...Human Resource Planning Assignment - 1 Due Date: 14th March, 2016 CHAPTER 1: STRATEGIC STRAFFIN In this chapter, you learned that the strategic staffing process guided by hiring goal that are clearly linked to an organization's strategies and objectives. The goal of strategic staffing is to enable the organization to better execute its business strategy. There are two types of staffing goals: process goals and outcome goals. Process goals relate to the hiring process itself, and outcome goals apply to the product of the hiring effort. Table 1-2 gives examples of both types of staffing goals, and Table 1-3 gives you some questions to consider in setting appropriate staffing goals. Your consulting assignment for Chapter 1 is to identify realistic long-term and short-term process and outcome goals for staffing of sales associate positions at Chern's. Be sure to relate your goals to the firm's business strategy and explain why each is important and should be adopted by the company. CHAPTER 2: BUSINESS AND STAFFING STRATEGIES In this chapter, you learned about how a firm's business strategy and talent philosophy shape its HR strategy, which then influences the firm's staffing strategy. After Ryan and Ann learned about this process, they felt that the company needed to develop a more formal talent philosophy of its own to shape its HR and staffing strategy. They have asked you for your recommendations. Chapter 2 and Tables 2-4 and 2-5 should help you identify key components...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...PART 1 The Nature of Staffing Chapter One Staffing Models and Strategy The Staffing Organizations Model Organization Missions Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Legal compliance Measurement Job analysis and rewards Core Staffing Activities Recruitment: external, internal Selection: planning, external, internal Employment: decision making, final match Staffing System and Retention Management CHAPTER 1 STAFFING MODELS AND STRATEGY LEARNING OBJECTIVES After reading this chapter, you will be able to: • Define staffing and outline the implications of the definition • Explain how organizational effectiveness is determined by both staffing levels and the quality of labour • Describe the five models of staffing • List the 13 strategic staffing decisions that any organization is confronted with • Understand the complexity of ethics in staffing decisions and use suggestions to assist in making ethical staffing decisions Staffing is a critical organizational function concerned with the acquisition, deployment, and retention of the organization’s workforce. This chapter begins with a look at the nature of staffing. This includes a view of the “big picture” of staffing, followed by a formal definition of staffing and the implications of that definition. Examples of staffing systems for a Canadian Astronaut recruitment campaign, store level human resource managers, and direct sales...
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...Human Resources Management, 13e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading Answer: C Explanation: C) The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Chapter: 1 Objective: 1 Skill: Concept Learning Outcome: Define human resource management and describe modern trends in the field 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) generalist D) marketer Answer: A Explanation: A) The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) management process D) adaptability screening ...
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...Chapter 6 1. What is strategy? What is strategic planning? a. List the reasons a company would have if it wants to operate internationally. b. List the seven steps in the strategic management process. 2. What is environmental scanning? What areas are most commonly focused in environmental scanning? a. What is the difference between environmental scanning at the multinational level and the regional level? b. Describe the various sources of information that are available to managers. 3. What is a SWOT analysis? How is it used in strategic planning? a. What are the two levels of strategic alternatives that a firm must consider when competing internationally? b. Compare and contrast globalization and regionalization. 4. Describe the strategies of globalization and regionalization. When can each strategy be used most effectively? Chapter 7 1. What is global alliance and why should a company seek a global alliance over other forms of market entry? a. What motivates a company to develop a cross-border alliance? . b. Briefly explain FIVE (5) challenges in implementing global alliances? 2. What is the "dual nature" of strategic alliances? a. What are the benefits of outsourcing abroad? What should firms do when implementing a global sourcing strategy? 3. What is international joint venture control? Why is it important? a. Describe the process of knowledge management in international joint ventures. b. What are some of the complexities...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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...Week 4 Assignment 2: Staffing Organizations Part 2 XXXX Strayer University XXXXX Staffing Organizations August 18, 2014 Staffing Organizations Part 2 Introduction The aim of this paper will outline the strategy and recruitment plan that can be utilized to implement a strategic workforce for the coffee shop initially and throughout the next three years. The implementation and creation a communication message (realistic, brand, or targeted) to attract applicants to the open positions are executed. In addition, the selection of the communication medium for the recruitment effort and explanation as to why the method was chosen over others are addressed. The selection processes are utilized for the coffee ship and the identification of the advantages and disadvantages using the process are outlined. The paper will also propose the types of initial and substantive assessment methods are used to select external candidates for each position and explanation of how the assessments align with my staffing strategy. Identification the predictors that are used to assess KSAOs are also defined. Recruitment Plan For triumphant implementation of the recruitment plan, it is critical for the coffee shop a recruitment strategy put in place. Implementation of the strategic recruitment plan will utilize internal and external resources so that victorious work territory can be expanded with the assistance of performance based possibilities, strategic management, skillful workforce...
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...Chapter 2 9 Strategic Staffing Decisions 1. Do we want a core or flexible workforce? Chern should develop a core workforce. Their employees should consist of people who are a regular part of the company and understand the importance they play in keeping the business successful and helping it grow. 2. Do we prefer to hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3. Do we want to hire for a train and develop needed skills? Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them to be. 4. Do we want to replace or retain our talent? It is important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces...
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...MAN 4320 Study Guide – Test #1 – Chapters 1-5 In fairness to all students I ask that you NOT send me individual inquiries related to specific topics addressed in this study guide for which you require further clarification. I have found in the past that by responding to one student’s inquiry this might be viewed as demonstrating preferential treatment. Therefore, should you require any further clarification I will defer to this disclaimer and not respond to your inquiry. There are a total of 80 questions @ 1.25 points and it will be available in the Testing Lab from 7:00 a.m. on September 29th to 11:59 p.m. on September 30th. Upon completion of the test you will be able to view your scores. Chapter 1 – 5 T/F and 11 M/C Should strategic staffing systems be aligned with a firm’s business strategy? In what ways does staffing influence organizational performance? Is reducing the turnover rate of high performers a staffing process goal? Define talent management. Is it more important to fill jobs quickly or is it better to fill jobs efficiently at minimum expense? Should firms select only those candidates who already possess the skills that are necessary to be quickly and cheaply trained by the firm? How does employer branding create a favorable image in desired applicants’ minds? Would you classify number of qualified applicants as a staffing process or outcome goal? Define recruiting, performance management and deployment. When a firm determines it will need to hire...
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...Chapter 2: Strategy and Human Resources Planning If nothing else, my students should learn that… • It is important for HRM to align its policies and processes with the business strategy in order to provide value to the organization (external fit), and that the policies and processes are mutually reinforcing (internal fit). HR planning follows the same pattern as organizational strategic planning, and hence the two processes are complementary. • In order to evaluate the effectiveness of strategy, it is imperative to take the ‘people side’ into consideration. Sole reliance on financial documents (e.g., financial statements, cash flow statements, income statements) largely ignores investment in human capital. Learning objectives • Identify the advantages of integrating human resources planning and strategic planning. • Understand how an organization’s competitive environment influences its strategic planning. • Understand why it is important for an organization to do an internal resource analysis. • Describe the basic tools used for human resources forecasting. • Explain the linkages between competitive strategies and human resources. • Understand what is required for a firm to successfully implement a strategy. • Recognize the methods for assessing and measuring the effectiveness of a firm’s strategy. Why is this chapter important? The purpose of this chapter is to highlight the nexus of strategy and HR planning...
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...Chapter 9 Staffing and Human Resource Management Human Resource Management and Business Strategy Modern HR professional helps firm attain business strategy. HRM strives to maximize human capital so workers achieve organizational goals. HR helps build high-performance work practices. HR practices should lead to sustainable competitive advantage. 2 Components of Staffing Contribute to Retention 1. 2. 3. 4. 5. 6. 7. Awareness of legal aspects Strategic human resource planning Recruitment Selection Orientation, training, and development Performance evaluation Compensation 3 Legal Aspects of Staffing 1. 2. 3. 4. 5. Federal, state, and local laws cover all aspects of staffing. Key federal laws: Title VII of Civil Rights Act of 1964 Equal Pay Act of 1963 Age Discrimination in Employment Act of 1967 American with Disabilities Act of 1990 Civil Rights Act of 1991 4 Strategic Human Resource Planning Strategic human resource planning includes planning related to: Future needs Future turnover Recruitment, selection, and layoffs Training and development 5 Recruitment The process of attracting job candidates with the right characteristics and skills to fill job openings. Job Specification A statement of the personal characteristics needed to perform the job. Job Analysis Obtaining information about a job by describing its tasks and responsibilities and gathering ...
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...CHAPTER PART 2 2 Forecasting Demand and Supply FORECASTING DEMAND AND SUPPLY LEARNING OBJECTIVES • • • • • • Understand and select information required to forecast HRP Identify members of the HR planning team Understand the four steps in the HRP process Apply techniques to forecast HR demand and supply Describe various methods for assessing labour planning (quantitative and qualitative) Discuss key challenges in forecasting HR demand and supply 26 Part 2 | Forecasting Demand and Supply ■ PROFILE The Great Pyramid of Giza The Great Pyramid of Giza has fascinated the world for centuries and is revered as one of the greatest mysteries of time. When it was first built it was 145 metres tall, making it the tallest structure on the earth for over 4,300 years. Egyptologists argue that even with all of the human and computer advancements achieved to date, it would be near impossible to replicate the production of these pyramids. The HR planning scale of the project would be among the biggest challenges to face. Archaeologists have their own methods for determining how many workers (mostly slaves) were employed at Giza, but a majority agree that the Great Pyramid was built by approximately 4,000 primary labourers—quarry workers, haulers, and masons. These primary labourers would have been supported by 16,000 to 20,000 secondary workers—ramp builders, tool-makers, mortar mixers, and those providing back-up services such as supplying food, clothing, and fuel. These estimates suggest...
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...introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management and Marketing Learning Objectives Students who successfully complete this course should be able to: 1. Use Porter's Five Forces Model to analyze specific domestic and international industries (Assessed by: BPP-Industry Analysis paper). 2. Analyze (compare/contrast) the effects of political, economic, legal and social dimensions on the global managerial challenges (Assessed by:...
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...AUL_KASLIK – MBA Helen Deresky International Management CHAPTERS 6,7,8,9,10& 11 Ali Sulaiman 71859876 aassbk@gmail.com AUL_KASLIK – MBA Helen Deresky International Management Formulating Strategy ng Outline Opening Profile: Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service Sector Outsourcing; Turnkey Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management in Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives Approaches to World Markets Global Strategy Regionalization/localization Ali Sulaiman 71859876 aassbk@gmail.com Timing Entry and Scheduling Expansions The Influence of Culture on Strategic Choices Conclusion Summary of Key Points Discussion Questions...
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