth of trade unions and the affect they had on employers and employees will be discussed along with Jeffrey Pfeffer’s seven key HRM practices and a brief analysis of their meaning. Included...
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...Master thesis for the attainment of the academic degree of ‘Master of Business Administration in Small and Medium-Sized Enterprise Development’ International SEPT Program, University of Leipzig THE ROLE OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES AND SERVICE BEHAVIOUR IN SERVICE QUALITY IN VIETNAM’S TOURIST HOTELS Name of Student: Email of student: Matriculation Number: SEPT ID Number: Mai Hung Manh manhmhvnpt@gmail.com 2182281 VN05-14 First supervisor: Second supervisor: Prof. Dr. Utz Dornberger Dr. Nghiem Sy Thuong 20th May 2012 22nd June 2012 Date of assignment of topic: Date of submission: TABLE OF CONTENT LIST OF FIGURE.............................................................................................. 4 LIST OF TABLE ............................................................................................... 5 ACKNOWLEDGEMENT.................................................................................. 7 ABSTRACT....................................................................................................... 8 CHAPTER 1: INTRODUCTION ....................................................................... 9 1.1. Background ............................................................................................. 9 1.2. Rationale of the research........................................................................ 10 1.3. Research objectives ..............................................................................
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...1. INTRODUCTION TO THE BANKING SECTOR 1.1 Banking Sector of Pakistan The banking sector in Pakistan consists of Commercial Banks and Specialized Banking Institutions. During the quarter-1 of financial year 2004 as per SBP Quarterly report there has been robust growth in deposit mobilization and credit off take with a rise of PKR 23.1 billion in net credit to the private sector[1]. The banking/financial sector in Pakistan comprises of Commercial Banks, Development Finance Institutions (DFIs), Microfinance Banks (MFBs), Non-banking Finance Companies (NBFCs) (leasing companies, Investment Banks, Discount Houses, Housing Finance Companies, Venture Capital Companies, Mutual Funds), Modarabas, Stock Exchange and Insurance Companies. Under the prevalent legislative structure the supervisory responsibilities in case of Banks, Development Finance Institutions (DFIs), and Microfinance Banks (MFBs) falls within legal ambit of State Bank of Pakistan while the rest of the financial institutions are monitored by other authorities such as Securities and Exchange Commission and Controller of Insurance[2]. At present there are 41 scheduled banks, 6 DFIs, and 2 MFBs operating in Pakistan whose activities are regulated and supervised by State Bank of Pakistan. The commercial banks comprise of 3 nationalized banks, 3 privatized banks, 15 private sector banks, 14 foreign banks, 2 provincial scheduled banks, and 4 specialized banks2. 1.2 State bank of Pakistan The State Bank of Pakistan regulates...
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...Chapter 10 DIRECT EFFECT OF EU LAW 1. What are the conditions that have to be met by a provision of EU law to have direct effect? a. Direct effect occurs where a provision of EU law is of a general application and is directly applicable in all Member States. b. Direct effect occurs where a provision of EU law is clear, precise and unconditional. c. Direct effect occurs where a provision of EU law is on a list of directly effective provisions established by the Commission. a. This is a wrong answer. Item a above describes the main features of EU regulations. b. This is the correct answer. The conditions for direct effect were established in the Van Gend en Loos case. c. This is a wrong answer. The Commission has never produced any such list. 2. Which of the following types of direct effect allow an individual to rely on a provision of a directive against a Member State? a. Vertical direct effect b. Convex direct effect c. Horizontal direct effect. a. This is the correct answer. Vertical direct effect refers to a situation where an individual is allowed to rely on a provision of EU law in national proceedings against a Member State or its emanations. b. This is a wrong answer. There is no such thing as convex direct effect in EU law. c. This is a wrong answer. Horizontal direct effect concerns a situation where an individual is allowed to rely on a provision of EU law in national proceedings against another individual. 3. Which of the following...
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...upon serving as the new manager my concept of rules or practices would: (1) There is a shared commitment to the quality vision through a common goal of continuous improvement, which results in action by all to make the vision come to life and thrive. (2) The organization fundamentally exists to meet the needs/requirements of customers, both internal (paid to create the products and services) customers and external (pay for products and services) customers. (3) Ongoing training of internal customers is essential, and it takes teamwork to create a network of this most important resource of the organization. The first step is to develop a strategy plan. I have chosen the Crosby Complete Management System which consists of fourteen (14) steps the qualities of this system must commit to centering its quality focus on the needs of its customers. The cost of quality is carefully defined and used as management tools, also quality counsels are formed of groups of people who spotlight quality and...
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...Maps and models of HRM Based on Human Resource Management, 4th edition, by Alan Price Maps and models of HRM This section begins with a discussion of various approaches to HRM, including Keenoy's hologram comparison and Sisson's 4 main features of HRM models. A key concept is that of Hard and Soft HRM: 'Storey (1989) has distinguished between hard and soft forms of HRM, typified by the Michigan and Harvard models respectively. 'Hard' HRM focuses on the resource side of human resources. It emphasizes costs in the form of 'headcounts' and places control firmly in the hands of management. Their role is to manage numbers effectively, keeping the workforce closely matched with requirements in terms of both bodies and behaviour. 'Soft' HRM, on the other hand, stresses the 'human' aspects of HRM. Its concerns are with communication and motivation. People are led rather than managed. They are involved in determining and realizing strategic objectives.' Human Resource Management, 4th edition goes on to consider the views of Guest and Legge and then discusses the classification of HRM models. Three American perspectives on HRM are provided from the work of Fitz-Enz, Ulrich and Pfeffer. Points to consider * A fundamental element of most rhetorical accounts of HRM is that one of the distinctive features of human resource management (as opposed to personnel management) is that it is 'holistic'. In other words it is concerned with the 'big picture' and the way that different...
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...CONCEPT OF HUMAN RESOURCE MANAGEMENT – MBA MENTOR Human resource management means management of people at work. HRM is the process which binds people with organizations and helps both people and organization to achieve each others goal. Various policies, processes and practices are designed to help both employees and organization’s to achieve their goal. Human resource management is branch of management that deals with people at work, it is concerned with the human dimensions of management of the organization. As organization consists of people, therefore acquiring them, developing their skills, providing them motivation in order to attain higher goal and ensuring that the level of commitment is maintained are the important activities. Human resource constitutes of all the management decisions responsible for relationship between organization and employees. HRM is the field of management which plans, organizes, controls the functions of procurement, development, maintenance and utilization of the work force so that. 1. Organization goals can be accomplished. 2. Objectives of human resources can be accomplished 3. Objectives of society can be accomplished. According to Flippo, Human Resource Management is: "The planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished" Human resource management...
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...International Human Resource Management product: 4273 | course code: c252|c352 International Human Resource Management Centre for Financial and Management Studies, SOAS, University of London First Edition 2008, 2010 All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the Centre for Financial & Management Studies, SOAS, University of London. International Human Resource Management Course Introduction and Overview Contents 1 Course Objectives 3 2 The Authors 4 3 Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the 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...
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...THE DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT FROM A HISTORICAL PERSPECTIVE AND ITS IMPLICATIONS FOR THE HUMAN RESOURCE MANAGER CHUKWUNONSO Franklyn, franconicostelo@yahoo.com +234 8038765452, 8052829700 Department of Information Technology, Federal University of Technology, Yola ABSTRACT This paper introduces the development of Human Resource Management (HRM) from a historical perspective and explains the debate between HRM and personnel management. Thus, the paper identifies the historical developments and their impacts on HRM, outlines the development and functions of HRM, explains the differences between HRM and Personnel Management, evaluates ‘hard’ and ‘soft’ approaches to HRM, illustrates how diversity is an issue in Human Relations (HR) practice and finally considers HRM as an international issue. It concludes with a discussion about ‘hard’ and ‘soft’ models of HRM and its implications for the human resource manager. INTRODUCTION The term "human resource management" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as "personnel administration." The name change is not merely cosmetics. Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship...
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...Human Resource Management Sarah Brown HRM/300 October 18, 2012 James Scott Human Resource Management Human resource management (HRM) is an important part of any business. HRM is useful to companys because it is what keeps employees motivated and helps the company achieve goals. This summary will outline what human resource management is, and its functions in business. It will also outline how human resources management plays an important role in the strategic planning in an organization. HRM aids a company in shaping it employee base and eventually the overall success of the company. What is human resource management? “People are definitely a company’s greatest asset. It does not make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps” (Ash, n.d.). It is vital for managers to have complete knowledge of human resource management (HRM) because people are what keep a company operating. HRM is utilized by managers to connect the abilities of a companys general employee base and its jobs, which will aid both the company and employees in becoming successful. HRM essentially gives a manager the ability to put the worker with the right task, and bring the best out of that work so that it meets organizational goals. Many HRM managers a used to recruit new talent for the company, keeping existing employees inspired, and the training of new and old employees (McNamara, 2012). What is the primary function of human...
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