...performance, increase in innovation intensity, higher overall intelligence and others (Wienberger, 2016). The aim of this report is to analyse and address the issue of under-representation of women in a workplace and gender pay inequity. This report will identify the issue and why it has occurred, talk about related management functions and environmental factors and offer two recommendations. Discussion Why it occurs? There are many reasons why this issue could occur in a firm. One reason is a glass-ceiling effect. It means an invisible barrier for women preventing them from reaching higher positions in an organisation. There are 3 things closely related to this effect: gender wage gap (when men and women are doing the same job for different wages), gender/job segregation (when men and women are working in different industries while women are usually assigned to low-market value jobs) and barrier in promotion process (men are more likely to get promoted then women) (Yazdanifard & Zainal Abidin, 2016). Other factors that have influence are the manager, organisation itself and the external environment. Manager as a person can not only...
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...management (SHRM) could contribute to organisational performance in the next five years. Human resource management (HRM) is the function within an organisation that focuses on its most valued asset – its personnel. HRM is one of the most important functions in any business and is detrimental to the company’s overall success. It has taken quite a while for HRM to be adopted into the business strategy as organisations were unwilling to accept or change their ways. Their focus was on economic growth for the company. However researchers such as Hezberg, Maslow and Lewin revealed that employee performance was influenced by their social and emotional needs and their desire for interesting work. This is when the shift began for companies to not only focus on economic growth, but to satisfy the needs of their employees in order to improve performance and productivity which will bring greater success to the company. Human resource management has a number of key policy areas including recruitment and selection, job analysis and design, workforce planning, performance management, training and development and career planning. It is through these policies that we can understand the concept of strategic human resource management (SHRM). SHRM explicitly links these policies, practices and systems to enable the achievements of an organisations strategy and goals. In my understanding, SHRM represents an attempt to methodically manage employees in a proactive manner with a clear view to the...
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...communicate and work. It is essentially the psychology of an organisation, a set of goals, beliefs, structures and behaviours. In this regard, an organisation can be compared to a person. One person can be smart, innovative and quick to adopt technology while another person can be secure, steady, reliable and consistent. Culture is created by the interaction of leadership and employees. Truly, a lot of effort is invested in many organisations to create a culture that helps the organisation better achieve its goals and business plans. This is because an organisation’s culture can be positive or negative. For example, one organisation might feel that through support, teamwork and sharing of ideas they can foster innovation that would help them bring new and exciting products to the market, while another may encourage achievement and competition by focusing on success of their consultants to attract motivated staff who can in turn help capture more market share. However, whatever the idea an organisation may have, the culture is the environment or habitat in which employees operate. This environment powerfully shapes employees’ feelings, experiences, opinions, the connection with their organisation and their interaction with their colleagues. Some elements of culture are immediately apparent while others become more apparent over time. On the other hand, service quality is becoming an increasingly vital concern to organisations in the 21st century. As competition stiffens, with an increasing...
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...master degree poliyical science, hr practice. There are many different factors that affect an organisations approach to attracting talent and are both internal and external factors. Some examples of internal factors are the size of a business. A larger business would find it much easier to source this could be because they are more well-known to the public and they would also be more financially able to advertise a post to get a larger range of applicants. Recruitment policies also have an effect ie recruiting from internal sources and external sources can affect the recruitment process. Generally recruitment through internal sources is preferred because own employees know the organisation and can fit well into the culture. The Image of the company has influence on the recruitment process. Good image of the company earned by the actions of management helps attract potential candidates. Managerial actions like good public relations can help earn image. Image of the job also has an affect such as better salaries and good working conditions are considered the characteristics of good image of a job. Also, promotion and personal development policies of an organisation also attract potential candidates. Some examples of external factors are Demographic factors; employees have a big influence on the recruitment process. Demographic factors include, age, sex, literacy, economic status etc. Labour market conditions have an affect ie supply and demand of labour is a huge importance in affecting...
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...Case Study Internal Customer Attitudes Student: Date of Submission: Lecturer: Course: Customer Service Management Case Study Internal Customer Attitudes As products and services of various competing interests become increasingly equal in terms of price and quality, organisations have realized that ultimately the deciding factor in increasing or maintaining loyal customers is the commitment of an organisation to customer service strategies such as Total Quality Management (TQM). Dr Karl Albrecht and Ron Zemke have suggested in their research that, “the way employees feel is ultimately the way your customers will feel...” This case study explores the impact that an organisations customer service strategy has on the attitudes of its internal customers as well as how this dynamic ultimately allows the organisation to respond to the external customer’s wants, needs, and expectations. In analysis of the given case study we are confronted with Pam, a low level employee with limited responsibilities, a relatively small area of influence within the organisational structure of the business, and no actual physical contact with the external customers. Given the extremely limited contact that Pam has with external customers it might be assumed that customer service is an area within the organisation that she has no involvement or necessity to be involved. The problems of this assumption are readily evident in that Pam and the organisation have only acknowledged...
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...staffing, recruitment and selection, performance management, training, compensation, labour relations, workforce planning and talent management (Bratton & Gold 2012). Human resource management (HRM) is decisions made about the relationship between people and the organisation. These decisions are influenced by internal and external factors. Internal factors can be classified by organisation, job and individual which relates to the analysis of strengths and weaknesses in an organisation. External factors consist of political, economic, social and technological reflects on how the organisation evaluates its opportunities and threats. The aim of this report is to evaluate the importance of human resource management in terms of workforce planning, strategic planning, managing talent and recruitment and selection. Strategic Planning The activities mentioned above support the managing of organisation. An area of expertise is strategic human resource management (SHRM) which relates HR strategies with business strategies and evaluate the outcome of organisational performance. Strategic planning is defined as long-term planning to represent a particular series of behaviour accepted by senior level of the organisation to achieve its performance goals. Strategic planning is the practice of formalised analysis which intends to predict organisational consequences...
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...8/27/2015 8/27/2015 Samarth Patel | 18586750 Global marketing management Samarth Patel | 18586750 Global marketing management Client Brief Arthritis & Osteoporosis WA Client Brief Arthritis & Osteoporosis WA Table of Contents Background 1 Arthritis 1 Osteoporosis 2 Client details 2 Objective 2 Working structure 3 Current projects 3 Current challenges 4 Environmental Analysis 5 Internal 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 6 External (Macro environment) 7 Political 7 Economics 7 Social/Culture 8 Technology 8 Environmental 9 Legal 9 Stakeholders and Competitors 10 Stakeholder 10 Competitors 10 Conclusion 11 References 12 Appendix 1 14 Appendix 2 15 Appendix 3 16 Background Arthritis Arthritis is regarded as common diseases amongst Australian. Arthritis is serious condition that can affect people of all age group even children. According HealthDirect (2014), there are over 100 different types of Arthritis that cause a wide range of symptoms which vary depending on different type. Table 1: Statistic related to people suffering from Arthritis Year | Statistic | 2007 | * 3.85 million Australians * 2.4 million (Age group 15-64) * 2 million females * 1.8 million males | 2050(prediction) | * 7 million Australians * 3.7 million females * 3.3 million males | Source: (Painful Realities - the Economic Impact of Arthritis in Australia 2007) Osteoporosis As Arthritis...
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...Importance of environmental analysis Introduction No single organization can exist in a vacuum. For a successful business operation, an organisation needs to interact with various other actors and players around it. These may range from political institutions to other business and financial institutions. These institutions are called environment of an organisation. In this assignment, we would try to illustrate the importance of environmental analysis for a business organisation. The conceptualisation of environment holds the central position in this discussion. Thompson uses the term ‘operating or task environment, or inner layer’ for immediate or internal environment (Thompson, 1997). It relates to that domain where staff from one organisation interacts with people from others in their day to day business relationships (Douglas Brownlie, 1994b). Brownlie employs the term ‘remote or general environment, or outer layer’ for external or macro environment (Douglas Brownlie, 1994b). This refers to those factors which are outside of company’s direct control but have significant direct and indirect influence on company’s operations. For a company to be successful, it needs to be fully aware of its environment as it allows an organisation to respond to the needs and requirements in its environment. ‘Whilst organisational decision makers may wish to believe that they are the masters/mistresses of their organisation’s destinies, in reality that destiny is shaped by governments, customers...
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...EXTERNAL ENVIRONMENT AND HRM | | | FATMA Yasin | 4/9/2014 | | Contents INTRODUCTION 3 LITERATURE REVIEW 4 COMPETITION 4 Direct Competition 4 Indirect Competition 5 TECHNOLOGY 5 GOVERNMENT 5 ECONOMY 6 PUBLIC OPINION 6 CUSTOMERS 7 CASE – THE ONE (Home Décor Company) 8 CONCLUSION 10 REFERENCES 11 INTRODUCTION There are a lot of changes in the external environment which impact human resource management. As a result of this change industries have reshaped themselves to be in the competition (Pritchett, 1994). An overnight demand of new skilled labour has risen drastically. The managerial work has also changed especially at the top level. Most of the managers believe that an organisation can continuously do well, if there are time to time developments made by the organisation with respect to customer needs, government regulations, technology and competition (Certo, 2000). The paper starts with the introduction of human resource management. It is followed by the explanation of external environmental factors that effects human resource management with a help of some journals. At the end, arguments explained are backed up with the live example of a company based in UAE. The name of the company is ‘THE ONE’ it faced some problems with environmental changes in human resource management in the initial stage, but it implemented some strategies to overcome the problem. According to the company, human resource is the most crucial part of the...
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...and a decision process. The information process involves collecting and analysing information about the external and internal environments. External factors are taken into account to find major opportunities and threats that now or will confront the organisation. To survive and grow, every organisation, invariably, must find how the situational factors have affected its past and current performance. This must be followed by an internal analysis to determine the organisation's strategic direction. Strategists carry out internal analysis to have a 'feel' of where their organisation has been and where it now is, particularly with regard to internal strengths and weaknesses. Information about the organisation's strengths and weaknesses, when combined with information about external opportunities and threats, offers a stronger foundation for informed decisions about strategic direction. The decision process covers four important steps: development of alternatives, choice, implementation and assessment. Based on the external and internal analysis, strategists first identify possible strategic alternatives and pick up those that help the organisation reach its mission and objectives. In the next step, the planners decide how and when to translate strategic choices into action, followed by an evaluation of the effectiveness and efficiency of the strategic direction the organisation has followed. The strategic management model, developed by McGlashan and Singleton, is...
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...resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to management of people based on four principles. First the Human resources are the most important asserts in any organisation and their effective management...
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...theory has invaluably provided research evidence that are attributable to contemporary management accounting knowledge and designs. It has provided a profound method to adjust to ever changing external environments and the need for changes in internal factors (Otley, 1980, p. 413). Strengths of contingency theory style research Challenging the criticisms of contingency theory for being fragmentary and contradictory due to its methodological limitations, it is the failure of critiques in realising the many different forms of management accounting designs under the contingency approach and the relationships between those design which have perpetuated this idea (Gerdin and Greves, 2004, p.303). Attention should be shifted to the concepts under which contingency theory has been applied. Contingency theory in its simplest form highlights that an organisation’s structure is conditional upon contextual factors such as environment, strategy and size. One of its key strengths is a congruence approach that it represents, whereby assuming context determines the structure of the organisation without any examination of the effects of this relationship on performance. It is implied that performance is determined by a natural selection process. A process where only the best performing organisations will survive at any point of time and those which survive often best acclimatise to its context (Gerdin and...
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...Talent Planning in an Organisation 1. Four factors that affect an organisations approach to attracting talent are: * Expansion – A company that keeps expanding attracts a lot of new talent who want job security and promotion prospects. * Development opportunities – A company who offer learning and development opportunities will attract a lot of talent who want to learn new skills to better their career. Without training prospects a lot of talent will be lost. * Salary – A company with lower levels of salary wouldn’t attract as much talent as higher levels of pay. Workers want their hard work to reflect in their wages. * Benefits packages – A company with good benefits package also attracts talent. People want to see what the company offers to safeguard and assist their employees. 2. Three organisation benefits of attracting and retaining a diverse workforce are: * A varied array of employees means different levels of skills and knowledge, enabling each sector of an organisation to excel. * A diverse workforce means people possess different attitudes and values whether these values are derived from race, religion or even nationality. When all brought together can benefit the company when dealing with a wide range of people and even internationally. * Creativity and productivity would increase. People with different backgrounds have different ways of thinking. Enabling different views and ideas to emerge. 3. Factors that affect an organisations...
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...Explain the business organisation as a transformation process: • Business organisations undergo a transformation process from inputs into outputs, using physical inputs plus finance and skills to produce both goods and services. • Use examples from both manufacturing and service sector organisations to illustrate the process. 1.1.2 Describe the different ways in which a business may structure its activities: • Organisational structures can be based on the functions of the organisation, its product ranges, or geographical regions. Alternatively some less hierarchical organisations may use a matrix structure, especially if the firm is project based. 1.2.1 Discuss the complexity, volatility and uniqueness of an organisation's environment: • The organisation in its environment has to face a wide range of internal and external influences which affect business activity. • The immediate or operational environment interacts with suppliers, competitors, the labour market and financial institutions. • The general or contextual environment consists of economic, political, legal, and social factors. Each functional area of the organisation may be affected. • Whilst organisations have some control over their internal environment, the external environment is more volatile (e.g. technological change), and wide ranging and this makes decision making more difficult. • The uniqueness of organisations means that each one is affected to different degrees by external environmental factors. 1.2.2 Explain...
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...“If an HR person is trying to choose people for an organization, knowing their values are very important-if they are not consistent with the organization’s values they are not likely to stay very long.” Professor Rodger Collins The aim of this report is to: • Identify and assess at least 4 factors that affect an organisation’s approach to attracting talent. • Identify and explain at least 3 organisation benefits of attracting and retaining a diverse workforce. • Describe at least 3 factors that affect an organisation’s approach to recruitment and selection. • Prepare a Recruitment Authorisation Request to the MD comparing and contrasting the benefits of at least 3 different recruitment methods and three different selection methods. The Identification and Assessment of 4 Factors Which Can Affect an Organisation’s Approach to Attracting Talent Does the vacancy need to be filled? If a member of staff has left or is intending to leave in the near future, can the vacancy be filled by splitting the job between other employees? To investigate the possibility of this a job analysis would be required to gain information from the leaver and line manager via the exit interview process as to the feasibility of absorbing the required tasks into existing employee’s workloads. Why does the vacancy exist? As previously mentioned an exit interview would be carried out by the line manager, the primary aim of the exit interview is to learn reasons for the person's...
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