...| | |Human Resource Management | | |Puerto Rico Campus | Copyright © 2009, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on the strategic role of human resource management, personnel planning and job analysis, personnel selection, performance appraisal, compensation, training, and development from the vantage point of the manager. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of human resource management (2nd ed.). New York, NY: McGraw-Hill....
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...------------------------------------------------- project manageme Task 1: 1.1: Principles of Project Management: 1. Identify Goal/Tasks – Evaluate the project as a whole and break it down into smaller, manageable steps to ensure thorough completion. Identify what the key tasks are and prioritise them into a logical sequence. 2. Identify Key Stakeholders – Based on key tasks of the project, group tasks into categories. Link the categories to stakeholders with key skills and experience in their particular field of expertise e.g. IT staff will specialise in IT related tasks, Finance department will specialise in overseeing financial tasks. 3. Agree Deadlines – Based on identification of key tasks and integration of stakeholders to project tasks, layout a timeline of when the project starts and when it can be completed as efficiently as possible. Delays in completion can cause a project to go over budget and create negative customer relations. Overview: These three principles will create a clear objective of the project, outline the following tasks required to complete it, the stakeholders responsible for each task and the timeframe allocated to execute the project as fast and efficiently as possible. 1.2: Three Benefits of Project Management: 1. Efficiency in Delivering Services – This will stem from project coordination and organisation. The more concise your project is, it will deliver clarity and efficiency to tasks and allow you to avoid problems and troubleshooting...
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...Human Resource Management Overview Name HRM/300 Date Instructor Name Human Resource Management Overview Human resource management (HRM) has a role that supports organizations in achieving their goals by hiring and maintaining effective employees. The human resource manager is in charge of the staffing, defining and designing work, and employee compensation and benefits. The goal for HRM is to make the most of the production of an organization by improving the success of the employees. Human Resource Management According to DeCenzo & Robbins (2007), human resource management will deal with the changing world and how it relates to the work field. HRM must “understand globalization, technology changes, workforce diversity, labor shortages, changing skill requirements, continuous improvement initiatives, the contingent workforce, decentralized work sites, and employee involvement” (DeCenzo & Robbins, 2007). Primary Function The primary functions of human resource management are overseeing department functions and managing employees. This includes strategic and functional responsibilities, compensation and benefits, training and development, recruitment and selection, and employee relations. Strategic Plan The strategic planning is when a company defines objectives and addresses any internal and external factors. The strategic planning process includes the mission and objectives, situation analysis, strategy formulation, strategy implementation, and...
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...financial pressure, strategic planning is needed for survival of an organization. This paper will discuss the similarities and differences between the strategic planning process and the nursing process. It will relate the nurse’s role in the nursing process to the role’s in the strategic planning process, and how nurses can be more involved in the strategic planning process as it relates to informatics needs in the health care setting. Similarities and Differences Between Strategic Planning Process and Nursing Process According to Czar and Hebda (2013), “Strategic planning is very simply the process of determining what an organization wants to be in the future and planning how it will get there” (p. 139). Strategic planning also allows an organization to move toward a desired future (Hebda & Czar, 2013). Strategic planning also provides direction for an organization and driven by an organization’s mission, value, and goals. Nursing process is a process used to improve nursing care. Nursing process used feedback mechanism and subsequent modification to promote the resolution of the nursing diagnoses (Bulson & Bulson, 2010). The difference between strategic planning process and nursing process strategic planning focuses on an organization, and nursing process focuses on nursing care. The essential steps in strategic planning include plan the process, survey and data collection, analyze data, formulate strategic priorities, implement strategies, and evaluate progress and...
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...Labor Relations Abstract This report covers a synopsis of human resources, specifically labor relations. The range of duties for labor relations specialists, various aspects of the job, and a phone interview conducted with a labor relations officer assigned to the city of San Diego. Labor Relations “There are many types of human resources, training, and labor relations managers and specialists. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer’s needs. In a large corporation, the director of human resources may supervise several departments, each headed by an experienced manager who most likely specializes in one human resources activity, such as employment and placement, compensation and benefits, training and development, or labor relations. The director may report to a top human resources executive” (United States Department of Labor, 2009). Every organization has a human resources department who specialize in different areas including labor relations. Labor relations staff plays...
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...Assessment Tasks Assessor Guide BSBRSK501A: Manage risk Copyright ownership: United Business Services (Aust) Pty Ltd. This book is copyright protected under the Berne Convention. All rights reserved. No reproduction without permission. This book is protected by copyright and may not be reproduced or copied either in part or in whole nor used for financial gain without the express approval in writing of the owner (United Business Services (Aust) Pty Ltd) of the copyright. United Business Services (Aust) Pty Ltd 50 Cupania Street Algester Qld 4115 Ph: (07) 3276 0549 Email: info@ubsconsultants.com.au Web: www.ubsconsultants.com.au BSBRSK501A: Manage risk Assessment Tasks: Assessor Guide Assessment Documentation This Assessor Guide is designed to provide standardised documentation and assessment procedure for the assessment processes conducted by this RTO. The assessment tools that are used by you (the assessor) will result in evidence being generated by the student targeting this unit of competency. The evidence is kept by the RTO and is required for audit purposes. The following table summarises the types of evidence students can generate as proof of competence. The table contains information based on the AQF (Australian Qualifications Framework) Level for the unit BSBRSK501A: Manage risk. Sample assessment tools have been suggested as a means of assisting students in generating the appropriate form of evidence for this unit. AQF Level Distinguishing Features (Source: AQF...
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...“Risk Management on a Satellite Development Project” Case Study #3 Marie G. Williams Human Resource Project Management 517 Dr. Annette West March 3, 2014 1. Suggest the issues that could have developed had the team not had a risk plan. The main factor for not completing the project is team failure which is because of poor overall initial planning. When there are unrealistic goals being set, creating a chaotic working environment there is bound to be nothing but pure failure of the project and its success in the near future. There can be two major causes for the team project failures; overdue or missed time standards, and going beyond set financial plans. With the interpretation of day to day basis risk assessments into team developed projects, there is a more realistic set of guidelines, and procedures put into place. The definition of a risk assessment states, “that it is the identification, evaluation, and estimation of the main levels of risks involved in a situation, their comparison against benchmarks or standards, and determination of an acceptable level of risk”. With set risk assessment techniques, the team may further eradicate all possible liabilities or future occurrences within the project team. The essential of having a successful project management team is very important. Having strategic risk management techniques is essential. When planning a project team, it is sometimes strongly advised to think in a futuristic mindset by thinking of the what if’s how...
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...Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, interpersonal and individual performance, develop employees, and plan and allocate resources. These roles will help the manager to identify the stage competency of the employee and how much the employee is ready to maintain and grow in his / her career development. Interpersonal managers provide direction and supervision for the employee and the company as a whole. The interpersonal manager’s character typically includes leadership function as a figurehead, motivator and directional authority. Most of the successful interpersonal managers have acquired their skill sets through experience and engaging with employees, peers, and superiors over time. Senior management lecturers Deepa Sethi and Manisha Seth reference Peter Hartley’s definition of interpersonal skill, “Hartley (1999, p. 20) defines interpersonal...
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...Human Resource Management: Context, Concept and Doundaries UNIT 2 THE CONCEPT AND FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Objectives After reading this unit, you should be able to: l l understand the meaning and concept of human resource management; and explain the functions of HR, and responsibilities and new roles of HR practitioners. Structure 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Introduction Concept of HRM Objectives of HRM Human Resource Functions Summary Self Assessment Questions Further Readings 2.1 INTRODUCTION Human resource management (HRM) is an approach to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation...
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...Processes ➢ Organizational Management - Model the organizational structure of your enterprise - Create, change and delimit organizational units - Create, change and delimit jobs - Create, change and delimit positions - Analyze an organizational unit to define workforce requirements and personnel cost planning - Create further organizational units for planning scenarios or simulations. ➢ Personnel Administration - sets the data basis for subsequent processes in Human Resource Management and reporting ➢ Recruitment - Recruitment, choice and setting of applicants - External recruitment - Internal recruitment - Developing a data base for applicants - Administration of vacant positions ➢ Personnel Development - Advance qualifications of employees - Comparison: requirements of positions with qualifications of employees ( profile matchup - Introduce development actions ( Talent Management - Book training course ( Training and Event Management - Arrange appraisals( Performance Management ➢ Talent Management - Arrange Career Planning - Accomplish Succession Planning - Generate general Development Plans - Generate individual Development Plans ➢ Performancemanagement - Define objective setting between enterprise and employees ...
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...Human Resources Generalist Job Description & Specifications Human Resource Generalist will plan, organize, direct, and evaluate the operations of human resources and personnel departments in a team structured, non-unionized organization. Develop and implement policies, programs and procedures regarding human resource planning, recruitment, training and development, pay and benefit (including bonus and incentive) administration. Represent management and participate actively on various joint committees to maintain ongoing relations between the owner, managers and employees in a flexible, family-oriented work place. Responsibilities: • Plan, organize, direct, control and evaluate the operations of human resources or personnel departments • Plan human resource requirements in conjunction with other departmental managers and owner • Administer employee development including health and safety programs • Strategic partner in organizational effectiveness. Assist in workforce planning; identify the quantity and category of employees required to meet goals • Advise managers on interpretation and administration of personnel policies and programs • Co-ordinate internal and external training and recruitment activities, including job analysis and job designs • Develop and implement labour relations policies and procedures • Organize and conduct employee information meetings on employment benefits and compensation • Review the classification...
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...Management and Organization Behavior Subject Code: BMO1102 Assessment Number: Assessment 2A Question: Define leadership. What is the path-goal theory of leadership? Identify the four leadership styles of path-goal theory and explain when they are most appropriately used. TEMPLATE FOR SUMMARISING AND EVALUATING ARTICLES FROM SCHOLARLY JOURNALS ARTICLE 1 Title and Article Reference | Dixon, M. L., Hart, L. K., Spring 2010, ‘The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention’, JOURNAL OF MANAGERIAL ISSUES, Vol. XXII, Number 1, pp. 52-69. | Aim / Purpose of article | To investigate the interrelationships amongst three types of Path-Goal leadership styles, diversity, work group effectiveness and work group members’ turnover intentions. | Sample, location, method of data collection and analysis | Sample260 full-time south-eastern U.S. multinational manufacturing firms’ employees completed the surveys anonymously at work. Sample data was then, collected in a week’s time. The survey consisted of four sections with a total of 48 questions. Four methods of measurement was implemented; Perceived Dissimilarity Scale (Hobman et al., 2004), Perceived Leadership Behavior Scale (House and Dessler, 1974), The Perceived Work Group Effectiveness Scale, and The Turnover Intention Scale (Camman et al., 1983). AnalysisDescriptive statistics, factor analyses, and multiple regression analyses were applied, and adopted scales for consistency...
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...Performance Management Framework Patricia Keith February 16, 2015 Performance Management Framework Performance management is a system of processes and structures that identify, monitor, assess and respond to organizational performance results. Performance management focuses on performance results through evidence-based decision-making, continuous learning, and employee performance accountability. Such a system requires a daily commitment by management to improve individual or team performance. The performance management framework for Clapton Commercial Construction (CCC) must align with the organization’s strategic goals and objectives. An effective performance management plan will allow Clapton Commercial Construction to maximize performance while minimizing its turnover rate. Clapton Commercial Constructions’ Performance Management Framework CCC’s strategic objective of expanding its operations into Arizona involves adding approximately 130 new employees. During the first year, the organization expects to stay at its current 3% revenue growth rate while retaining 20% employee turnover. Therefore, it is critical that the organization create and maintain an effective performance management plan. Aligning Performance Management with the Business Strategy Organizational Performance management philosophy is the process intended to improve individual and organizational performance. One of the goals of CCC’s approach to performance management is to get employees...
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...“Risk Management on a Satellite Development Project” Case Study #3 Tammie Y. Harris Professor Dr. Mary Hair Collins Managing Human Resource Projects- HRM517004VA016-1128-001 December 8, 2012 | 1. Suggest the issues that could have developed had the team not had a risk plan. The main factor for not completing the project is team failure which is because of poor overall initial planning. When there are unrealistic goals being set, creating a chaotic working environment there is bound to be nothing but pure failure of the project and its success in the near future. There can be two major causes for the team project failures; overdue or missed time standards, and going beyond set financial plans. With the interpretation of day to day basis risk assessments into team developed projects, there is a more realistic set of guidelines, and procedures put into place. The definition of a risk assessment states , “ that it is the identification, evaluation, and estimation of the main levels of risks involved in a situation, their comparison against benchmarks or standards, and determination of an acceptable level of risk”. With set risk assessment techniques, the team may further eradicate all possible liabilities or future occurrences within the project team. The essential of having a successful project management team is very important. Having strategic risk management techniques is essential. When planning a project team, it is sometimes...
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...Managerial Assessment and Development – 1 Individual Work Week- 4 Karrie Hartline 2/4/2014 Instructor Jill Heaney Everest University Online Brandon Campus Review Questions 1. What is the difference between a theory and a model? A theory begins with an idea or a set of ideas that sets out to prove or explain certain facts or events through evidence or experiments, however usually the evidence or experiment is weak and may not be able to be proven or verified to be true in all cases. Therefore it is determined to be a theory. A model is considered to be something that people follow or imitate, something individuals use as an example such as a formula in mathematics, directions in a recipe, plans for building a building, plans for meeting goals and objective even the way people learn patterns of behaviors. These examples are all types of models people follow in their everyday lives (Ahmad, 2011). Our text describes leadership theory as how situational variable interact with the leaders personalities and behaviors Fred E. Fiedler was the first to call this the contingency leadership theory in 1951 (Lussier, 2013, p. 115). Our text explains contingency model is usually used in determining a person’s leadership style whether their style is task oriented or relationship oriented to determine which situation leader-member relationship, task structure, or position power matches the leader’s particular style to maximize performance (Lussier, 2013, p. 51)...
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