...Romans (A) Introduction (1) Romans is the _LONGEST__ of Paul’s letters. (2) Romans is the most _____THEOLOGICALLY SIGNIFICANT___ of Paul’s letters. (3) The letter of Romans has been greatly influential in the history of the Church (i) Augustine CHRISTIAN WHO LIVED IN THE 4TH CENTURY. HE BECAME CONVINCED THAT CHRISTIANITY IS TRUE, BUT COULDN’T SUBMIT TO CHRISTS LORDSHIP. HE HAD SINS THAT WASN’T WILLING TO GIVE UP. CHILD SAID “TAKE UP AND READ.” ROMANS CH 13 13-14. (ii) Martin Luther FATHER OF PROTISTHANT REFERMATION. BELIEVES THAT YOU HAVE TO EARN GODS FAVOR. EXCOMUNICATED FROM THE CATHOLIC CHURCH. (iii) John Wesley ENGLISH REVIVALIST. (4) Is Romans a systematic presentation of Paul’s Theology? YES & NO: YES, BECAUSE IS WRITTEN SYSTEMATICALLY. NO, BECAUSE WAS NOT WRITTEN AS A SYSTEMATIC THEOLOGY. (B) Author (5) Claim of the text – written by Paul. (6) Little scholarly debate about this claim (C) Date and Place of writing (7) Paul likely wrote Romans in ____AD 57____________ to Christians in Rome. (8) Paul did not found the church at Rome (we do not know who did). (9) A man named ___TERTIUS_________ (Rom 16:22) served as Paul’s amanuensis. (10) The place this letter was probably written -- ___CORINTH____________ (11) The letter was likely carried to the Romans by ___PHOEBE_____ (Rom 16:1-2) (D) Audience (12) There probably were...
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...Week 1 Paper HRM/522 University of Phoenix Week 1 Paper HRM/522 The HR department does not have a clear mission or function defined and with the current organizational growth a Human Resource Plan (HRP) is needed. This plan must provide the mission of the HR department and detail the functions to provide a clear understanding of HR’s role and ensure alignment with the organizations strategic plan and goals. The organization will only experience long-term successfulness when the right people are in the appropriate positions at just the right time; the strategies for achieving the organizational objectives should revolve around having the right balance of talent, skills, and the aspiration to accomplish organizational objectives in a significant manner (Byars & Rue, 2008). HR Functions and Challenges Challenges that the HR department will encounter consist of finding a candidate pool large enough to fill the 50 vacant positions, finding potential employees that have the skills, qualifications and experience. Other challenges that exist are the implementation steps to develop a HRP in alignment with the organizational strategic plan and goals. With the organization looking to fill 50 positions the functions of the HR department must be clearly defined; this can be accomplished by developing the HRP. There are steps that must be taken to implement the HRP they include: • Determine organizational objectives • Determine Skills and expertise...
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...Aligning Human Resources & Strategic Plans John P. Righeimer Maverick Energy Contents Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the...
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...Outline The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. This paper will focus on 3 strategic plans of Choithram supermarkets and develop a HR plan for the year 2011. This HR plan will include selection and recruitment, induction and training, succession management, job vacancies forecasting and filling and compensation management in the company. Executive summary The development of a human resource strategy that can support the plan of the business needs HRM planning to be included and recognized as an integral part of business planning strategy. The integration of the HR strategy and strategic planning is one of the chief elements that contribute to entrepreneurial excellence. There are four main themes that underpin the integration of HR strategy and strategic planning (Dawson, 1995). The first theme or assumption is that excellence in business entails a wider scope than just the mere accumulation of practices that are excellent. Secondly, achieving excellence in the corporate arena is the single most vital element that can be used by a business to achieve its missions, goals and visions (Agrylis, 1999). Thirdly, the aforementioned element gives the organization a holistic view where the focal...
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...Aligning Human Resources & Strategic Plans John P. Righeimer Maverick Energy Contents Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the...
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...A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:- • • • • it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours, and employees are developed in the right way. If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content. An HR strategy will add value to the organisation if it: • • articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and identifies fundamental underlying issues which must be addressed by any organisation or business...
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...Sample assignment Layout, writing guidance and some important points to organise your thoughts for research Learning Outcome 1: Understand how the strategic management of human resources contributes to the achievement of organisational objectives. Task 1 • significance of strategic Human Resource Management function • What is Human Resource Management • Definition of HRM from different authors • Briefly explain the functions of HRM • Is human resource a strategic function – the different between personnel management and HRM clearly indicates that HR is a strategic fucntion which proves that it is a strategic function • Models given by different authors demostrating HR as a strategic function – Matching model, resources based model, harvard model, guest model (make your own choice to use and apply model in the report) • Importance or significance of SHRM for organisation briefly. • Assess the purpose of Strategic Human resource activities • Explain different levels of stratregies – corporate, business and functional strategies and then discuss that the purpose of strategic HR function is to establishes the right practices which lead organisation towards its goal. The strategic HRM’s role in change process. Explain it in the context of millenium hotel. • evaluating the contribution of SHRM • contribution can be evaluated by using different model/appraoches such as Benchmarking, balanced scorecard, contribution towards...
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...E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document, these isolated HR plans add little value to the business because they...
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...their processes with the organizational goals. HR works as a guiding force to help organizations achieve these goals. Strategic HR as stated by Mello (2014), “involves the development of a constant, aligned collection of practices, programs, and policies to facilitate the achievement of the organizations strategic objectives” (p. 150). Strategic HR has an administrative focus which involves being a strategic partner, change agent, administrative expert, and employee champion. This gives the individuals involved with HR the advantage to partner with top manage to decide on what is needed to get different task done. HR professionals can demonstrate how a competitive advantage can be achieved by putting the right people in the right place. Strategic HR planning is essential for keeping the organization on track and making sure current processes meet current needs. Aggregate planning helps the accomplish goals which follows a sequent of processes for competition. Succession planning is what help keep the organization going when key positions become vacant. Strategic planning establish key processes within the organization and steps to taken to ensure that these process sustain to meet objectives. Reyes Fitness Centers, Inc. (RFC) want to bring more strategic value to their organization, employees activities, and employee projects. Analysis RFC is looking to increase their customer experience while retaining their current employees. HR is looking to keep and increase their budget...
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...CERTIFIED HR PRACTITIONER Module 1 – Day 1 © KPL/2012 LEARNING OUTCOMES 1. Explain what human resource management is and how it relates to the management process. 2. Show with examples why human resource management is important to all managers. 3. Illustrate the human resources responsibilities of line and staff (HR) managers. 4. Briefly discuss and illustrate each of the important trends influencing human resource management. © KPL/2012 LEARNING OUTCOMES 5. List and briefly describe important trends in human resource management. 6. Define and give an example of evidencebased human resource management. © KPL/2012 HRM - Definition Human Resource Management (HRM) is the process of acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns. © KPL/2012 THE MANAGEMENT PROCESS Planning Controlling Leading Organizing Staffing © KPL/2012 HRM PROCESS Acquisition Training Fairness Health and Safety Labor Relations Human Resource Management (HRM) Appraisal Compensation © KPL/2012 PERSONNEL ASPECTS OF A MANAGER’S JOB • Conducting job analyses • Planning labor needs and recruiting job candidates • Selecting job candidates • Orienting and training new employees • Managing wages and salaries • Providing incentives and benefits • Appraising performance • Communicating • Training and developing managers • Building employee commitment © KPL/2012 PERSONNEL MISTAKES • • • • • Hire...
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...outstanding strategy is insignificant pending execution. Accordingly, execution requires appropriate resources, role flexibility, and infrastructure. Consequently, strategic management ought to finish with the concluding yearly planning meeting even though periodic monitoring and execution are necessary. As such, the process commences with an apparition of wherever the organization should head. An unsurpassed means of accomplishing the desired outcomes will be making sure that the procedure chosen to guide the planning efforts is comprehensive. The hardest parts include committing resources, creating time, addressing and uncovering the obstacles even though the process is controllable. The human resources of an organization are probably its mainly fundamental ingredients for achievement. Devoid of employees, the majority of commercial ventures would stop existing. Accordingly, strategic management entails strategic utilization of resources in order to meet purposes. The HRM encompasses the capacity of making significant contribution to the general objectives of the organization straightforwardly by utilizing strategic designs to make certain the appropriate employees are obtainable in the appropriate positions, at the appropriate period. For instance, the implementation and development of strategies in HRM consents to HR playing a significant role in the daily work alignment of the...
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...STRATEGIC HRM Introduction to HRM: Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organization. HRM is often referred to as "strategic HRM". It has several goals: - To meet the needs of the business and management (rather than just serve the interests of employees); - To link human resource strategies / policies to the business goals and objectives; - To find ways for human resources to "add value" to a business; - To help a business gain the commitment of employees to its values, goals and objectives Human resources management –It’s a main concern of management, using people in the organization. The rules and practices involved in delivery to the people or H.R.M. It is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety, and fairness concern. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function. (Dessler ET all, page 2, 2009) Sainsbury’s Plc: Sainsbury’s is one of the leading food retailers in the United Kingdom and also operates property and financial services. Sainsbury’s H.R.M department is a big part of the company and have their own mission statement that...
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...Schuler and Walker define Human Resource Strategy (HRS) as “a set of processes and activities jointly shared by human resources and line managers to solve business-related problems”. I believe this definition assists on tackling the above question. However, Bamberger and Meshoulam “Conceptualise human resource strategy as an outcome: the pattern of decisions regarding the policies and practices associated with the HR system”. In my view, HRS is a set of ‘processes and activities’ that when implemented, result in an outcome. In aim to justify this statement by discussing the topic of human resource strategy in relation to the sub-headings listed above. By examining the reasons or ‘rationale’ for the emergence of human resource strategies in the modern business environment, the value, various strategy approaches, types and the concept of fit, I believe I can underline the importance of a well devised HRS to any overall business strategy or plan. Modern businesses and the economic environments in which they operate are very different from the organizations and economies examined by Chandler in his studies of ‘managerial capitalism’ (late 19th Century through to the 1970s). The development of technology, and the creation of global economies have resulted in a significant increase in efficient and effective competition within all industries operating in market economies. Firms con longer rely on competing aggressively simply on the reliable favorites of achieving economies of...
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...Travel Agency HR Plan Eleanor Thomas HRM/552 02/09/2015 Instructor: Rosie Cordova Introduction One may think running an HR department is a very comfortable and years ago it may have been, but in today’s organizations, the HR department has changed in so many ways. In order for the travel agency to achieve their goal of hiring 50 new employees and someone to assist with the recruitment they will have to fine-tune the plan that is in place now. This paper will address the functions and the challenges in the HR department and how it will fulfill the strategy of the department. The paper will speak on the purpose of HR and the metrics, and how it can affect senior managers. The paper will give some information on HR planning process and how it can be applied throughout the company. The HR department can then can determine what plan will work best for the business. They will be used to provide the recruitment strategy and method that will be use to hire the new 50 employees. The paper will provide references that the reader can use to help him or her receive a clearer understanding of the HR department plan for the business. The functions and challenges in the HR department in fulfilling this strategy Before they can satisfy the need of the travel agency, they must have a clear understanding of the function and challenges of the business, in order to hire new employees. The challenges HR department is faced with is trying to recruit and retiring employees. They...
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