Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2023

  • Pages: 8

Human Resource Management

Introduction
The new trend in human resource management is strategic human resource management. It is gaining popularity edging out the traditional human resource management. Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor, which is oriented towards the long term, and short-term goals of the organization. In pursuit of strategic human resource management there is an obvious consequence, which is attainment of competitive strategies and improved firm performance. This is so because the essence of strategic management is its ability to influence the employee to develop an attitude that leads the organization into competitive edge and productivity. A firm cannot obtain growth and expansion which strategy that facilitates operations towards the objective.

3.1 Identify a range of HR strategies for an organization
There are a range of human resource strategies that are adopted by organizations in order to improve their business performance and their competitive strategies. First and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the organization. Secondly, there is the learning and development strategy which aims to give employees platform to engage in further training and career development. The other strategic human resource strategy is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. The employee relation strategy is achieved through having various communication channel and sound conflict resolution mechanisms (Legge, 2005 P.154). 3.2 Assess HR strategies and their application in an organization

Each organization exists in a unique industry and it is therefore prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such as manufacturing and construction industry are such that it is easy to measure employees input by physically looking at the work they have done over a given period of time. It is therefore easier for the management of the organizations in those industries to adopt reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization, on the other hand, in most service industry such consultancy services it is not easy to measure employees input since input can only be assessed in terms of clients’ satisfaction (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore almost impossibility. Other strategies are largely uniform across several organizations with only slight differences and hence they are applicable across organizations in different industries. 4. Identify contemporary issues affecting strategic human resource management

Strategic human resource management is very dynamic and keeps changing because better approaches to the concept are realized frequently. The dynamism that has characterized strategic human resource is driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. The major contemporary issue that influences strategic management is globalization. All firms want to expand and grow into new markets to increase their revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms usually are operated with profitability incentive they must therefore have cost cut measures to reduce expenses and enhance receipts (Scholes & Johnson, 2007 p.69). Downsizing offers the best option to cost cutting because salaries constitute a lion’s share of organizations’ expenses.

The management is therefore forced to retrench some its workers in a bid to realize profitability. Automation of systems is yet another contemporary issue affecting organizations’ strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as far as technology is concerned. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The other challenge is that it is time consuming because a lot of procedures have to be followed in integrating a system to the organization. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them. The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks (Sharma 2011 p.48).

Conclusion

. Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor which is oriented towards the long term and short term goals of the organization. In order to achieve this daunting task human resource management is responsible for several strategic functions
such as recruitment, motivation of workers, designing job analysis, making of remuneration and other non-financial packages to employees, as well as facilitating staff training and development.

References
Armstrong, M. & Baron, A. (2004) Managing performance: Performance Management in Action. London: CIPD. P.136 Bamberger, P. & Meshoulam, H. (2000).Human Resource Strategy: Formulation, Implementation and Impact. Sage Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing: A Comprehensive System for Effective Workforce Planning. New York: AMACOM, p.145 Cox, W. & Klinger, E. (2011) Handbook of Motivational Counseling: Goal-Based Approaches to Assessment and Intervention with Addiction and Other Problems, Wiley & Sons p.125 Goodstein J. (2009) A Practical Guide to Job Analysis, John Willey and Sons pp. 68 Griffin, W. & Moorhead, G. (2011) Organizational Behavior: Managing People and Organizations, Cengage learning, p.32 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Legge, K. (2005) Human Resource Management Rhetoric and Realities, London: Palgrave Macmillan, p.154 Price A. (2011) Human Resource Management, Cengage Learning, p.89 Scholes, K. & Johnson, G. (2007) Explaining Corporate Strategy, Hempstead: Prentice Hall, p.69 Sharma K. (2011) Human Resource Management: Strategic Approach to Employment, Global India publications p. 48 ASSIGNMNET 2

Executive summary
Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. The report analyses how British Airways has adopted different strategies in strategic human resource management to achieve competitive strategies and improved firm performance. The reports also put into perspective the impact of merger between British Airways and Iberia on strategic HRM at British Airways Overview of British Airways

The company commenced business in the 1974 after the successful merger of BOAC and BEA. It was owned by the state until 1987 when it undergone
privatization. Up to date British Airways is the leading airline is UK flying over 400 destinations across the world through both its freight and passenger business. The company decided to merge with Iberia a Spanish Airline in order to produce synergies and as cost cutting measure through economies of scale. Task 1: Human resource strategies and their application to British Airways There are a range of human resource strategies that are adopted by British Airways in order to improve their business performance and their competitive strategies. First and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the airline. Learning and development strategy which aims to give employees platform to engage in further training and career development is equally applicable to British Airways. Several roles at the airline such as pilot and aeronautical engineer require immense skills and experience and as such the strategy ensures that employees attain this standard (Scholes & Johnson, 2007 p.69). The other strategic human resource strategy applicable to British Airways is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization.

By adopting this reward strategy employees at British Airways are driven by reward incentive to increase their productivity consequently earning the airline more business performance in terms of profitability and revenues. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. British Airways can achieve employee relation strategy through having various communication channel and sound conflict resolution mechanisms. Task 2: Impact of merger between British Airways and Iberia on strategic HRM at British Airways The merger between British Airways and Iberia has had tremendous impact on strategic human resource management of British Airways. The merger was driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. Through the merger the Airline hoped to increase its global presence by increasing its flights to the over 400 destinations that it had before the merger. Globalization through merging with Iberia ensures that the airline now under the holding company, International Airlines Group (IAG) expands and grows into new markets to increase its revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other impact of the merger is downsizing. (Henry, 2008 p.51) says that downsizing offers the best option to cost cutting because salaries constitute a lion’s share of organizations’ expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability. British Airline after the merger embarked on an elaborate cost cutting measure; this involved reducing their costs by a whopping £400 million in five years, one major way of achieving this would involve downsizing the workforce. The other impact of the merger is that the business adopted a new model. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them (Armstrong & Baron, 2004 p.123). The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks. The management of the International Airlines Group (IAG) decided to train 900 of British Airways staff and 4000 of Iberia staff on various aspect of this new business model

Conclusion

International Airlines Group (IAG) has no choice but to restructure its human capital by implementing the strategic needs of this factor of production to allow the firm a competitive edge in the industry. The management of IAG needs to integrate all the strategies of strategic human resource management to ensure that the employees are influenced towards achieving the strategic needs of the merger. The merger despite the challenges promises better gains for the holding company in terms of increased profitability and efficiency n operations.

References

Armstrong, M. & Baron, A. (2004) Managing performance: Performance Management in Action. London: CIPD. P.123 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Scholes, K. & Johnson, G. (2007)
Explaining Corporate Strategy, Hempstead: Prentice Hal, p.69

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2106

  • Pages: 8

Human Resource Management

I. Introduction
The purpose of this paper is to analyse the characteristics of the Pre-WW II Japanese corporate management from the perspective of the human resource development. The essential framework of the Japanese-style human resource management before WW II constituted differentiated employment by a few ranks; then, different duties and treatments followed accordingly. The initial ranks were determined by the level i.e. social recognition and overall academic achievement of new employees’ schools. Thus, the approach was called “an educational class system”. The graduates of either universities or polytechnics were hired as high-ranking employees with monthly payment, whilst the graduates of technical or commercial schools which were on a level with secondary education filled the posts of employee in semi-staff condition. Their wages were paid either monthly or daily. In the case of workmen with basic education at shop floors, the payment was only made daily.

The gap of prestige and remuneration amongst the different ranks was distinctive 1 . This noticeable correlation between educational background and ex officio standing was developed within a group of large corporations from the beginning of the 20th century. Afterwards, during the 1920s and 30s, it became common in large-scale firms. It has been agreed that, as a key element of corporate employment, the custom of periodically employing new graduates of universities and other educational institutions characterised the growth of the Japanese internal labour market 2 .

There has been a general viewpoint that this “educational class system” was abolished by the Japanese policy of democratisation after WW II; nonetheless, my study points out a new fact that a couple of misapprehension exists there. The first misconception is that it was rather exceptional for a new employee with comparatively weak educational background to be promoted to a prestigious post despite his long commitment and contribution to his firm 3 . The second is that any potential disaccord between the highly ranked and compensated group of university graduates and the lower with basic education was dealt with by the former alongside the unique Japanese code of group behaviour. Especially, the superior engineers with university education were known to take a serious view of operatives’ works at shop floor more than assignments at laboratories; and this attitude was positively appraised in the past studies and discussed as a key success factor 4 .

Yet, the two standpoints seem invalid. The statements of the management and leading engineers of the period prove that the university graduates of engineering did not possess adequate knowledge for production operation. Besides, they did not show any preference to practices at shop floor and instead complained a lot about technical operations at workshops. The Japanese firms necessitated both university-educated engineers with theoretical knowledge and shop floor technicians with operational understanding, when they developed new products on the basis of imported western technologies. My research 5 has investigated the Japanese human resource management of pre-war Japanese corporations, and it presents that the technicians were mostly the graduates of technical schools which were on a level with secondary education and, even in some cases, those with only elementary education. They were, at the beginning, hired as a junior group of workforce i.e. workmen or employee in semi-staff condition,

However, got promoted later to the higher ranks in accordance with their commitment to work and internal training programmes, and consequent appraisals of their technical capability. The Japanese firms of the period required those human resources to improve technological capacity, and facilitated the development by providing them with incentives of promotion to prestigious posts.

II. Higher Technical Education and Appraisal of University-graduated Engineers Throughout the historical context of adopting western industrial technologies, Japan experienced the early disintegration of apprentice system and the swift institutional development of technical educations even before the full-scale industrialisation. Henry Dyer, a graduate of Glasgow University, attempted to integrate theoretical and technical educations, and this resulted in the establishment of a symbolic institution of engineering in 1873, Kobu Daigakko, which was the precursor of the Engineering Department of Tokyo University. Dyer’s ideology of the combined education of technology gained high reputation of “deserving international attention”, and his approach was recognised to bring forth the university-educated Japanese engineers’ common ethos of taking operations at shop floor seriously 6 .

Nevertheless, it is worth noting that a considerable number of managers, engineers, technician, and workmen brought up harsh criticism about the effectuality of the university-level technical education as well as the overall capability of university graduates. Oh’uchi Ai-Sichi, managing director of Mitsubishi Electric and an ex rear admiral of technology of the Japanese Imperial Navy, advised his men in 1938 that they should ease up on the “yet unprofessional” new recruits from universities and stop despising the “rookies of practical engineering at real workshops” since the university programmes were generally concerned more with highbrow engineering theories 7 .

A few causes of the university graduates’ insufficient practical knowledge and incapacity of directing workshop technicians and workmen were discussed: firstly, the drawback of university programmes was derived from the overstress upon note takings at lectures instead of development of the ability of thinking and reading; secondly, university students of engineering tended to dislike practical trainings; and furthermore, the content of the university programmes lacked technical trainings necessary for the actual operations at shop floors 9 .

Concerning the sustainable technological development, Japanese corporations began to necessitate a new group of workforce that could fill the social and professional gap between “highbrow theoreticians” from universities and “practitioners” with relatively insufficient theoretical understandings. The Japanese firms then obtained the essential human resources from their own internal training programmes as well as personnel administration. The following section will introduce the author’s research on the managerial endeavour in the shipbuilding sector, which led the noticeable growth of the Japanese heavy industry.

III. Internal Development of Human Resources and Professional Promotion In the case of the shipbuilding industry, this research analyses the human resources development and personnel administration of the naval arsenal and the Nagasaki dockyard of Mitsubishi Shipbuilding Company. The following three points deserve our attention. Firstly, along with the development of the modern educational institution, they recruited university or polytechnic graduates for the prestigious post of administration, but this was not the only approach of employment; another method of personnel was to train talented workshop technicians and workmen internally and then promote them to the superior positions. Secondly, it is worth denoting that the technological underdevelopment facilitated the industry to build up the personnel policy.

Then, lastly, due to the industrial underdevelopment, the two organisations transferred newly recruited assistant engineers from university or polytechnic to workshops for a while during the initial period of their career development: the intention of this programme was to let them experience the technical practices. The three features are well illuminated in the following historical descriptions.

The naval arsenal in its early phase of 1870 benchmarked a French model of technical school to set up its own, and commenced development of two kinds of human resources: superior technical staffs with education of professional apprehension of theories (similar to the French naval technical officers) and skilled chargehands at shop floors with basic theoretical education. In tandem with the founding of modern technical schools in Japan, only university graduates were recruited for the superior posts of engineering from 1882, and the corporate training programmes for professional engineers was abolished.

As presented in Table 2, the rate of university graduates and polytechnic graduates within the newly recruited junior engineers during the 1920s reached approximately 50 percent. In the first half of the same period, elementary school graduates covered 20 to 30 percent of the population; then in the second half, the ratio was replaced by the graduates of corporate technical schools. The latter group were also elementary school graduates; thus, this implies that they were employed, at the beginning, as wage earners right after their graduation. They acquired technical knowledge from workshop practices, and then learned basic theories through the corporate school: therefore, the personnel administration of hiring those internally developed labourers for the junior posts continued. In addition, and surprisingly, their path of career development was extended to the positions of superior engineers.

Table 3 presents that only 60 percent of the total population of the upper-class engineers was covered by university and polytechnic graduates whereas the graduates of corporate school occupied nearly 20 percent during the 1920s.

The development of the personnel system of promoting a part of talented workmen and workshop technicians to engineering staffs was realised by the fact that the skilled workmen and technicians with sufficient operational knowledge and experience at shop floors played a significant role in the ship design of the time. The blueprints described, at most, ship concepts and hull structures; no information regarding how to build them was provided. Hence, engineering staffs with conceptual understanding of the blueprints, technical capability of choosing proper materials, and managerial experience of directing dockyard workmen and technicians were demanded, and the internally trained workforce from shop floor turned out to be the most capable 11 . The unique scheme of promotion was therefore developed to increase their working incentive.

In contrast, the role of superior engineers with university or polytechnic education was limited to the managerial posts of each sector and preparation of the blueprints of basic design. It was therefore inevitable to let them have workshop experiences.

The largest private industrial leader, Mitsubishi Shipbuilding Company’s Nagasaki dockyard, was not an exception. The employment of university or polytechnic graduates started in 1890, and the recruitment from university increased from the beginning of the 20th century. In 1911, the corporate policy of employing only university graduates for the superior posts was forged. Nonetheless, owing to the identical context of the naval arsenal, the internally educated skilled workforce with affluent shop floor experiences and technical knowledge was constantly on demand. In consequence, the company decided to promote staffs without university education to the superior posts in engineering as well 12 .

Table 5 indicates that, from 1916 to 1926, nearly a half of the new superior technical staffs were the recruitment of workshop technicians without any kind of high education. Some of the new staffs were the graduates of Mitsubishi Kogyo Yobi Gakko (preparatory school of engineering), which was established in 1899 to train operatives for blueprint reading; at least 37 men were included, and their educational background was elementary school only 13 .

Just like the naval arsenal’s personnel scheme, Mitsubishi also developed a programme of transferring superior engineers with university education to the post of apprenticeship at workshops to let them obtain live knowledge and experience. In 1923, the period of apprenticeship was fixed as a half a year, then, extended to a year in 1927 14 .

IV. Concluding Remarks
In the advance of the Japanese heavy industry, two sorts of technical talents were required: a group of workforce for adopting the western technologies, and the other group of skilled engineers, who could direct workmen and workshop technicians in operation and understand engineering theories as well. The former was supplied by university graduates alongside the establishment of higher education in Japan; then, the latter was grown by both the corporate training programmes for talented workmenworkshop technicians (with relatively weak educational background) and the personnel scheme of promoting them to superior posts. The Japanese firms tried out a plan of fully utilising their potentials by promoting them to the most prestigious position of workman i.e. chargehand, but the attempt was unsuccessful since chargehands did know their unsatisfactory social status and even tried to leave the post of chargehand, if possible. It was thus necessary to firstly develop an incentive system of promotion, based upon corporate training programmes, and then integrate it into “the educational class system”. The personnel ways and means enabled management of any kind of potential disaccord or communicational blockade between superior staffs (with university-level education) and workmen and workshop technicians; and the personnel scheme facilitated the efficient internalisation of the imported technologies at shop floors.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 5826

  • Pages: 23

Human Resource Management

Introduction
The Boston Chocolate and Truffles Company is a London based chocolate business company as it is continues to grow it is significant to understand the importance of human resource management (HRM) and the implementation of its strategies. This paper is an informative guide that will cover the definition of Strategic Human Resource Management (SHRM), importance of HR in organisation, also the analysis framework of the SHRM. Further, the guide also includes the understanding of the formulation and implementation of HR strategies that would analyse SHRM process, assessment of the roles in SHRM and lastly, the analysis of the development and implementation of HR strategies. A. Definition of strategic human resource management

The Chartered Institute of Personnel Development or CIPD (2013) identified that SHRM is an approach of the management within the organisation that sets strategic framework that concerns business goals and outcomes including the long-term people issues such as their quality, structure, values and commitment. Subsequently, Bratton (2013) described SHRM as a process involving human HR in the organisation policies and practices in linking to the organisational strategic objectives. Armstrong (2007) affirmed that SHRM is a concept of integration of HR and the strategies of the organisation is being achieved that includes how HR to get there, the coherence and supporting the strategies HR to be developed and implemented. According to Storey (2001), SHRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques.

Another approach to ‘defining’ SHRM is to treat the task as the demarcation of an academic field of enquiry and/or a general field of practical activity. This is essentially what Boxall and Purcell (2003) do when they describe how their definition ‘allows for a wide variety of management styles’ (p.3). They go on to state that ‘Human resource management (alternatively employee relations or labour management) includes the firm’s work systems and its models of employment. It embraces both individual and collective aspects of people management. It is not restricted to any one style or ideology’ (p.23). In summary, SHRM is all about the management of human resource in terms of labour and personnel in an organisation by a specified approach in order to achieve the organisation’s goals in the future.

B. An explanation of the importance of human resource management in an organisation
1. Facilitates Organization’s Growth
Human resource is important because it facilitates the organisation’s growth by producing effective employees by means of recruitment in order to attain its goals. Recruitment is a major responsibility of the human resource team. The HR managers need to come up with plans and strategies for hiring the right kind of people. They design the criteria which is best suited for a specific job description. Their other tasks related to recruitment include formulating the obligations of an employee and the scope of tasks assigned to him or her which would be the basis of the employee’s contract. HR manages the employment process from screening resumes to scheduling interviews to processing new employees. Typically, they determine the most effective methods for recruiting applicants, including assessing which applicants are best suited for the organization’s needs. An organisation’s growth is dependent on the strength of its work force and recruitment is one of the key functions of human resource. 2. Provides guidance and mentoring

Human resource provides guidance and mentoring to employees, such as one-to-one coaching which gives the necessary support to them. When needed, HR managers also provide training to the employees according to the requirements of the organisation. Thus, the staff members get the opportunity to sharpen their existing skills or develop specialised skills which in turn, will help them to take up some new roles. Through this, it will enhance the knowledge and skills of employees Armstrong (2012). Mayhew (2013) stressed that as HR develops the organisation, it identifies the capabilities and strengths of employees that could lead to leadership roles within the business.

3. Handles People’s Problem
Another importance of HR is handling the employee’s problems such as absenteeism, handling negative behaviour and under-performance. Armstrong (2012) viewed this as an important part of the transactional role of HR. Human Resource could address the employees’ negative behaviour and under-performance by encouraging them to work according to their potential and by giving them suggestions that could help them improve their work. Performance appraisals help motivate employees since these enable them to form an outline of their goals with best possible efforts. HR may tackle the problem of absenteeism by initiating incentive plans and programs such as flex-time, wellness programs, and project completion perks, these are proven to increase morale and productivity of employees.

4. Maintains Harmonious Work Atmosphere
Another significant importance of HR is the role it plays in maintaining a harmonious work atmosphere, this is a vital aspect of HR because performance is largely driven by the work atmosphere or work culture that prevails at the workplace. A good working condition is one of the benefits that the employees can expect from an efficient human resource team. A safe, clean and healthy environment can bring out the best in an employee.

5. Ensures Compliance and Manages Labour Disputes
Another important aspect of human resource is its role in ensuring lawful employment for all the personnel. HR ensures that the organisation complies with the country’s employment laws. They complete paperwork necessary for documenting that the company’s employees are eligible to work. They also monitor compliance with applicable laws for organisations that receive government contracts, through maintaining applicant flow logs, written affirmative action plans and disparate impact analyses. HR also manages some aspects of labor conflicts, it is the human resource department which acts as a consultant and mediator to sort out those issues in an effective manner. Grievances are heard from the employee’s end and HR will come up with a solution that encourages amicable settlements and alternative dispute resolutions.

6. Sustains the Business
Lastly, HR is important because it sustains the business. HR deliverables such as reasonable pay and competitive benefits; workforce diversity; a happy, healthy, and productive workforce; useful training and career development; dispute resolutions; positive community relations, and good working conditions for employees are elements of sustainability — and all are crucial to the business’s ongoing success and stability.

C. An analysis of the framework of strategic human resource management
The SHRM framework provides HR strategies to be integrated with the organisations strategies. Strategy is the approach selected to achieve defined goals in the future. Strategic human resource management determines long term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals.

It is worthy to note that critics have been questioning the effectiveness of the different frameworks and strategic models, the crucial issue is whether a particular framework/model really match the HR strategy and the organisational strategy that a business or enterprise needs for its continued development and success. It is imperative that we study and analyse some of the HR frameworks.

HRM Integration and Strategic Fit
Perhaps the most significant feature of HRM is the importance attached to strategic integration, which flows from top management’s vision and leadership, and which requires the full commitment of people to it.

David Guest (1991) believes that a key policy goal for HRM is strategic integration, by which he means the ability of the organization to integrate HRM issues into strategic plans, to ensure that the various aspects of HRM cohere and to provide for line managers to incorporate an HRM perspective into their decision making.

Karen Legge (1989) considers that one of the common themes of the typical definitions of HRM is that human resource policies should be integrated with strategic business planning. Keith Sisson (1990) suggests that a feature increasingly associated with HRM is a stress on the integration of HR policies both with one another and with business planning more generally.

Strategic fit has received a lot of criticism for many years because its strategy has been systematically and intentionally designed to the business needs when developing HR strategies to achieve congruence between the HR strategies and the organization’s business strategies within the context of its external and internal environment. As pointed out by (Budwar and Aryee, 2013) strategic fit ignores employee’s interest, it is inflexible and somewhat lacks adaptability.

This framework is more inclined to be more pro-management rather than taking into consideration the employee’s welfare when it is so important that there must be a balance between the employer-employee relationship.

Best Practice Model
This approach is based on the assumption that there is a set of best HRM practices that are universal in the sense that they are best in any situation, and that adopting them will lead to superior organizational performance. A number of lists of “best practices” have been produced, the best known was produced by Pfeffer (1998) namely: Employment security; Selective hiring; Self-managed teams; High compensation contingent on performance; Training to provide a skilled and motivated workforce; Reduction of status differentials; and Sharing information

Patterson et al (1997) associated “best practice” with sophisticated selection and recruitment processes; sophisticated induction programmes; sophisticated training; coherent appraisal systems; flexibility of workforce skills; job variety on shop floor; use of formal teams; frequent and comprehensive communication to workforce; use of quality improvement teams; harmonized terms and conditions; basic pay higher than competition; and use of incentive.

“Best Practice” as a framework had been commented by many authors as over stated in the sense that if it works in an organisation will not necessary work for other strategy due to culture, management style and working practices.

Eisenhardt and associates (2000) argued that whilst such routines and “elements of best practice” that constitute dynamic capability, work effectively during times of stability, they break down under more turbulent conditions and experiment replaces routine

Eugene Bardach (2011) claims that the work necessary to deem and practice the “best” is rarely done. Most of the time, one will find “good” practices or “smart” practices that offer insight into solutions that may or may not work for a given situation. Scott Ambler (2011) challenges the assumptions that there can be a recommended practice that is best in all cases. Instead, he offers an alternative view, “contextual practice,” in which the notion of what is “best” will vary with the context.

It appears that the “best practice” model may be beneficial to HRM but it also has certain flaws, before adopting this framework, it is necessary for HR managers is to identify what are most likely the organisation’s needs and the practice that can be used to address such needs. Best practice often fails to take into consideration the organisational context and specific needs of an organisation. As a strategy, best practice could more often than not become too rigid and inflexible to cater to employee’s needs, resulting in unrest.

Best Fit Model
The best fit model has three different models (life cycle, Competitive Strategies and strategic configuration). To give focus on the life cycle that demonstrate the development of the organisation in starting-up, growth, maturity, and decline Armstrong (2011) suggest that HRM needs to use its full potential, to realize its full potential, it must fit to the organisation stages of development, he added that as it continues to grow the more it becomes complicated.

The main thrust of the argument for the “best fit model” is that HR strategy becomes more efficient when it is linked or tailored to its surrounding context or environment of the business. Thus, strategic management and organizational effectiveness follows from achieving the best fit between an organization and its external environment.

Strategic HRM has borrowed the central concepts of environmental analysis, organization–environment fit, competitive advantage, strategy formulation and implementation, as well as physical, organizational, and human resources. This strategy involves stakeholders as it considers different aspects that could influence the effectiveness of the organization. This is what is meant of strategic configuration, wherein HRM policies and practices should fit or match the organization’s internal environment specifically its workforce, business strategies, management philosophies and interaction styles and external environment such as labor market conditions, unions, task technology, laws and social values.

Broadly speaking, I am more inclined to agree with Armstrong’s conclusion that among the SHRM frameworks, the best fit model is more realistic compared to other frameworks because it is more capable of addressing the different needs and aspects that influence organisational strategies. It offers highly customized and flexible solutions that are designed by balancing business and HR goals, and the company culture and processes. These solutions enable the organisation to gain a competitive advantage by meeting the company’s specific needs which leads to enhanced business results.

D. Analyse the strategic human resource process
Part I: Recognise Organisational Design
The first part of the human resource process is recognising the organisational design and this determines how the organisation should be structured and the different organisational functions. The organisational design should serve as a link between human resources management and the overall strategic plan of an organization. Specifically, Armstrong (2007) investigated that the management combines different integration of organisational operation whether there is precariousness in the external environment. This shows that HR managers should be involved in creating the organisational design which makes them vital in human resource planning. Reilly (2003) stated that it process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand. Hence, HR has the full understanding of the whole organisation’s behaviour, its specific needs and the best possible course of action for proper implementation of such strategies.

Moreover, the organisational structure determines the roles and responsibility of the people working within the organisation. It also specifies the powerline authority and communication. This structure can be identified as centralised or decentralised.

Part II: Development and Implementation
The second part is the development and implementation of HR strategies, it is the responsibility of the line managers to implement and enact the policies within organisation. They ensure that the policies are put into practice, hitting the organisation’s targets and goals as they are expected to be done. HR must initially identify the infrastructure and system requirements to support full implementation; it must develop the competency profiles; implement the competency profiles in a staged-way to demonstrate benefits; and lastly report the success stories as competency profiles are implemented. When needed, HR must develop, revise and update competency profiles to meet changing demands of the organisation and its personnel. It must also monitor and evaluate applications to ensure that they are meeting organizational needs, and adjust programs and plans to meet evolving needs. Proper training for development could serve as guide for better execution of HR strategies.

E. Assess the roles in strategic human resource management
Armstrong (2012) identifies the various strategic roles of HR professional. He viewed these roles as an essential part of business strategies as they are involved in the implementation and development that is structured with one another. HR professionals. Managers also shape the lives of HR professionals as they strive to become “strategic partners”. For HR professionals, the work of construing their modern social identity can be exciting as well as stressful (Glover & Butler, 2012). Looking ahead, we anticipate increased interest in understanding the dynamics of effective strategic partnerships between HR professionals and managers, for the promise of strategic HRM systems is more likely to be realized when this partnership thrives.

The interdependence that characterizes elements of an HRM system extends to the organizational players who enact the system through their daily work. HRM systems come alive in social interactions among organizational members, including those involved in formulating, communicating, and responding to elements of the HRM system. This set of players—HR professionals, line managers, and target employees—is sometimes referred to as the “HR Triad” (Jackson & Schuler, 2003). HR professionals have become more actively involved in the business planning process; formal policies have become more subject to interpretation by individual managers as they strive to respond to specific and rapidly changing situations.

One of the most important role is board of director they ensure that the organisation will meet its goals and mission that is operated competently to the best interest of its stakeholder’s council (2013), in general their responsibility includes strategic planning, finances, organisational operation and human resources therefore the board must have expertise in all aspects to provide hands on management of HR.

In assessing the roles in strategic human resource management, it is significant to note that the concepts of partnership and interdependence play in the success of the organisational operation for HR professionals. There must be high levels of interactions and coordination for HR professionals and the different departments of the organisation.

F. Analyse the development and implementation of human resource strategies. Who are involved, how are they involved, and extent of involvement
In the analysing the development and implementation of human resource strategies, we must first take into consideration the organization as a whole and decide who involved, how are they involved and the extent of their involvement. The persons involved are board and senior managers; line managers; and human resource. Primarily, the role of the board and senior managers is to approve and agree as to the strategic plan of the HR. There may take disagreement in some ways but they will need to come up with certain decisions regarding the company’s human resource strategy and its implementation. Communication plays an important role in this decision making process especially when the changes involve the people within the organization as Armstrong (2001) expounded that there should be an appropriate temperate and leadership when managing changes. Incongruous goals, opinions, and policies among upper-level executives can obstruct the cross-system cooperation required by the strategy. This impediment must be avoided at all times.

Line managers identify the staffing needs that are incorporated in the HR strategy, they help HR define the performance criteria for employees and assist in developing the selection tools. They are closely involved with HR in the implementation of HR strategy by allowing a dynamic partnership to thrive between them.

HR has the responsibility to implement and enact the policies within the organisation. They ensure that the policies are put into practice, hitting the organisation’s targets and goals as they are expected to be done. HR must establish itself as the driving force behind the strategy implementation effort. It must be emphasized that HR has the power to generate opportunities to bring employees together with managers and executives, leading from behind the scenes. Implementing the strategy means that HR must help employees to understand the HR strategy and comprehend the reason for the strategy. HR must also ascertain that employees commit to the strategy and take all possible opportunity to augment the employees’ commitment. Compliant to the Policies and Procedure

HRM practices can be substantial (Kanter 1985) because the successful implementation of HR strategies depends upon the behaviours of employees, and employee behaviours depend, in turn, upon the HRM practices a firm uses. Kanter (1984) claimed that employees within the company should at a certain extent be compliant to the policies and procedure of the organisation.

Adherence to company policies and procedure gives focus and direction to the organisation’s targets and goals as they are expected to be done leading to a more effective HR strategy.
Besides ensuring compliance, HR must also encourage a culture of pride in the firm’s own achievements; reductions of layers in the hierarchy; but also the improvement of lateral communication and giving increased information about company plans. Translate HR Strategies In To Policies

Armstrong (2012) cited Kanter’s phrase that HR strategies are action vehicles, they must be translated to policies that provide guidelines on decision-making and HR practices which enable the strategy to work.

As action vehicles, the strategies determine the long term goals and objectives of an organisation, and the adoption of courses of action wherein the objectives and other deliverables are clear, fixed and stated. Organisational Needs Must Be Identified

Armstrong (2011) believes that a significant stage in development and implementation of HR strategy is the identification of organisational needs to know the existing resources. Identifying organisational needs can be crucial for the company and it must be as precise as possible to deal with the various resources. An organisation must identify the priorities and importance of the organisation needs. There could be a need for training and development, career development, and organisation development. HR must examine these in view of their importance to the organisational goals, realities, and constraints. HR must determine if the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of the organizational needs and requirements. HR Plans Must Be Up To Date

Lastly, HR strategies must be up to date a regular basis by evaluating the success of the plan and so the benchmark is being measured. This will determine the overall strategic plan if it became successful in achieving the organisation’s mission.

Keeping an up-date-to-date HR plan is beneficial to an organisation, as the plan is always relevant to changing times and the needs of the company. It is also an opportunity for the organisation to review, assess and make improvements or make necessary changes on the HR strategy. It’s a good practice to monitor the implementation of the HR strategy, it could be the guiding force in the organisation’s reviewing of employee performance, awarding promotions, approving leave, hiring and other related concerns.

Task 2
A Report
This report will cover and identify specific HR strategies for an organisation and these strategies will be assessed and applied to the Boston Chocolate and Truffles Company as a rapidly growing business.

HR strategies suggest what the organisation intends to do to HRM policies as they are aligned and incorporated to the business strategies and company’s goals, objectives and intended deliverables wherein strategies are action.

Armstrong (2012) stated that different organisations have also different strategies and that there is no such thing as a standard strategy. However, some strategies and their intentions are quite general others are not they set out two types of HR strategies: general and specific.

General HR strategy focuses on the whole organisational in a macro perspective point of view. It’s a strategy wherein its proposal will be put into practice which will later have a positive result to the organisation performance. This strategy is likely to be expressed as broad-brush statement of aims and purpose, which set the scene for more specific strategies. It provides a general framework for the plan’s goals and define the scope of what the department must undertake and implement to achieve the plan’s goals.

General or Overarching HR strategy may be applied to Boston Chocolate and Truffles Co to some extent because it provides the general framework for the company’s goal-specific plans and paves the way to more intricate details as regards to objectives, mission, goals and deliverables within the company. General HR strategy impacts everything the department undertakes and what it expects to achieve. Overarching HR strategy is geared towards the development of the entire company and encompasses its overall business activities .

There are three main approaches which are: High performance management, high commitment management and high involvement management.  High performance working involves the development of a number of interrelated processes that together make an impact on the performance of the company through its people in such areas as productivity, quality, levels of customer service, growth, and profits. This is achieved by ‘enhancing the skills and engaging the enthusiasm of employees’.

If one were to apply this particular approach to Boston Chocolate and Truffles Co, the focus will be the company’s performance based on the skills and enthusiasm of the employees. The benchmark would then be on productivity, quality, levels of customer service and profits. However, the disadvantage is that high performance approach pushes the employees to be productive. Areas of personal development, training and career enhancement for employees are often neglected. High commitment management approach emphasized the importance of enhancing mutual commitment. High commitment management has been described as ‘A form of management which is aimed at eliciting a commitment so that behaviour is primarily self regulated rather than controlled by sanctions and pressures external to the individual, and relations within the organization are based on high levels of trust.

Boston Chocolate and Truffles Co could also adopt high commitment management because this approach gives importance to the company’s employees by engaging them to commit to achieving the company’s goals. One disadvantage though is that the mechanism for “checks and balance” is self-regulated and based on high level of trust which could be detrimental.

High involvement management approach involves treating employees as partners in the enterprise whose interests are respected and who have a voice on matters that concern them. It is concerned with communication and involvement. The aim is to create a climate in which there is a continuing dialogue between managers and the members of their teams in order to define expectations and share information on the organization’s mission, values and objectives. This establishes mutual understanding of what is to be achieved and a framework for managing and developing people to ensure that it will be achieved.

The best approach for Boston Chocolate and Truffles Co is high involvement management, this approach focuses on communication and involvement. The continuing dialogue between managers and of their teams to define expectations and share information regarding the organization’s mission, values and objectives through high involvement management is vital if not crucial to the Boston Chocolate and Truffle Company’s success.

Next, is the specific HR strategies that covers areas such as: human capital management, knowledge management, corporate social responsibility, engagement, organisational development, resourcing, talent management, learning and developing, reward and employee relation.

Significantly, as the Boston Chocolate and Truffle Co strives to expand and continue to produce finest quality products it has to give focus particularly on the specific HR strategies that are applicable.

Since, one of the company’s objectives is to value employee, customers and other stakeholders, the employee relation strategies had been given emphasis since these strategies aid in defining Boston Chocolate and Truffle Co as an organisation. At Boston Chocolate and Truffle Co we give emphasis on employee relations strategies which include guidelines coaching managers and employees on how to handle employee relations issues to avoid grievance aggravation and its legal impacts, we advise them how to handle and document corrective action plans and disciplinary action. These also include investigating, obtaining statements, and making recommendations for further action.

Boston Chocolate and Truffle Co through its employee relation strategies identify the retention solutions to help improve turnover and employee morale, develop training solutions to help build a collaborative workforce, provide assessment solutions to help identify strengths and areas of opportunity for development of employees. These may be realized by creating programs that engage the man power such as community relations programs, recreational/social events, employee recognition programs, awareness programs for absenteeism, termination and retention.

Another strategy is corporate social responsibility this state’s about the business commitment on how to manage ethical and environmental responsibility therefore it is suggested that through the commitment of Boston Chocolate and Truffle Co to use fair-trade product mean continuity of helping people in the third world country communities therefore helping to protect mother nature in sustainable way.

Lastly, Boston Chocolate and Truffle Co is committed to enhancing its organisational development strategy, as the company grows and compete with globalisation, our company shall provide an ongoing, systematic program of implementing organizational change focused on understanding employee relations and high involvement management.

Conclusion:
As a business entity, Boston Chocolate and Truffle Co understands the need for strategic HR functionality to be competitive and successful in the mainstream market specially when one considers the consumer demands for high quality products involving chocolates and truffles. HR is a vital part of the business process in Boston Chocolate and Truffle Co, it enables the people in key roles with HR’s leadership and mentoring to support both the staff and business as a whole. Boston Chocolate and Truffle Co believes in strategic HR leadership, with ideas for out of the box, aggressive yet compassionate thinking, as regards recruiting, retention and career development.

References
Armstrong, M.,2007. Handbook of Strategic Human Resource Management. 5th ed.London: Kogan Page Armsrtong, M. 2012.Armstrong’s Handbook of Human Resource Management Practice.12 ed. London: Kogan Page

Bratton, J., 2012.Human Resource Management. [online] Available at
http://www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf.[Accessed 16 December 2013]

HR Council, 2013.HR PlanningThe Board’s Role in HR.[online]http://hrcouncil.ca/hr-toolkit/planning-board-role.cfm. [Accessed 10 December] Murphy, W. 2012.Human Resource Management[online]
http://www.extension.harvard.edu/courses/human-resource-management Hrm harvard extension school. [Accessed 14 December 2013]

Storey, J. (2001) ‘Human resource management today: an assessment’, in Storey, J. (ed.), Human Resource Management: A Critical Text, London: Thomson Learning Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management, Basingstoke: Palgrave Macmillan

Importance of Human Resource Management

http://humanresources.about.com/od/HR-Roles-And-Responsibilities/f/importance-of-human-resources-management.htm

http://smallbusiness.chron.com/10-reasons-hr-important-organization-22424.html

Importance of Human Resource Management

http://www.sba.gov/community/blogs/community-blogs/small-business-matters/7-tips-controlling-and-preventing-employee-ab

Importance of Human Resource Management

http://smallbusiness.chron.com/10-reasons-hr-important-organization-22424.html

http://www.researchersworld.com/vol4/vol4_issue1_1/Paper_09.pdf

http://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/strategic-workforce-planning/human-resources.aspx

http://gfsis.org/media/download/cbgl_training/Strategic_HRM_eng.pdf

Guest, D E (1991) Personnel management: the end of orthodoxy, British Journal of Industrial Relations, 29 (2), pp 149–76

Legge, K (1989) Human resource management: a critical analysis, in New Perspectives in Human Resource Management, ed J Storey, Routledge, London

Sisson, K (1990) Introducing the Human Resource Management Journal, Human Resource Management Journal, 1 (1), pp 1–11

Adapted from Pfeffer J. The Human Equation: Building Profits By Putting People First. Boston, Harvard Business School Press. 1998 Patterson, M G et al (1997) Impact of People Management Practices on Performance, Institute of Personnel and Development, London

Eisenhardt, K.M. and Martin, J.A. (2000) Dynamic capabilities: What are they? Strategic Management Journal 21, 1105–1121.

Bardach, Eugene (2011). A Practical Guide for Policy Analysis: The Eightfold Path to More Effective Problem Solving. Thousand Oaks, CA: Sage.

Ambler, Scott. “Questioning “Best Practices” for Software Development”, 17 November 2011 http://www.ambysoft.com/essays/bestPractices.html

Freeman, R. E. (1984). Strategic management: A stakeholder approach. New York: Pitman Publishing.

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.

http://en.wikipedia.org/wiki/Strategic_human_resource

Reilly, P., (2003). Guide to Workforce Planning in Local Authorities, Employers Organization for Local Government, London.

http://en.wikipedia.org/wiki/Strategic_human_resource

Glover, L., & Butler, P. (2012). High-performance work systems, partnership and the working lives of HR professionals. Human Resource Management Journal, 22, 199–215.

Jackson, S. E., Schuler, R. S., & Jiang, K.(2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56

Jackson, S. E., & Schuler, R. S. (2003). Managing human resources through strategic partnerships (8th ed.). Mason, OH: Southwestern.

Schuler, R. S. (1992). Strategic human resource management: Linking the people with the strategic needs of the business. Organizational Dynamics, 19, 18–32.

http://www.comparehris.com/Human-Resources-Strategy-Implementation

http://www.comparehris.com/Human-Resources-Strategy-Implementation

Kanter, R. M. (1985) “Supporting Innovation and Venture Development In Established Companies,” Journal of Business Venturing, pp. 47-60.
Kanter, R. M. (1984). The Change Masters – Innovation for Productivity in the American Corporation, Simon and Schuster, New York, N.Y.

Rouda, R. H. & Kusy, Jr., M.E., NEEDS ASSESSMENT The First Step, http://alumnus.caltech.edu/~rouda/T2_NA.html

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 3258

  • Pages: 13

Human Resource Management

1.0INTRODUCTION
The organization that we have chosen is Cathay Pacific Airways, an airline industry that was established in 1946 in Hong Kong by an American Roy Farrell and an Australian Sydney H de Kantzow (Cathay Pacific n.d.a). The company has been named as “Best Airline in the World and Best Airline First Class in the 2012 Business Traveller China Awards” (Cathay Pacific n.d.b). This shows that Cathay Pacific is the one company that has its core competency in the development of world class employees based on their recruitment and selection process that is crucial as a starting point for any achievements. Recruitment is basically the process of identifying and hiring the best-qualified candidate internally or externally for job vacancies offered in an organization (Dessler 2013, p.172). Likewise, Cathay Pacific has emphasised on a few recruitment methods to invite people that are interested to apply for the job offered by them. However, selection is the process of selecting the most suitable candidate in order to fill certain job position by using screening tools like tests, assessment centers, etc that was also practiced by Cathay Pacific (Dessler 2013, p.202). Then, further issues on the recruitment and selection process of Cathay Pacific are analysed as follow.

2.0RECRUITMENT
Types of internal and external job position
There are several types of internal job positions in Cathay Pacific Airlines, Technical Instructor under the department of Flight Operations, Assistant Manager Communication Services / Editor under the department of Corporate Communication and Aircraft Mechanics (Cathay Pacific n.d.c). Besides, examples of the external job positions are Flight Crew, Flight Attendant and Flight Simulator Instructor. Internal recruitment

The types of internal recruitment are promotion where the second officers must achieve his or her target ranking within four-and-a-half years to be promoted as the first officer (Flight Global 2012). Succession planning involves development and recruitment in filling up employer’s top position. As such, Cathay Pacific offers programmes like the Management Trainee Programme to prepare candidates to get promoted and for advancement in the
more challenging role (Cathay Pacific n.d.c). External recruitment

The external recruitment methods of Cathay Pacific are basically online recruiting, advertising and graduate programmes. Cathay Pacific uses online recruitment as it is considered the most effective way hire the best candidate. As such, they have started using their own website and job boards like The Pilot Career Centre (The Pilot Career Centre 2012) and The Recruitment Place (The Recruitment Place n.d.) as job seekers may search the company and job position conveniently by entering keywords, read job description and other details regarding the company or jobs offered (Pilot Career Centre 2012). Examples of jobs offered on the internet are Customer Service Officer, Flight Crew and Flight Attendants (Cathay Pacific n.d.c). The importance of online recruiting is due to convenience, accuracy and also environmental friendly, their application form is known as Cathay Pacific Green Explorer Application Form (Cathay Pacific n.d.d). A problem that might occur is internet overload where employers would end up with deluged resumes. In advertisement that was published in the local newspaper, jobs offered are Pilots, Flight Attendants and many more. Their basic requirements are to have an excellent command of written and spoken English, be physically fit and qualify for a Class I Medical and meet flight deck reach requirements. Cathay Pacific will send their recruits to Australia to undergo a fully paid training upon acceptance. Then, if completion is successful, they will be based in Hong Kong (Airlines Jobs 2012).

Cathay Pacific is looking for people with a genuine interest in aircraft and flying who will make good representatives of Cathay Pacific and have passionate about flying and have enthusiasm about aviation (Zavadszky 2012). The graduate programmes are exclusively for those who have just graduated or looking for new exciting jobs to pursue, namely there are Management Trainee, Engineering Trainee, Customer Services Officer, Cadet Pilot Programme and Flight Attendant (Cathay Pacific n.d.c). No working or flying experience needed, so long as they have completed secondary school, have good passes in maths and science, and are technically appropriate. However, it is an advantage for those who have a degree or diploma, or passes in pilot license subjects (Zavadszky 2012). The recruitment for second officers take place through three entry streams, and three different training programmes which includes the Cadet Pilot Programme, that takes about 61 weeks for those with no or little experience in flying. It will be fully funded in Adelaide, Australia, Cathay Pacific’s flight training centre. Then, for those with flying experience are qualify for a 32-week advanced entry or a 14-week transition training (Zavadszky 2012). After became second officers, they will work on Cathay Pacific’s fleet of Boeing 747-400, Boeing 777, and Airbus A340-300 and A330-300 aircraft, operating worldwide on long-haul routes.

3.0SELECTION
Selection Process
After completing the application form, candidates have to face some tests and interviews before they are accepted to work in Cathay Pacific. Basically, selection process of Pilot, Flight Attendant and Crew, and Officer Staff are almost the same. According to Cathay Pacific (n.d.e), the first step in selection process to be a pilot is to pass the first interview and some tests provided by Cathay Pacific (refer to selection test part). Then, the short-listed candidates who have passed their interview and tests, they are invited to Hong Kong for the second interview and a medical test. The last stage of the selection process is actually a training program, Cadet Pilot Programme, held in Hong Kong. Similarly, for the second officer selection process also need candidates to attend for the first interview where expenses are not covered by the company then, the same process goes on for the final interview if they are qualified (Cathay Pacific n.d.e). According to flightdeckfriend.com (n.d.), in Cathay Pacific, there will be two interviewers; one is first or second officer (for officer interview) and Captain (for pilot interview), and a HR department staff. Furthermore, there will be many questions asked by the interviewers. Likewise, they will ask about personal information, behaviors, motivation to work in Cathay Pacific, and knowledge about the company (flightdeckfriend.com n.d.). Also, for the first or second officer and pilot, they are frequently asked about general knowledge questions related to aviation or their job position and situational questions.

Selection Tests
Candidates have to pass some tests provided by Cathay Pacific before proceeding to the second interview and they are English test, Technical knowledge test, Psychometric test, Aptitude test, Reasoning test, and Medical test after succeeded the second interview (flightdeckfriend.com n.d.). •English test

According to wowpeter.com (2009), after completing the first interview, candidates must also complete the ICAO English test (English test system for all Airlines Companies). They will be tested for grammar and listening skills for the English test because it is the international language and important for communication. Then only candidate will have next tests. •Technical Knowledge test

Before assessment, Cathay Pacific will provide Job Knowledge Index (JKI) to candidates as the test is based on that book (flightdeckfriend.com n.d.). •Psychometric test
All the airlines company will test the candidate about this test and the purpose for this test is to know about the personality and the integrity of response of the candidate. Cathay Pacific is looking for the candidates who are able to multi-task, to analyze information, to make wise decisions, to work in team, and have leadership skills (flightdeckfriend.com n.d.). •Aptitude test

Cathay Pacific test aptitude using computerized system to test coordination skill, reaction time, recall ability, orientation and mental capacity (flightdeckfriend.com n.d.). •Reasoning test
Same as aptitude test, Cathay Pacific uses computerized system to test reasoning test. Reasoning test in here uses matrices to test the logical ability of candidates (flightdeckfriend.com n.d.). •Medical test

After completing all those tests, candidates have to do medical check-up in Cathay Pacific. They usually check blood pressure, eye test, and ear test. If the candidates pass this medical test, candidates will pass the Class 1 Aircrew medical for the Hong Kong civil Aviation Department and they can proceed to the second interview (wowpeter.com 2009).

4.0DIVERSE WORKFORCE
Cathay Pacific strongly practices and engages with diversified workforce. Previously Cathay Pacific has 1,577 employees and now it has almost 20,000 employees around the world, of which 9,700 of them are cabin crew from 14 different territories, generations and nationalities, 3,000 pilots from 42 nationalities, predominantly from Hong Kong, Canada, New Zealand, Australia and United Kingdom (Cathay Pacific, 2011). Cathay Pacific believes that multiple cultures, backgrounds, people and languages are essence to strengthen and develop a winning team in the industry (Cathay Pacific, 2011). With a diverse workforce, Cathay Pacific hopes to enhance communications, ensure that views and opinions of people are heard and acted in an appropriate manner. With multicultural employees whom Cathay Pacific has, helps in learning and development within the workforce, which create opportunities for preparation of various roles and responsibilities. These developments and learning to be taught on employees will help strengthen their service, business awareness and interpersonal skills. That eventually helps in building leadership and management skills to enhance professionalism and service quality of crew members. Diverse workforce allows engagement of labour union relationships for example, Cathay Pacific will deal labour union relationships in Hong Kong and across all of their outports, which some has mandatory union recognition legislation, countries alike Canada and Australia (Cathay Pacific 2011).

5.0CATHAY PACIFIC ISSUES
5.1Racism in recruitment process
According to Leake (2011), Cathay Pacific had faced a racism issue in the recruitment process. He mentioned that there was an Islamic worker who has been working as a Heathrow flight-handling agent for 17 years, applied as a passenger services officer in Cathay Pacific and was rejected. Then, Leake further explained that the applicant tried to send another application letter with different identity that was not showing he is an Islam and he received a called for the interview. According to Hodges (2012), Cathay Pacific employed candidates regardless of gender, race, belief, and religion. However, according to Leake as above it has expressed some racism
issue in Cathay Pacific. In fact, organisations have to be aware that recruiting diverse workforce is really important nowadays. Also, with the ever-changing environment in demographics, recruiting diverse workforce brings more advantages. According to NAS (2005), the first advantage of recruiting diverse workforce is that organisations can attract and retain the best talent. It also helps to create a good image for the organization where it can then establish in partnership easily with minority groups. Furthermore, NAS also mentioned that it could help to expand the market share and help the organization to be more flexible in adapting the changes of market environment. Lastly, organisations can reduce in the turnover rate because they can create a favorable reputation and a good employer brand (NAS 2005). There is no such thing as being racist in an organisation.

Everyone has to appreciate each other regardless of their gender, religion and race. Hence, Cathay Pacific has to encourage and practice fairness when recruiting people. Somehow according to rumors or news of Cathay Pacific saying that it is not a good place to work or being accused as racism regardless of whether the news is true, people would doubt to send their application form and would not willing to work there. Meaning, Cathay Pacific will miss the opportunity in recruiting talented people and would create a bad reputation in the airline industry. Furthermore, because of bad reputation, Cathay Pacific will lose their market share and cannot manage to get high income. There are some suggestions that can be used for Cathay Pacific to prevent such issue to happen again in the future. Cathay Pacific can use computerised system in prescreening the application form. They must also set certain requirements or standards to obtain quality candidate and carry on with the first interview. So, the system will work for them and this helps Cathay Pacific to avoid the subjective judgment in prescreening the application form. Apart from implementing the computerised system, Cathay Pacific has to ensure that their employees understand the importance of achieving goals and function of recruiting diverse workforce, as it should be align with organisation’s needs. By understanding those things, employees at Cathay Pacific can change their perception on the diverse workforce recruitment and support what the organisation is trying to achieve according to the recruitment programme. Furthermore, Cathay Pacific have to ensure the public that this company is the right place to work by referrals
program, providing employee benefits, and supporting woman and minorities’ event. Hence, this can help in bring back their good image of a company who has social responsibility and supports diverse workforce (NAS 2005).

5.2Validation of selection program
By looking at the steps in selection process, Cathay Pacific has a good selection process. They have used the right selection tools to find the most suitable candidate by testing them in fields like personality, knowledge, logical thinking and has three interview stages in order to get accurate and more information about the candidates (Bartram and Baxter 1996). Furthermore, these authors also mentioned that Cathay Pacific uses practical testing in the selection process. Therefore, with this long process, Cathay Pacific expects to get the right person to fit the job in the right position. As mentioned before, to be a pilot or a staff in Cathay Pacific, candidates have to pass some tests and three interviews. Then, completing those processes does not mean that they will officially become employees of Cathay Pacific however, they still have to pass some training programmes provided by the company, like Cadet Pilot Programme for pilots. According to Bartram and Baxter (1996), Cathay Pacific realised that their success is based on their employees, whereas recruiting and hiring incur a high cost. Therefore, they must expertise in hiring the most suitable employee in order to reduce cost and meet goals. Besides, Cathay Pacific ensures that their selection process is reliable and valid. All candidates have to go through the same tests and interviews before they are accepted to join the training program. However, there is a question in validating the result. Cathay Pacific is using computer-based system to perform the tests. As such, the criterion validity is not based on the result of the test and meaning that higher result does not mean to be accepted in Cathay Pacific (Bartram and Baxter 1996).

However, these authors further mentioned that the interviewers (Board of Cathay Pacific) will decide base on their interview and practical in the flying simulation. In here, some problem might occur, which is the subjecting judgment and validating result. When it comes to individual to make decision, subjective opinion is always there. Therefore, the result of recruitment may not be accurate and valid. Likewise, the racism issue in Cathay Pacific, recruitment is also an example of subjective judgment occurring in the company. Hence, Cathay Pacific has to find ways to prevent this subjective judgment happen in order to get maximal recruiting result. First, Cathay Pacific has to reassure the board of directors or interviewers to practice professionalism in judging and making decisions. Next, Cathay Pacific has to come out with a rating scale that can be used as the guideline in marking the candidates (Bruce and Lack 2009). In this rating scale, Cathay Pacific should mention what objectives or standards that they are marking on, therefore; the interviewers may not be misled. Lastly, these authors further explained that there should be more than one person to rate the candidate in order to get accurate result and are able to compare the results. Then, if there is an equally weighted in the result between judges, meaning that the result is taken accurately and fairly.

5.3Conclusion of the Issues
In a nutshell, both issues in Cathay Pacific are actually discussing about the involvement of personal judgment in recruitment and selection process. This should not be happened nowadays because organisations have to be fair in making decision and giving equal treatment for everyone. Furthermore, it has proved that by practicing fairness, organisations would have a good reputation that can bring benefits. Well, Cathay Pacific might face some difficulties in finding synergies to work together with different people. However, the workers need some time and process to adjust themselves with the organisation and by providing training is one of the effective way to help. Furthermore, Fairness can then be achieved if the Board of Directors in Cathay Pacific uses their professionalism in recruiting and selecting candidates.

6.0CONCLUSION
In conclusion, we would like to say that Cathay Pacific has several steps in their recruitment and selection process where it is crucial for making the right choice to employ suitable employees for the organisation. Likewise, the internal and external recruitment provides a great opportunity for candidates to develop and enhance themselves for a better success in the future, whereas the selection process prepares candidates for the next test or interview by providing them training and so on. As a result, we would
make a firm statement that Cathay Pacific performs a stringent and diligent activity in employing people. However, as for some predicament issues regarding their employment practices, Cathay Pacific has made an effort to prove it wrong by providing suggestions and evidence of their past recruitment results and also by acknowledging the fact that they are “the Best Airline in the World and the Best Airline First Class in the 2012 Business Traveller China Awards” (Cathay Pacific n.d.b).

7.0REFERENCES
Airline Jobs 2012, Cathay Pacific Pilot – Second Officer Recruitments, viewed 15 November 2012, http://pramugari.info/category/vacancy-cathay/. Bartram, D & Baxter, P 1996, ‘Validation of the Cathay Pacific Airways pilor selection program’, International Journal of Aviation Psychology, vol. 6, no. 2, pp.149-169. Bruce, JC & Lack, ML 2009, ‘Using subjective judgment to determine the validity of a tutorial performance-evaluation instrument’, Journal of Interdisciplinary Health Sciences, vol. 14, no.1, pp.1-6, Health SA Gesondheid, viewed 16 November 2012, http://www.ajol.info/index.php/hsa/article/viewFile/43258/26798. Cathay Pacific (n.d.a), History, viewed 17 November 2012, http://www.cathaypacific.com/cpa/en_MY/aboutus/cxbackground/history. Cathay Pacific (n.d.b), Press Release Details, viewed 17 November 2012, http://www.cathaypacific.com/cpa/en_INTL/aboutus/pressroomdetails?refID=106930bb7d20b310VgnVCM1000000ad21c39. Cathay Pacific (n.d.c), Careers at Cathay Pacific, viewed 14 November 2012, http://www.cathaypacific.com/cpa/en_INTL/careershome. Cathay Pacific (n.d.d), Cathay Pacific Green Explorer Application Form, viewed 20 November 2012, http://www.cathaypacific.com/wilderness/jsp/form.jsp?origin=TPE Cathay Pacific (n.d.e), Frequently Asked Question, viewed 14 November 2012, http://www.cathaypacific.com/cpa/en_MY/faq/careers/flightcrew. Cathay Pacific 2011, Cathay Pacific Sustainable Development Report 2011, viewed 20 November 2012, http://downloads.cathaypacific.com/cx/aboutus/sd/2011/pdf/CX_SDR11_Full.pdf. Cathay Pacific Services Ltd 2012, Career News, viewed 15 November 2012, http://www.cpsl.com.hk/CompanyNews/News_01082012_JobExpo.aspx. Dessler, G 2013, Human Resource Management, 13th edn, Pearson Education, Harlow.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1761

  • Pages: 7

Human resource management

1. What do you think was causing some of the problems in the bank home office andbranches? There is clearly a problem with communication, and the effects are felt in thearea of employee commitment. Ruth Johnson who has been workingat the bank’s head office for last two months did not know what the machine she is usingis called or what is does. That shows that the bank did not give her sufficient training tofamiliarize herself with the name and the function of the machine. However, she didknow how the machine works, but this doesn’t mean that she has been trained properly.A huge problem in the bank’s home office is the lack of a proper Training program. It can be an in-house training program especially designed for the new employees at the bank or a practical on-the-job training program. This will give new employees the change to practice, observe others, ask questions, learn from mistakes and familiarize themselveswith the equipment that they are using. It is very important for the bank to utilize itsavailable resources. In this case the supervisor could have given her proper, on-the-jobtraining and informed and familiarized her with the name and function of the machinethat she operates. 2. Do you think setting up an HR unit in the main office would help? Of course I think itwould! Since there are HR-related problems both in the home office and in the branches, it isclear that if a personnel office were set up, it would need to help to coordinate the HRactivities in the branches. 3. What specific functions should it carry out? What HR functions would then be carriedout by supervisors and other line managers? What role should the Internet play in thenew HR organization?

There is room for quite a bit of variation in the answers to thisquestion. Our suggested organization would include: HR Unit: job analyses, planning labor needs and recruiting, providing advising and training in the selection process, orientation of new employees, managing wage and salary administration, managing incentives andbenefits, providing and managing the performance appraisal process, organization-widecommunications, and providing training & developing services. Supervisors and Other LineManagers: interviewing and selection of job candidates, training new employees, appraisingperformance, departmental & personal communications, and training & development.Internet and HR: shift some activities to specialized online service portals and providers. Qs. A pharmaceutical company placed in Pakistan wants to launch its operation in Afghanistan.

Initially they plan to reach out to the market through off the shelf medicines and gradually penetrate through extensive distribution and in the next three years target manufacturing to cater the needs of Afghanistan and Central Asian Republics. Q1: prepare HR planning for the position required to ensure screen of its operations? First of all the company must consider the organisational strategic planning objectives, then the possible available woekforce must be evaluated by identifying both the external nad internal workforce. When these things are completed, forecasts must be develpoed to identify both the demand and supply of human resources.finally HR plans must be developed to provide specific direction for the management of HR activities related to employee recruiting, selection and retention. Q2: Prepare job descriptions and job specification for key personnel’s Executive Positions who would be managing these operations. JOB DESCRIPTION

JOB TITLE: Key Personnel Executive Position
DEPARTMENT: Human Resource Management
GENERAL SUMMARY: Supervises, coordinates and assigns work to ensure department goals and making sure customer needs are met ESSENTIAL JOB FUNCTIONS:
* Supervise the work of employees to enhance performance by coordinating duties, advising on issues and checking work * build effective business relationships with health care partners and customers * prospect for new business

Assignment 1: Case Study, Jack Nelson’s Problem 1. a) What do you think is causing some of the problems in the bank’s home office? 1. Ruth Johnson who has been working at the bank’s head office for last two months did not know what the machine she is using is called or what is does. That shows that the bank did not give her sufficient training to familiarize herself with the name and the function of the machine. However, she did know how the machine works, but this doesn’t mean that she has been trained properly. A huge problem in the bank’s home office is the lack of a proper Training program. It can be an in-house training program especially designed for the new employees at the bank or a practical on-the-job training program. This will give new employees the change to practice, observe others, ask questions,
learn from mistakes and familiarize themselves with the equipment that they are using. It is very important for the bank to utilize its available resources. In this case the supervisor could have given her proper, on-the-job training and informed and familiarized her with the name and function of the machine that she operates. 2. There is also mayor lack of communication in the bank’s home office. Ruth has been working there for almost two months and nobody has briefed or informed her on the name and function of the machine that she is using. The fact that Ruth’s supervisor or her colleagues did not notice that she does not know the function or name of the machine after she is has been using it for two months is worrying. It shows that there is very little interaction and communication between employees, supervisors and managers at the bank’s home office. Communication and interaction between employees are very important. It keep all employees informed, motivated and make them feel valued. In Ruth’s case communication and interaction between the supervisors and employees can be improved by starting a Trainee Performance Appraisal program. This would help… [continues]

Below is a free essay on “Jack Nelson” from Anti Essays, your source for free research papers, essays, and term paper examples. What do you think is causing some of the problems in the bank’s home office and branches?

There seems to be a break down in communication between management and staff. Communication is the lifeline for successful businesses, and it plays a vital role in our lives (O’Rouke, 2010). Communication can only be effective when three fundamental elements are applying. The elements included are total participation from employees, and effective dialogue and listening, which are all missing in this case. In addition, there seem to be no centralizing human resources management within the facility because similar issues were found at different branches. Therefore, it is evident that polices and procedures are lacking; therefore, resulting some of problems at the home office and branches.

Do you think setting up a HR unit in the main office would help?

Without a doubt, setting up a HR unit in the main office would definitely help. HR management would be an effective tool to address some of the issues within the organization. Training and development to optimize proper channel for communicating is an example, which the HR department could coordinate and implement.

What specific functions should a HR unit carry out?

There are many functions a HR unit could implement. First, they could try and reduce the gaps in communication. Second, they could hire training and developing manager to coordinate activities within the organization. Third, they could hire a job analyst manager to define roles, duties and responsibilities as it relates job descriptions. Last, most organizations need a coordinator to organize medical, dental, vision and insurance benefits (Dessler, 2011).

What HR functions would then be carried out by supervisors and other line managers?

The supervisors and line mangers could assist with the selection of candidates for interviews. The supervisors and line mangers are fully aware of jobs responsibility, which makes them perfect individual for… What do you think is causing some of the problems in the bank’s home office and branches? The following are the problems faced bank home office and its branches. 1) lack of Training:

When Jack Nelson was introduced to the entire employee in the home office, he was introduced to Ruth Johnson. Ruth Johnson has been working in a home office for two months, however she does not know what the machine called she used and what it did. That means there is no any HR to assist her about that machine. Organization did not oriented and trained her properly. We can say that: a) There is no on-the-job training for the newly hired employees, b) Supervisors and Managers have to provide to effectively and properly train their employees. C) On Job Training is the quickest and most cost effective method of training. High employee turnover and:

The major problem is a high employee turnover during past eight years. Supervisor tried to find a suitable employee to replace the worker who had quit. Every time an employee was hired, another was seen resigning. As known that employee turnover is a costly expense especially in lower paying job roles, for which the employee turnover rate is highest. Employee turn-over has a high cost attached to organization, not just in monetary terms but also the time the manager has to spend in training. There was no standardization of recruitment process in organization. In addition, there is no participation or contribution from the HR Department in terms of hiring new employees. The office does not have any HR Department process and planning. Employees were hired by supervisors who were over occupied with many job responsibilities. Lack of communication

There is no any communication between branch supervisors, home offices, and other branches. The supervisor employs their own employee without any communication with the main branch. All branch office hired employee without communicate whit their home office. Bank’s supervisor is failure to train their employee. They don’t have much time for their employee. Also they do not know about the performance of their employee. Among the branches and between the main office and the branches were broken down communication. It is very important in any organization for people to communicate. The main office apparently does not know the problem faced by all the branches.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 8647

  • Pages: 35

Human Resource Management

Abstract

Throughout the time of the course, Human Resource Management, we have been able to learn and use HR practices in everyday life. This paper has been put together using two case studies and eight chapters from the book, Managing Human Resources. The two case studies are based on Lincoln Electric Company and Southwest Airlines, the eight chapters include chapters 1 and 3 then chapters 7 through 12. As a group we have worked together to prepare each different chapter and we have used the cases to help develop our own Human Resource skills. This paper will demonstrate how as a group we were able to relate the case studies to different aspects that the Human Resource field covers.

Chapter 1: Managing Human Resources

Read the two cases at the end of this book regarding Lincoln Electric and Southwest Airlines. Then using Exhibit 1.1 as a guide, make an illustration that identifies the stakeholders of each company and shows the relative importance of each stakeholder to each company. To complete this assignment, you can gather your information materials in this chapter, the cases at end of the text, and from other sources, including newspapers, magazines, the internet, and your own experience. If you are unable to obtain information you feel is relevant, make assumptions based on your best judgment. Note any major assumptions you make.

Southwest Airlines

Lets elaborate on each stakeholder in more detail. First is suppliers which are Boeing Aircraft, airport, and the fuel companies. Boeing supplies the airplane that they us which is the Boeing 737, the airport gates provide income for the company, and the fuel company of course supplies fuel. With all the different suppliers Southwest has to keep them in line with what they are trying to accomplish which is offer the best prices to its customers. Competitors are all the airplines at the airport. Southwest has to figure out a way to maintain a profit and still offer lower or same prices at the other airlines. They should always know what the competition is doing or offering.

Customers are stakeholders in that they are the Shante’ Johnson people who are buying the product and without them there is no business. Employees are important because they add value to the company. Employees are resources because they provide labor and help with production. Finally the enivornment/communtiy is a stakeholder because Southwest has plans in motion to help protect the resources they have and give back to the community. Southwest prides itself on being socially responsible and has done so by charity programs, recyling, and going green. They feel that if the community is on their side and supportive of them then they can prosper and be a household name.

The Lincoln Electric Company

Corporations like The Lincoln Electric Company are dependent on their customers. If they do not improve their relationship and offer the best for their guest the businesses might not be as successful. The customer makes it likely to for a company to attain its goals. LEC views it employees as being of importance because they are the heart of the company. They maintain production and their performance Shante’ Johnson affects the company. LEC feels that it will do what is needed to make their employees happy so that they can keep producing results. Lastly I feel that LEC values the environment as a stakeholder in that it wants to come up with practice that will keep the environment safe and clean. They want to maintain a healthy environment for the community. They want to support communities in which they are located.

Chapter 3: Ensuring Fair Treatment and Legal Compliance

A. What evidence exists to demonstrate that each company manages employees fairly and legally?

Southwest Airlines

When reading about Southwest I feel that they treat their employees fairly and follow the legal procedures in obtaining their employees. Southwest like most companies value their employees and the work they do for the company. I found it interesting that Southwest renamed its HR department the People department. By changing the name of the HR department shows that they see the significance in people and the relationships that are involved with that. The article also says that Southwest puts time into hiring and interviewing applicants. I view that as they only want the best for their company and will use the resources needed to get the best. If that means interviewing 100 people for one job then so be it. If I was applying and knew that they only want the best and have measures in place that shows their support and care for employees I would want to work for them.

Lincoln Electric

At first when reading about LEC I thought they value their employees because they know their employees are the main reason they are able to be successful. Lincoln Electric recognizes that money is an incentive to employees and knows that by offering an incentive they can get the workers to be more productive. They understand that there was to be an honest relationship between employees and managers. There has to be a level of respect for each other. Lincoln Electric has HR Objectives that pertain to its employee; I am going to list three out of four of the objectives first is “to maintain and Shante’ Johnson expand the Lincoln Incentive Management Philosophy, to recognize people as the company’s most valuable asset, and to promote training, education, and development that broaden employee skills” (Jackson, Schuler, Werner pg 563).

I do not know many companies that have objectives written down for their employees. Having objectives in place to be followed by HR personnel is reassuring that they Lincoln Electric cares about its employees. As I continued to read about the company I found out they have a low turnover rate, but they keep their workers busy and focused on the task at hand. They also have no leisure time and many do not receive a break. I do not believe that to be fair because if you are working a certain amount of hours a day you need a break. Also not having time to socialize with others I can picture the workplace being full of robots. People clocking in and doing their jobs and then clocking out and going home.

B. Are there company practices at Southwest Airlines and/or Lincoln Electric that you would consider to be unfair? If so, which ones? Why?

Southwest Airlines

I will be honest is was hard finding a practice that was unfair but after much thought I find it unfair that when an applicant is being consider they may be asked to speak in front of a large group of people. If I am interviewing for a basic job that does not involved a lot of interaction with people why should speaking in front of a large group be a part of my applicant process. I also find it strange that Southwest will red flag an applicant that is flying in. I understand the idea of seeing how they behavior around others and handle certain situations, but they should also be notified that they may be watched. I also do not find it fair to judge an applicant before you even get to meet them. You cannot always take the opinion of others when making important decisions that can affect your company. I do like having others opinions and having them way in, but I do not want them to spy on an applicant.

Lincoln Electric

Shante’ Johnson

Lincoln Electric included a dialogue of a few interviews they held and it immediately stood out to me that they were asking questions that are unfair and illegal. I do not find it professional to ask how much money did you make last year, what did you do with that money, and how do you feel about joining a union (just to name a few). Employers can get into trouble asking those questions because if someone is rejected they can sue based on the questions they were asked. I also do not think it is fair for management to have the authority to cut hours without any notice. Some employees’ livelihood depends on their job. If their hours are suddenly cut it does not give them time to put other plans into motion. I also feel that it makes the company look bad and can bring down employee morale.

Chapter 7: Selecting Employees to Fit the Job and the Organization Describe, evaluate, and compare the selection procedures used at these two companies. In preparing your answer, consider the following issues: A. The objectives of the selection process.

Each company has a different selection process for job applicants and how the company selects its applicants is unique. Some companies may not have an intricate selection process; instead they just want to fill the absent position. However, this is not the case when Southwest Airlines or Lincoln Electric selects employees. Southwest Airlines believes that investing in recruiting should be a top priority for their company, and so it has become the goal to select applicants who will fit into the culture that Southwest has created instead of just filling a vacant position. Southwest wants to make sure they are hiring people who will be beneficial to the company instead of hiring someone quickly then the new employee not fit into the mold Southwest has created.

In the case of Lincoln Electric, they do their selection process a little differently. Instead of going out and recruiting for all the open positions within the company Lincoln Electric instead only uses external recruitment in cases of entry level positions. Lincoln Electric has decided to fill all other open job positions internally, with those employees who have already been a part of the company. Since Lincoln is filling most job openings with people already employed within the company it shows that the company believes in the employees it has, and wants to help them grow individually as the company grows as well.

B. The criteria used

The criteria used in the selection process of new employees for Southwest Airlines and Lincoln Electric differ greatly between the two companies. The major criterion used for Southwest Airlines is attitude. Southwest’s selection process has strong roots in the attitudes of the job applicants. The company has selected five key predictors to see if the applicant’s attitude would blend well within Southwest. The predictors are: blend of energy, humor, team spirit, and self-confidence. It makes sense that Southwest wants to hire employees who would fit into the company culturethat way they can ensure positive and team work oriented attitude is kept within the company.

The major criterion used for Lincoln Electric for filling positions is based on in house hiring, except for entry level positions. By giving employees notice of the open positions it can help keep the company culture the same, and is beneficial to keep employees and teach them new skills. When the company is able to teach employees new skills it helps build the different competencies they possess; different competencies can help make an employee more attractive to the organization instead of just one specific job title. This employee then becomes multi-functional. C. The techniques used to assess the competencies of job applicants.

Southwest Airlines and Lincoln Electric have specific hiring techniques to assess the competencies of potential employees. Southwest uses three distinctive techniques to help figure out who will best fit the dynamic of the company. The first technique used is the personality test. The personality test helps “The People Department” get to know job applicants values and what type of personality he or she has. There are seven traits used: cheerfulness, optimism, decision making skills, team spirit, communication, self-confidence, and self-starter skills. The person being interviewed needs to receive a three or higher, on a scale from one to five, to move on to the next stage of the interview process. The next technique used would be the actual interview. Southwest looks to find people with great people skills, matching work experience, and people who are team players.

Hiring people without these qualities would be a waste of time, considering that many of the jobs Southwest provides have to do with teamwork, helping people have a pleasant experience, and experience. The last technique is the most interesting, Southwest wants to make sure they hire people with a great attitude so they have managers jot down anything memorable about the applicant, good or bad, they give applicants special tickets on their flights so employees will know to observe them and their behavior, and they are also asked to speak in front of groups of people. However, the audience is also being evaluated along with the speaker; Southwest wants to see if the audience members are attentive and paying attention to who is speaking. Southwest wants to find people whose attitudes fit in with current employees and the culture they’ve built together.

Therefore their selection techniques are quite focused on the job applicant’s attitude and values. Lincoln Electric has kept a constant theme throughout their selection process. During the selection process, Lincoln Electric uses current employees to fill open positions; and they are able to find out if employees can take on a new position through the interview process. Lincoln does not use aptitude or psychological interviews; instead they focus on the personal aspects of the employees. There is a committee that is made up of supervisors and different vice presidents whom interview the different job applicants. Since the interviews are on a more personal level, the committee is looking for the correctperson who can perform the specified tasks and fit in with the new department. Although Lincoln Electric uses the committee to perform the interview process, the final selection is left up to the supervisor who is in charge of the department where the job opening is. D. The apparent effectiveness of the selection process.

The effectiveness of both companies selection process has been extremely effective. In the case of Southwest Airlines because of the friendly culture close to 90,000 people applied in the past few years. This many applicants can be overwhelming, but since the HR department is committed to only hiring those applicants who can fit into the company culture, they only hired 831 people. Due to the specific selection process and the use of different employees from the HR department, managers, and employees the turnover rate for Southwest is less than five percent.

The employees of the company enjoy their jobs and the culture that they are involved with on a daily basis that the employees continue to work for Southwest for the long-term. Lincoln Electric’s selection process is as similarly successful as that of Southwest Airlines. Since Lincoln Electric fills openings in-house the company doesn’t experience a high turnover rate. Employees average around 18 years working with the company, and due to the in-house hiring process employees become more satisfied with their work because they are able to develop and move up in their career path.

Putting faith in current employees to help build the company from the ground level to top level, put trust in employees and thus employees trust Lincoln more and want to stay with the company longer. E. The roles and responsibilities of line managers, HR professionals, and other employees in each company. Each company has their own unique way of selecting the perfect job applicants to fill the needs of the company, and each company has proven to be successful in the selection process. But without the helpof HR professionals, line managers, and other employees the companies may not have had such smooth sailing. Southwest Airlines makes sure to include every level of employees to help choose new employees through their selection process. The HR professionals, or the “People Department”, work to set up and organize the different interviews and where they will be held, the HR professionals also distinguish what qualities are important to the company culture for job applicants to be able to fit in. Line managers and employees are also involved, they are able to interact and speak with job applicants.

By Southwest involving line managers and employees in the selection process, it shows how important the company culture is to the company. Having the line managers and employees involves also allows them to help select future employees that they will have to interact with on a daily basis. Lincoln Electric also involves HR professionals, line managers, and employees in the selection process. The HR professionals post the job openings on an internal job board and set up the interviews that will be conducted to find the right applicant. Line managers are involved in the selection process through interviews, and they ultimately have the final decision in who is hired to work in their department.

Employee involvement is probably the most important part of the selection process. Employees are important because if they are not actively involved in applying for the open positions Lincoln Electric would not be able to fill the open job positions. Having the employees involved with filling the job positions is crucial to keeping the company on task and not having a lot of turnover. Chapter 8 – Training and Developing a Competitive Workforce A. For which company is training and development more important? In the case of Lincoln Electric and Southwest Airlines there is one company who puts more emphasis on training than the other. Southwest deeply involves new employees into the training process much more than Lincoln Electric. In the production area of Lincoln Electric the employees are given on-the-job training that is over a short time period, and they are then expected to perform their duties correctly. When it comes to sales jobs they receive on-the-job training at a plant, then they go to a regional sales office and receive more training while they are working. Lincoln Electric does not provide or pay for outside training, unless there is a specific need for the outside training.

Even though Lincoln Electric does not spend a great deal of time with training, Southwest does. Southwest places a large emphasis on employees fitting in to their work culture so the company provides ample training in all aspects the employees will be involved in. There are seven different areas that new employees are trained in when entering the Southwest team. The areas include: Freedom-LUV-and You, Leadership 101, Leadership Southwest Style, Next Level Leadership, Power Speak, Successful Performance Appraisals, and Every Customer Matters. Unlike Lincoln, Southwest encourages employees to take full advantage of outside training whenever they can. Not only does Southwest train employees in their own respective fields, but they also train employees on the jobs of other employees who they will be working closely with.

This type of training helps employees understand and better relate to those who they will be working with on a regular basis. Southwest provides an enormous amount of training for new employees, but they also continue development and training for existing employees as well. Once a year all employees are required to attend training programs that help reiterate the shared values throughout the company. B. Describe how the training and development activities in both companies are related to other HR activities. The training and development activities at Lincoln Electric also relate to other Human Resource activities that are involved within the company. The main human resource policy that fits well with the training and development of Lincoln Electric employees are the work assignments. The management teams at Lincoln Electric have the power to change or transfer the work assignments of current employees. In order to keep up with the changing of work assignments the training process cannot be lengthy.

The training that employees receive is on-the-job, so if a work assignment changes they are able to be taught quickly on what their new responsibilities will be. In a company like Lincoln Electric the needs of consumers may change and having the ability to move workers assignments and provide sufficient on the job training helps the company keep up with the changing external factors the company faces. The training and development activities at Southwest Airlines are in direct correlation with their hiring and selection process. Southwest works particularly hard to find employees who exhibit the right attitude, who will fit in, and demonstrate the qualities that are important to the company culture.

Since the time is spent to find the best employees to fit in, the company wants to invest into training them properly to become part of the Southwest team. The training Southwest provides its new employees is an extension of their selection process. Southwest does not hire employees just to fill positions accordingly the company wants to invest in the new hires to expand their abilities and qualities. Not only does Southwest want to connect the selection process to training and development for new employees, but training continues for existing employees too. Existing employees are encouraged to do outside training to improve their skills and knowledge. The company also requires a yearly training session to make sure that everyone is still operating with the same shared values throughout the company. The values in the training are the same values that the employees shared with Southwest Airlines from the time of their selection.

Chapter 9 – Conducting Performance Management

A. Compare Lincoln Electric and Southwest Airlines with respect to the major purposes of performance measurement and feedback. Which organization seems to be more concerned with traits? With behavior? With results? What uses does performance measurement serve in these two companies?

Performance measurements and feedback are vital to the success and knowledge of Lincoln Electric and Southwest Airlines. Each company uses performance measurement tools to help gage the employees’ performance and where there is room for improvement. The performance measurement Lincoln Electric uses is based on a great deal of results and how the employees are performing their jobs and designated tasks. Employees and managers are evaluated on different terms. Employees are evaluated twice a year, and their performance principles include: quality, dependability, ideas and cooperation, and output. Managers are evaluated on six different competencies: leadership/ownership, decision making and judgment, results orientation, teamwork/commitment, quality and customer focus, and creativity/innovation.

When it comes to feedback managers at Lincoln Electric discuss the performance scores with employees and if necessary will provide recommendations. Once a year the company provides feedback based on performance and will also assist in performance improvement and development. Southwest Airlines focuses on results, but their main concern for employees is based on their traits and behavior. Southwest strives to have excellent customer service, as a result employees performance is measured on how well they are performing their jobs and handling the customer service aspect. The performance measures used help with building team cooperation instead of enticing competition between different departments.

When managers evaluate employees, especially regarding customer service, they have to provide documentation of the events and how the employee performed. The manager cannot just give an outstanding score without regarding actual events that took place. Southwest Airlines contributes feedback to what they call “loving feedback”. “It celebrates successes, it lets people know how they’re doing, but it’s also honest”(Jackson, Schuler, and Werner, 2012). The feedback system for Southwest has two different objectives; first is the metrics level and second is the conversation, people to people level.

The performance measurements used for both companies reflect the performance of employees and management. However, Lincoln Electric focuses more on the results that employees receive from their evaluations. Lincoln Electric does use the performance measurements to influence, whether it is an increase or reduction, in merit pay and the decisions of bonuses for employees. Not only do the results of the performance measurement affect if an employee receives merit pay or a bonus, the company uses the evaluations to fix warranty claim problems. In the case of a warrant claim the manager can trace the claim to the exact employee error made. When this happens the employee’s performance score may be reduced, or the worker may be required to repay the cost of servicing the warranty claim by working without pay (Jackson, Schuler, and Werner, 2012).

Southwest Airlines truly uses their performance measurement and feedback system to focus on the traits and behaviors of the employees. They want to show employees they value their work, and give them feedback that helps. Due to how concerned Southwest is to give employees a meaningful experience, employees would rather hear negative feedback and performance ratings than hearing nothing at all. At least by hearing the negative feedback they have something to work towards and improve on to make themselves better. B. For Lincoln Electric, how well do the performance criteria fit the company’s strategic objectives? Identify any potential sources of deficiency and contamination in the company’s performance measures.

For the most part Lincoln Electric fulfills two out of the four HR Objectives that the company has deemed to be important. Those two are: to maintain and expand the Lincoln Incentive Management Philosophy and To maintain an affirmative action program, and provide employees with opportunities for advancement commensurate with their abilities and performance regardless of race, religion, national origin, sex, age, or disability (Jackson, Schuler, and Werner, 2012). There are two other objectives that I do not believe Lincoln Electric is taking enough advantage of when using their performance criteria. Two objectives include: recognizing people as the company’s most valuable asset and promoting the training, education, and development to broaden the employee skills. Lincoln Electric only provides on-the-job training and they do not pay for or encourage outside training, unless the need is absolutely necessary.

Not only do they only offer on-the-job training, when performance results are released twice a year, the employees only receive coaching and performance improvement development once a year. Lincoln Electric should at least offer the coach and performance improvement directly after each performance evaluation and feedback term. By not investing in the training and education of employees they are not fulfilling that particular objective. Also, when an employee’s performance is bad, management punishes the employee instead of taking the time to find out what went wrong in the making of an item. There might have been something the employee didn’t understand. Not taking the time to discuss and figure the source of the issues doesn’t show that Lincoln sees people as the company’s most valuable asset. Especially, when a mistake happens, their performance score is reduced and they have to fix the problem without receiving pay.

C. Compare the sources of performance information used at Lincoln Electric and Southwest Airlines. Would you recommend that these organizations use 360-degree appraisals? Why or why not? Each company has a different way of evaluating their employees to find out how they performing and if they need any help or training. When looking at the sources of how Southwest evaluates their employees’ performance I do not think they need to use 360-degree appraisals. The company focuses different aspects that affect the employees individually and what teams they are a part of collectively. Southwest’s “performance management also reflects how we value our employees”(Jackson, Schuler, and Werner, 2012). Southwest effectively measures the performance of employees and the teams they are on, this type of performance measurement promotes cooperation between employees instead of employees trying to compete to be the best.

Southwest prides itself on teamwork, so when something goes wrong it isn’t just one individual’s fault, the company examines what different departments were effected to make this problem, and as a team they fix the problem. When examining the performance measurements of Lincoln Electric, I do believe that the company could benefit from implementing 360-degree appraisal performance measurement. Lincoln Electric employees are evaluated by their department manager, and employees help establish the goals that the managers are performance evaluations are based on. 360-degree appraisals would be able to give employees and managers more evaluations to work with. This type of appraisals uses supervisors, subordinates, peers, and employees to evaluate performance. The people chosen to evaluate the employee or manager are not random either, they are people who work with the employee on a regular basis and who know how well this individual does with his or her job.

When Lincoln Electric is only using a manager to evaluate the employees, the manager may be bias and not give each employee a fair evaluation. However, when using 360-degree appraisals it is hard for one individual to sway the evaluation when there are multiple people working to evaluate the employee properly. “Multiple-source evaluations are perceived as being more fair, reliable, and valid than single-source approaches”(Jackson, Schuler, and Werner, 2012). The 360-degree appraisal process may benefit Lincoln Electric when fulfilling their HR objective of recognizing people as the company’s most important asset as well. By having more than one person involved with the performance measurements, employees may gain a better since of how important they are to the company overall.

Chapter 10: Developing an Approach to Total Compensation

The purpose of an organization’s total compensation is to provide sufficient incentive and recognition to attract and retain the right people for the right positions within the organization and for those hired, to remain engaged within the organization and perform at their best ability. It has been proven that by having the right “employee fit” will improve motivation and productivity, resulting ultimately in a more content workforce and increased retention and tenure. Establishing a solid and competitive total compensation package contributes to employee retention, which happens to be one of the greatest “concerns of employers today, with 59 percent of those surveyed worried about losing their best employees to competitors and 67 percent concerned about the difficulty of finding skilled labor.” (Taylor, 2013)

Total compensation not only refers to an employee’s salary, benefits, and other monetary rewards, it also factors in non-monetary rewards as well. There are four strategic objectives, tied directly to total compensation that should be considered when establishing an organization’s total compensation. These include: 1) Attracting, motivating, and retaining the talent required for a sustainable competitive advantage; 2) Focusing the energy of employees on implementing the organization’s particular competitive strategy; 3) Improving productivity; and 4) Cost containment. (Jackson, Schuler, & Werner, 2012) 1. Compare and contrast the two companies on the following:

a. The objectives of their total compensation practices
As communicated in Lincoln Electrics Employees’ Handbook (Lincoln Electric Company), as well as in the text case study (Jackson, Schuler, & Werner, 2012), Lincoln Electric’s compensation practice is premium total compensation for premium overall performance. “The key elements of premium total compensation are base pay and bonus. Premium performance is your individual performance as well as Lincoln Electric’s performance. When you meet or exceed your goals and the Company meets or exceeds its business goals, the result is premium total compensation for premium overall performance.” (Lincoln Electric Company) The company’s objective is to “reward employees through recognition, pay for performance, and by sharing profits with incentive bonus compensation based on extraordinary achievement as a means of motivation.” (Jackson, Schuler, & Werner, 2012) Base pay for Lincoln’s employees is determined by salary surveys comparable to the salaries of similar jobs in the Cleveland area, comparing externally as well as internally, through job evaluation and adjusting quarterly to ensure the salaries remain aligned accordingly.

Job evaluation and continuous/comparative review is important to the organization’s position alignment and the employees’ total compensation. Base pay can be earned by either piecework pay, hourly pay or salary pay dependent on the type of position and classification of the job within the organization. In addition to the base pay received, Lincoln’s eligible employees have the opportunity to receive a portion of the company’s annual profits as incentive bonuses. These year-end profit sharing bonuses are proportional to the individual’s merit scores. The Board of Directors determines if there will be a bonus payout and dictates the amount to be distributed. It will only be paid out if the company was able to earn a profit for the year. The individual pay outs and employee shares are based on the individuals’ pay and performance during the year.

A successful year for the company results in a shared portion of its success with the employees, rewarding them for their part in earning the profit. Southwest Airlines overall objective of their compensation program is “to promote and reward productivity and dedication to the overall success of the Company and to thereby also support the company’s overarching objective of attaining reasonable profits on a consistent basis and preserving job security. The development of a more performance-oriented compensation structure is intended to support and reinforce the factors management believes are most relevant to the company’s success.” (Commission, 2011) Southwest’s employees’ total compensation is relatively equivalent to other airlines, given the nature of the type of labor required of the industry. Labor costs account for 35% of Southwest’s overall expenses, with 83% of these positions falling into, and controlled by, collective bargaining agreements (union positions).

Although Southwest’s base pay structure has been at or below the market and operates in an industry where other entities dominate the bargaining power, this low-fare/no-frills airline has maintained a productive workforce through its total compensation offerings of “numerous opportunities to share in company success through variable pay programs, including profit sharing and a stock purchase plan.” (Jackson, Schuler, & Werner, 2012, p. 579) Given Southwest’s continuous success over the years, these offerings of lucrative buyout plans to highly compensated employees and different variable pay programs, such as profit sharing and stock purchase plans have been extremely attractive to its workforce. Allowing and encouraging their employees to do what is necessary to satisfy the customer, empowers and motivates them, resulting in a greater level of job satisfaction and retention, therefore, increased customer satisfaction and company profits.

The profit sharing plan offered by Southwest was the first of its kind in the airline industry and is directly tied to a defined contribution plan, encouraging a long-term employment relationship with its employees. Owning approximately 80% of the company’s stock, employees also recognize the advantages of Southwest’s stock purchase plan, offered to them only at a discounted stock share rate. “Their monetary gains are closely tied to the company’s financial future.” (Jackson, Schuler, & Werner, 2012, p. 587) In addition to the above stated company’s total compensation offerings, Southwest Airlines also uses recognitions to reward their employees. “The awards in these programs and others are given to employees who perform at a high level consistent with Southwest’s strategy and culture, and they can come in the form of plaques, monetary payments, photos taken during the awards ceremony, photos of the award winner with the CEO, and mentioned in the company newsletter.” (Jackson, Schuler, & Werner, 2012, p. 587)

b. The role of total compensation in achieving a competitive advantage
Lincoln achieves a competitive advantage through its piecework pay, shared profits incentive bonuses, as well as job security and guaranteed employment. These elements gave Lincoln employees a sense of ownership in the company. The company’s goal was fulfilling the customer’s needs and therefore, recognized that “employee performance and productivity are the means by which this goal can best be achieved”. This belief led to the company’s commitment that “the earnings of each must be in accordance with accomplishment. If money is to be used as an incentive, the program must provide that what is paid to the worker is what he has earned.” (Jackson, Schuler, & Werner, 2012, p. 562) This company attitude and total compensation plan empowered its workforce to work harder and smarter; resulting in little to no employee turnover, employee compensation that is almost twice that of other comparable job families in the same Cleveland area, and a workforce that sees themselves as part of an organization with executives and leadership that takes care of its employees.

In some ways similar to Lincoln, Southwest Airlines maintains its competitive advantage through its compensation of base salary, profit sharing and stock purchase plans, as well as, short/long term incentives and annual incentive bonuses. As promoted by Southwest’s website “Our people are our single greatest strength and most enduring long-term competitive advantage.” (Kelly, 2014) In order to have a competitive advantage over its competitors, a firm must have the ability to obtain/sustain profits/benefits that exceed the average for others within its industry. As stated earlier, Southwest was “the first to introduce a profit sharing plan in the airline industry.” (Jackson, Schuler, & Werner, 2012, p. 586) Another strategic business initiative and example that contributed to the company’s competitive advantage was through the introduction of the 10-year pilot contract agreement of 1995. Specifically, during the first five years, the pilot wages would not change, then five years following, the pilots got the stock option of the company and annual salary would increase by 3 %. “This kind of salary strategy combined economic interests of the pilot with the interests of the shareholders of the company (if share prices rise, both sides would profit), so the company added value.

Italso helped southwest airlines to provide tourists frequently and economic flight to tourist, and won the competition advantage. This kind of salary strategy is hard to be imitated by competitors.” (Zheng, 2012) c. The pay mix and employee’s reactions to the pay mix

As stated earlier, the pay mix for Lincoln Electric consists of base wages (piecework pay, hourly pay and salary pay) and bonuses. The piecework system adopted by Lincoln Electric is based on some fundamental principles including: 1) Rewards employee for what is done rather than for how much time is spent on the job (more productive employees who meet quality standards = greater compensation than those who are less productive); 2) Changes in piecework prices will be made as changes in equipment, method, layout, procedure, tooling, design or materials are made; 3) Group piecework is interdependent, and the cost of the job is limited by the bottleneck or the slowest operation in the line; 4) All Lincoln employees guarantee their quality and workmanship; 5) Pieceworkers are paid only for production that meets Lincoln’s quality standards. Production of scrap or defective parts will be taken into account during merit rating.

Hourly and salaried employees’ base pay is determined by means of “benchmarking”, comparing the base pay for a sampling of jobs at Lincoln to the base pay of similar jobs in other companies of the same industry. “The bonus plan has been the cornerstone of the Lincoln management system, and recent bonuses have approximated annual wages. Bonuses have averaged about 90 percent of annual wages and the individual bonuses are proportionate to merit rating scores.” (Jackson, Schuler, & Werner, 2012, p. 560 & 570) Lincoln Electric’s employees’ reaction to the pay mix of the company is very supportive and positive. Based on five employee interviews, all five expressed their satisfaction with the compensation received. Each of the employee’s interviewed acknowledged that their salaries exceeded those of employees in similar jobs within the Cleveland area, considering themselves fortunate and better off financially due to their positions with Lincoln Electronic.

Most also stated that the greatest advantage of working for Lincoln was the compensation or the amount of money they can make (base, incentives/bonuses, stock dividends). They mentioned that they “didn’t believe they could make this type of money anywhere else”. As mentioned previously, most of the employees in the airline industry are union employees, controlled by bargaining units and union contracts. In addition to the hourly base pay employees (typically at or below market), Southwest’s pay mix also offers opportunities to share in the company through variable pay programs (profit sharing and stock purchase plans). Mentioned previously, this mix has proven attractive by employees, as well as competitors, with attempts of mimicking in the airline industry. Unlike many of its competitors, however, Southwest is a low-fare, no-frill airline. Rewards and/or perks such as cars, club memberships, etc., are not awarded to the company officers at Southwest, maintaining lower costs to the company and ultimately higher profits to be shared.

Although this pay mix has maintained attractive for many years, its future is questionable due to the acquisition and future integration of AirTran. I am not certain that this lean airline machine will be able to continue to remain as “lean” and profitable as they have been given the competitiveness and external threats of this industry. 2. Which approach to compensating employees would you prefer? Why? The compensation structure I find more desirable would be that similar to the pay mix exercised by Lincoln Electronic. Although I believe it is dependent on the type of industry you are in, I prefer a compensation plan or structure with more internal controls. I find the Lincoln pay mix to be one of which there are more “internal controls” over. As a manager, I believe it also encourages a more team-centric approach to the workforce and empowers employees at all levels to push themselves and to be accountable for the compensation they receive. The Lincoln Electrics plan allows its employees to be part of the big picture, a more wholesome contribution approach and one of which is always looking at improving the process and making a better product overall.

Given the employees level of contribution and sense of ownership, there seems to also be a higher level of dedication and pride, pushing their capabilities to the limit…benefiting everyone in the end. Chapter 11: Using Performance-Based Pay to Achieve Strategic Objectives 1. Compare and contrast the approaches to performance-based pay used by Lincoln Electric and Southwest Airlines. Overall, which plan do you think is more effective? Why? Lincoln Electric’s compensation approach is predominantly based on employees’ performance. Employees’ rewards are heavily monetary in nature (i.e., annual bonuses/incentives based on piecework). As expressed by many interviewed, the harder and more efficient you work, the greater the pay and/or incentives awarded. Employees’ salaries are directly impacted by their level of performance. Although Southwest Airlines does reward their employees based on their performance, most of the rewards received are non-monetary and company culture driven. Some of non-monetary rewards identified include luncheons, plaques, photos taken with VPs, making mention of success in the company newsletter, etc.

The ultimate objective of Southwest’s performance-based recognition is to “create a sense of family and mission”. (Jackson, Schuler, & Werner, 2012, p. 582) Based on my review of the successes from each of these companies in their respective industries, I would conclude that each plan is effective, relative to their performance in their industry. To determine which performance-based plan is more effective, I believe consideration needs to be given to the type of industry and employee it is supporting. The effectiveness determined is also affected by how their employees perceive and/or measure their level of job satisfaction. Obviously, Lincoln attracts a compensation-driven workforce (i.e., sales), while Southwest attracts more cohesive and cooperative relationships between employee groups that seek to be recognized publicly and through other means than only monetary sources.

2.Lincoln Electric is gradually moving toward using a more traditional approach to pay, putting less emphasis on earnings at risk. What strategic objectives would lead the company to conclude that a more traditional approach to pay may be more effective than their present practices? A more traditional approach to pay would be more effective for Lincoln Electronic as they continue to become more global and publically owned. As Lincoln’s interest in globalization continues to grow, so does the need for additional funding and profits to support this expansion. This reallocation requirement of profits, currently used to pay bonuses and incentives to employees, therefore supports the changed focus toward global expansion. As the public ownership of Lincoln continues to grow, their focus needs to expand beyond that of just the employees and begin to include all stakeholders, of which are contributing to the successful expansion of the organization.

Chapter 12: Providing Benefits and Services

1. What are the objectives of each company’s approach to benefits and services? Lincoln Electric’s benefit program includes several components to include a retirement annuity program, 401(k) plan, stock purchase plan, flexible benefits program, medical, dental, life & disability programs, as well as flexible spending and health savings accounts. An additional benefit offered by the company includes a paid vacation during the company’s seasonal shutdown, regardless of the employees’ tenure with the company. Based on no layoffs since WWII, as well as comments noted by the interviews in the case study, employees feel a sense of job security, loyalty and satisfaction to Lincoln Electric and the benefits and services the company offers. The objective of their benefits and services is to offer an attractive and beneficial plan to their employees, maintaining competitive advantage and employee retention, resulting in a more experienced and tenured staff.

More challenging to that of Lincoln’s approach to benefits and services is the benefits and services offered by Southwest Airlines. Due to their focus to provide a more employee-centric benefits package, continually surveying their employees to determine what their employees value, they have implemented a flexible plan that allows the company to change as frequently as needed to maintain its attractiveness to top applicants in a competitive industry, as well as retain their valuable employees, “their most valuable asset”. Southwest’s objective in “hiring the best people and knowing how to find…and treat them” (Jackson, Schuler, & Werner, 2012, p. 577) requires a solid, attractive and competitive benefits package, including job security, in an industry that is not typically known to be competitive in this area.

2. How well do the benefits and services packages serve the business objectives and the needs of the employees? Which package would you prefer? Explain why. Although the benefits and services package offered to Lincoln Electric’s employees is satisfactory and competitive to other similar companies, the interviews held expressed the employees’ main reason for job satisfaction rests with the compensation package, with minimal comments regarding the benefits offered. Southwest employees, however, have experienced and expressed a greater level of satisfaction with the benefits and services offered by their employer. Having a broader, more wide-range of offerings in their benefits package to full-time and part-time employees, it allows the company to meet its objective in attracting the best applicants and caring for their most valuable asset…its people.

Although both benefits and services packages offered by Lincoln and Southwest provide excellent job security, I would personally prefer the package offered by Lincoln, as opposed to Southwest. Southwest may offer a more employee friendly and focused benefits package, however, its flexibility and potential for change seems more appropriate for a younger workforce that has not yet established loyalty to their employer, with the intention of long-term employment. Therefore, as a middle aged employee myself,  my benefits focus and interest lies with a package that can offer more long-term and stable incentives such as employee stock purchase and pension plans, as well as a promising and reliable retirement plan.

3. Could Southwest Airlines adopt the approach to benefits and services used at Lincoln Electric? If so, what would be the advantages and disadvantages for Southwest Airlines of adopting this approach? Be sure to consider how various stakeholders would be affected by such a change. I would not suggest nor support Southwest Airlines adopting the benefits and services packages used by Lincoln Electric. Southwest gains their competitive advantage in their industry through their benefits package, whereas Lincoln does so through their compensation package. Therefore, my reasons supporting the lack of confidence in Southwest’s adoption of like benefits and services to Lincoln’s is because I don’t feel that Southwest’s compensation package is as strong as Lincoln’s in their respective industries.

By adopting a similar benefits and services package as Lincoln’s, Southwest may lose their competitive advantage for attracting top talent. Additionally and as stated earlier, Lincoln’s benefit package is geared toward retention and catered to a tenured workforce, which is not the objective of Southwest Airlines. The need to continually bring young, energetic and new talent into the firm requires an employee friendly and flexible plan that is focused more on short term advantages and offerings, as opposed to long-term. “Southwest seeks to reduce labor costs” (Jackson, Schuler, & Werner, 2012, p. 579) and by doing so, implementing a strong, attractive, but flexible benefits and services plan allows them to meet this reduced labor cost objective, while continuing to bring in new talent and maintain their company’s goal to remain a low-fare, no-frill airline.

Works Cited
Commission, U. S. (2011). Definitive Proxy Statement – Southwest Airlines Co. Washington DC: Southwest Airlines Co. Jackson, S. E., Schuler, R. S., & Werner, S. (2012). Managing Human Resources. Mason, OH: South-Western. Kelly, G. (2014). Southwest.com. Retrieved from About Southwest: https://www.southwest.com/html/about-southwest/ Lincoln Electric Company. (n.d.). Employees’ Handbook. Lincoln Electric Company – The Welding Experts. Human Resource Services. Retrieved from www.lincolnconnect.com/pdfs/wise/employee_handbook.pdf Taylor, T. C. (2013, November 12). Compensation Today. Retrieved from Communicating Total Compensation to Employees in a Meaningful Way: http://www.payscale.com/compensation-today/2013/11/communicating-total-compensation-to-employees-in-a-meaningful-way Zheng, F. (2012). Research on Enterprise Competitive Advantage Based on the Total Compensation Strategy. Communications in Information Science and Management Engineering, 28-29.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1758

  • Pages: 7

Human resource management

Many business owners prepare a business plan before starting their business. However, small business owners often do not include human resource planning as part of their over-all business plan. They may start out with only a few employees or none at all. Over time, it is important to properly forecast employment needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can impact on overall business success.

The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed. An HR plan works hand in hand with your business plan to determine the resources you need to achieve the business’s goals. It will better prepare you for staff turnover, recruitment, and strategic hiring – and alleviate stress when you have emergency/last-minute hiring needs.

Human Resource Planning Process Or Steps Of HR Planning

Human resource planning is a process through which the company anticipates future business and environmental forces. Human resources planning assess the manpower requirement for future period of time. It attempts to provide sufficient manpower required to perform organizational activities. HR planning is a continuous process which starts with identification of HR objectives, move through analysis of manpower resources and ends at appraisal of HR planning. Following are the major steps involved in human resource planning:

1. Assessing Human Resources
The assessment of HR begins with environmental analysis, under which the external (PEST) and internal (objectives, resources and structure) are
analyzed to assess the currently available HR inventory level. After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weakness of the organization in one hand and opportunities and threats on the other. Moreover, it includes an inventory of the workers and skills already available within the organization and a comprehensive job analysis.

2. Demand Forecasting
HR forecasting is the process of estimating demand for and supply of HR in an organization. Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. It is done to meet the future personnel requirements of the organization to achieve the desired level of output. Future human resource need can be estimated with the help of the organization’s current human resource situation and analysis of organizational plans an procedures. It will be necessary to perform a year-by-year analysis for every significant level and type.

HR planning must be tied to the overall business plan. You can start the process by assessing the current conditions and future goals of your company. Perform these assessments regularly. Consider some of the following questions:

What are the company’s goals and objectives?
Do these goals call for expansion into new markets?
Are new product lines planned?
Are changes in technology necessary to stay competitive?
Will new skills and/or training be required to meet the company’s goals and objectives?

The following three-step method is designed to help you
determine whether or not you are ready to hire:

1. Identify Business Strategy and Needs
2. Conduct a Job Analysis and Write a Job Description
3. Determine the Feasibility of Hiring

Human Resource Planning Checklist
Step 1: Identify Business Strategy and Needs
Identify pressures and opportunities
Clarify your business strategy and direction
Identify aspects of the business that need help
The following questions will help you determine how many people are required, and with what skills, to fulfill your business needs. What new positions are opening up?
What special skills (e.g. computer applications) will be needed? What work experience (e.g. in a particular area) will be required? When will new staff be needed?
When should hiring be scheduled to ensure a smooth transition?
Does the hiring plan also provide for employee turnover and attrition?

Step 2: Conduct a Job Analysis and Write a Job Description
Review your current workforce-
Describe the employees you now have in terms of their knowledge, skills, and experience and describe how they function together to get work done, At the same time, consider how the current work could be reorganized to make the best use of current and future employees.

Identify any skills and knowledge gaps-
Note any gaps between the skills and abilities your current employees have and the skills and abilities that your workforce needs to meet your business objectives in the future. Write a job description

Set an appropriate salary-
Start by adopting a general salary range to help you determine what you will need to budget – and whether potential candidates are within your budget. You may want to complete a job evaluation, whereby you rank jobs and their corresponding salaries. Weigh the importance of critical skills and knowledge for each position, compare positions, and rank the new position on the pay scale accordingly.

You will need to do a comparison between the new and existing positions.

Is the new position more junior/senior?
Will the new position require more specialized skills and knowledge? Will the position have more complex tasks and different working relationships? Will the new position have more or less responsibility?

Tips for Conducting a Job Analysis

* Ask employees about each position within the business and how they are (or are not) connected * Ask employees if they think hiring a new employee or creating a new position would be a good idea * Observe employees at work and earnestly ask for their ideas about better ways to operate; be prepared to put good suggestions into action * Talk to customers about which employees are easiest to deal with or provide the best service * Find out and understand why past employees have left – be truthful with yourself * Talk to customers about their needs

* Understand the needs of people the new employee will be working with * Differentiate between “nice to have” and “must have” skills and experiences * Look at employees who are performing at a superior level and try to assess the skills and behavior`s that distinguish them; look for evidence of these behavior`s during the interview * Look at similar positions in other companies and

the requirements they have
* Read books or articles about companies that may have found themselves in similar situations

Step 3: Determine the Feasibility of Hiring
Understand the costs of hiring-
Labor costs, such as salary and benefits, Recruiting costs, which may include advertising in addition to time spent on recruiting activities, orientation and training.

Understand the benefits of hiring-
* Improved morale of other employees, if a departing employee was a problem or if the area has been Under staffed for some time
* Improved morale of existing staff if the growth means new business and opportunities * Improved productivity if a departing employee was not productive or if employees believed that you have made the decision to hire as a result of their input

* Increased revenues once a new employee is performing at an acceptable level * A new employee who is more qualified than current employees can help train the existing employees * Increased customer satisfaction and potentially saved business.

Understand the risks of not hiring-
* Loss of revenues because of an inability to keep up with demand * Loss of employees because they are unwilling to continue being overworked or to do the work of a departed employee
* No new ideas or knowledge brought in through new employees

If you decide that hiring a new employee is feasible, you are ready to begin the recruitment process. If not, you might need to revisit your strategic plan or business objectives.

3. Supply Forecasting
Supply is another side of human resource assessment. It is concerned with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. It estimates the future sources of HR that are likely to be available from within an outside the organization. Internal source includes promotion, transfer, job enlargement and enrichment, whereas external source includes recruitment of fresh candidates who are capable of performing well in the organization.

4. Matching Demand And Supply
It is another step of human resource planning. It is concerned with bringing the forecast of future demand and supply of HR. The matching process refers
to bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved. In case of shortages an organization has to hire more required number of employees. Conversely, in the case of over staffing it has to reduce the level of existing employment. Hence, it is concluded that this matching process gives knowledge about requirements and sources of HR.

5. Action Plan
It is the last phase of human resource planning which is concerned with surplus and shortages of human resource. Under it, the HR plan is executed through the designation of different HR activities. The major activities which are required to execute the HR plan are recruitment, selection, placement, training and development, socialization etc. Finally, this step is followed by control and evaluation of performance of HR to check whether the HR planning matches the HR objectives and policies. This action plan should be updated according to change in time and conditions.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 415

  • Pages: 2

Human Resource Management

Human Resource Management (Fall 2013)
MGMT 351

CASE STUDY 2
I Feel Great

Les Partain, manager of the training and development department for Gazelle Corporation, was 64 years old and had been with the firm for over 30 years. For the past 12 years he had served as Gazelle’s training and development manager and felt that he had been doing a good job. This belief was supported by the fact that during the last five years he had received excellent performance reports from his boss, LaConya Caesar, HR director. Six months before Les’s birthday, he and LaConya were enjoying a cup of coffee together. “Les,” said LaConya, “I know that you’re pleased with the progress our T&D section has made under your leadership. We’re really going to miss you when you retire this year. You’ll certainly live the good life because you’ll receive the maximum retirement benefits. If I can be of any assistance to you in developing the paperwork for your retirement, please let me know.” “Gee, LaConya,” said Les. “I really appreciate the good words, but I’ve never felt better in my life, and although our retirement plan is excellent, I figure that I have at least five more good years.

There are many other things I would like to do for the department before I retire. I have some excellent employees, and we can get many things done within the next five years.” After finishing their coffee, both returned to their work. As LaConya left, she was thinking, “My gosh, I had no idea that character intended to hang on. The only reason I gave him those good performance appraisals was to make him feel better before he retired. He was actually only an average worker and I was anxious to move a more aggressive person into that key job. We stand to lose several good people in that department if Les doesn’t leave. From what they tell me, he’s not doing too much of a job.”

QUESTIONS
1. From a legal viewpoint, what do you believe LaConya can do regarding this
situation? Discuss.
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. What actions should LaConya have taken in the past to avoid her current predicament? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1749

  • Pages: 7

Human Resource Management

Synopsis

Purpose – The purpose of this report is to explore the hypothesis that recruiters have more power but less costs of employment in recruitment and selection than candidates do, and to offer recommendations. Findings – The report finds out the difference between recruitment and selection and the methods used in recruitment and selection. Discussion – According to the findings, the paper discuss the different result and effect in recruitment and selection separately. Conclusion – The findings partial support the hypothesis. In recruitment, it costs less relative to selection for both recruiter and applicant. And the applicant dominates in recruitment. Nevertheless, in selection, it costs much time and resource for both recruiter and applicant. And the recruiter is more powerful in this relationship. Recommendations – The paper provides four recommendations for recruiter and applicant respectively to overcome the asymmetrical power relationship in recruitment and selection.

Introduction

The successful recruitment and selection have proved to be a vital part of business success. Recruitment and selection have proved to be a human resource planning activity and play a significant role on an organization’s overall strategic plan. Some believe that recruiters and employers dominate the recruitment and selection process. Many people desperate to find work and would have been prepared to accept anything to which they are remotely suited. Whilst others argue that candidates take the initiative in recruitment and selection in recent years. Applicants openly discuss their willingness to take jobs for which there are over-qualified.

Existing researches in this argument have demonstrated the factors which affect the recruitment and selection. Interpersonal and communication skills including written and oral, academic qualifications and work experience are proved to be three priorities in all selection criteria. Managers and recruiters both rated work experience as the most important factor influencing the decisions to hire an applicant (Daly, Baker & McCarthy 2004).

Although much work has been done to date, previous studies did not consider separately about recruitment and selection that would have different effects on recruiters and applicants. The study reviews previous research and literature about the employment relationships in recruitment and selection. The purpose of this study is to investigate the asymmetrical power relationship in recruitment and selection. The hypothesis is recruiters have more power but spend less costs in recruitment and selection than applicants do.

Research

Most people argue that recruiter takes a dominant position in deciding to hire an employee. In recruitment and selection, the costs of employing resource for recruiter and applicant are very different if an applicant failed to get a job position. The paper will investigate the following aspects to give a better understanding of the asymmetrical power between recruiters and candidates in recruitment and selection.

Differences between recruitment and selection
Methods used in recruitment and selection

Differences between Recruitment and Selection

The differences between recruitment and selection are showed in the following table, Basis
Recruitment
Selection
Meaning
It is an activity of establishing contact between employers and applicants. It is a process of picking up more competent and suitable employees. Objective
It encourages large number of Candidates for a job.
It attempts at rejecting unsuitable candidates.
Process
It is a simple process.
It is a complicated process.
Hurdles
The candidates have not to cross over many hurdles.
Many hurdles have to be crossed.
Approach
It is a positive approach.
It is a negative approach.
Sequence
It precedes selection.
It follows recruitment.
Economy
It is an economical method.
It is an expensive method.
Time Consuming
Less time is required.
More time is required.
Source: Management Study Guide.
According the differentiation summarized above, we can see that selection process is more complex, expensive and time-consuming than recruitment activity.

Methods Used in Recruitment and Selection

An organisation’s strategies, human resource policies and process should be taken recruitment strategies into consideration, that is, internal, external or a combination of both. Hacker (1997) pointed out several factors associated with the cost of recruitment, as training a replacement, advertising, time, recruitment agency fees and possible unemployment compensation claim. It is suggested that referrals from existing employees can be a low-cost, effective methods of recruitment, and educational institutions are regarded as a source of labour with newly acquired skills (Compton et al. 2009). Furthermore, it is suggested that advertising media can be a useful tool to attract direct applicants. Internet recruitment comes at a more effective method of attracting widely distributed applicants in the last few years (Kramar et al. 2011).

After recruitment section, applicants’ selection is more complex and costly. Previous survey was conducted by Cameron (2008) identified the selection tools used in selection processes as the following,

It is apparently that interviews and written applications are the two most commonly used selection methods. Participants indicated that the face-to-face interview was the most favoured selection process (Daly, Baker & McCarthy 2004). The sifting of CVs and application forms and interviews as two techniques dominate the selection. It is found that interviewers place too much emphasis on individual information, thus making decisions based on their gut feeling and are unable to explain the strengths and weaknesses of their preferred applicant (Billsberry 2008). Besides, Billsberry (2008) also pointed out that interview’s free format and unclear decision criteria would cause interviewees misrepresenting themselves, thus making biased and unlawful decisions by interviewer.

Discussion

The aim of this research is to investigate whether recruiters have more power but cost less in recruitment and selection than applicants do. The result should be concluded into two sections. The findings, however, partial support the hypothesis.

The most important finding is, in recruitment activity, it is not cost much for recruiters and applicants. For recruiters, they just need to set the job vacancy and related requirement, and then put the recruitment advertisement through a variety of advertising media or recruitment agency. It may cost some money but not too much. As we all known, internet recruitment usually costs free, such as Gum tree. For applicants, all they need to do is delivery their resumes or fill in the application form. They do not spend much time in recruitment but may wait for the result in a long time.

Another significant finding is, in selection process, it is time-consuming and resource-costly for both recruiters and applicants. One job vacancy may attract a large number of applicants including over-qualified and under-qualified. Of all the applicants, the most competent person will fill the vacant position. Thus, the recruiters should spend plenty of time in sifting of CVs. Sometimes it resulted in literally hundreds of resumes, not one of which made it past the first round. After that, recruiters can arrange the interviews. It is generally not only the recruiter but also the manager will interview the candidate. And then they will make a choice among those candidates according to their qualification and performance. Selection is a cumbersome process.

In addition, applicants take a greater extent of participation in recruitment activity. They are positive and initiative in this section. However, recruiters and managers dominate the selection process. Candidates remain negative and passive in this section.

Conclusion

The paper provides a briefly understanding of the asymmetrical power relationships in recruitment and selection. According to the research, it found out the difference between recruitment and selection, and the methods used in recruitment and selection. In discussing the findings, the author takes the positions into account separately and gets different result.

In conclusion, the power relationships between recruiter and applicant are different in recruitment and selection respectively. In recruitment activity, it costs less relative to selection process for recruiter and applicant. The applicants dominate in recruitment. On the contrary, selection process is time-consuming and resource-costly. And the recruiters are more powerful in selection.

Recommendations

In order to overcome this asymmetrical power relationship, effective methods in recruitment and selection should be considered and designed. In this case, the paper offers the following recommendations for recruiter and candidate.

Recruiter can establish specific selection criteria such as competency profiling to the essential and desirable qualities for the job vacancy. Recruiter can build a rigorous framework for filling an application form to save time in sifting in the first round. Innovative format of resume such as video resume can be used by applicant to show talent and personality for standing out from the competition. Candidate may apply for a couple of positions which are in the same industry and similar. Thus they could make choices between the companies, and the cost of job or no-job could be diminished.

Applying the above suggestions in recruitment and selection, both recruiter and applicant could save time and cost.

References

Billsberry, J 2008, Experiencing recruitment and selection, John Wiley & Sons Ltd, Chichester, England.

Cameron, LC 2008, Staff recruitment, selection and retention in family-owned small businesses, Southern Cross University, Lismore, NSW.

Compton, R, Nankervis, A & Morrissey, B 2009, Effective recruitment and selection practices, CCH Australia Limited.

Daly, AJ, Baker, MC & McCarthy, P 2004, ‘Preferences in recruitment and selection in a sample of Australian organisations’, International Journal of Organisational Behaviour, vol. 9, no. 1, pp. 581-593.

Difference between recruitment and selection n.d., Management Study Guide, viewed 17 May 2013, .

Hacker, C 1997, ‘The cost of poor hiring decisions and how to avoid them’, HR Focus, vol. 74, no. 10, pp. 13-14.

Kramar, R, Bartram, T & De Cieri, H 2011, Human resource management: strategy, people, performance, 4th edn, McGraw-Hill Australia Pty Ltd, NSW.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1861

  • Pages: 7

Human resource management

Riordan Manufacturing has put in a service request SR-rm-022 for the HR system to be analyzed. Hugh McCauley, who is Riordan Manufacturing’s COO (Chief Operating Officer), submitted the service request for all plant locations to integrate existing variety of HR tools into a single integrated application. Riordan wants to take advantage of a more sophisticated, state-of-the art, information systems technology in our Human Resources department.

The expected results of this service request is to define the business requirements of the HR system, create a detailed system design, and come up with a project plan to be completed within a six month time frame. Key stakeholders of Riordan Manufacturing to gather requirements from will be identified, along with the information gathering techniques and system analysis tools planned to be utilized. Key factors, the project scope, why these are important, and the project feasibility will be examined.

A thorough project plan will be delivered to list of all the requirements, resources, schedule and budget required to complete the project. Key stakeholders for a project are people, groups or organizations that have an affect or can be affected by the project. Key stakeholders in Riordan Manufacturing to gather requirements from: (Job descriptions are from Riordan Manufacturing intranet site) Dr. Michael Riordan (President & CEO) – Determine and formulate policies and business strategies and provide overall direction of private sector organizations. Plan, direct, and coordinate operational activities at the highest level of management with the help of subordinate managers (Riordan Manufacturing, 2012).

Hugh McCauley (Chief Operating Officer) -Directs, administers and coordinates the activities of the organization in support of policies, goals and objectives established by the chief executive officer and the Board of Directors (Riordan Manufacturing, 2012). Maria Trinh (Chief Information Officer) -Chief IS/IT officer of organization. Develops strategy for information systems department based on long term corporate goals (Riordan Manufacturing, 2012). Patricia Miller, Dirk Kort, Stacey Jones, Chinese National (Managers of IT Services)-Directs and coordinates local area computer network activities (Riordan Manufacturing, 2012). Yvonne McMillan (Director of Human Resources)-Develops policy and directs and coordinates human resources activities, such as employment, compensation, labor relations, benefits, training, and employee services (Riordan Manufacturing, 2012).

Andrea Gamby, Terri Carranza, Silvija Peterson, Chad Sterken (Managers of HR services) – Manages human resources activities, such as employment, compensation, labor relations, benefits, training, and employee services (Riordan Manufacturing, 2012). Getting the key stakeholders support will benefit greatly and increase the success rate of the project. The values of these key stakeholders will be passed along throughout the chain of employees, which will increase the acceptance of the project to the users.

Many information gathering techniques can be proposed and implemented for the project with Riordan Manufacturing. Interviews are a common ways to gather information, whether one- on-one or with a group. The key stakeholders can provide valuable information to formulate the requirements for the project. A joint application design also known as a JAD session is a process that can be used to collect the business requirements. JAD sessions typically are with the SME’s (subject matter experts) and the IT specialists to come to the resolution of the projects business requirements.

Several other ways can be used to gather information such as questionnaires, following people around, prototyping, and brainstorming. Some project business requirements can be determine right off the RFP (request for proposal). By using these available methods of the information gathering techniques, they will be the key factors in ensuring the information for the project is gathered successfully. The solution for the project cannot be achieved until the requirements are formulated. A Project Scope is defined as “The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions” (Project Management Institute p.23, 2008). Project Scope answers these questions:

What problem or opportunity does the project address?
What are the quantifiable results to be achieved?
What needs to be done?
How will success be measured?
How will we know when we are finished?
The problem the project address is that the HR department has an outdated and antiquated HBIS system. Excel spreadsheets and paper documents are used for most of the data handled in the HR department. The quantifiable results of the project will be to create a database system, which will eliminate the need for paper and expedite the processes in HR. The database system for HR needs to be designed and tested to see the efficient of the database. HR processes shall be greatly increased with this integrated database system. Part of the system analysis is a feasibility study.

The areas of project feasibility examined in the analysis phase of the SDLC are used to go into the risks of the system proposed. The areas of feasibility analysis that are used are technical, economic, and organizational. The technical feasibility concentrates on if the system can be built, by examining the risks related to the knowledge with the application, knowledge with the technology, project size, and compatibility with existing systems. The economic feasibility determines whether the system should be built.

Economic feasibility goes through a cost–benefit analysis of development expenses, operational expenses, tangible benefits, and intangible expenses and benefits. The organizational feasibility analysis evaluates how well accepting the system will be by its users and combined into the continuing operations of the business. Software developers have learned over time that organizational feasibility can be the most difficult element to evaluate. One way to evaluate organizational feasibility is through strategic alignment. Strategic alignment is how much the project relates to the business strategies in place already. Another way to evaluate organizational feasibility is by conducting a stakeholder analysis. Stakeholder analysis is preformed to identify who and understand why stakeholders are important (Dennis, Wixom, & Roth, 2012).

Key stakeholders have been previously identified in the beginning of this report. Riordan Manufacturing’s service request SR-rm-022 for the HR system will be analyzed to integrate existing variety of HR tools into a single integrated application. This project will take the Riordan’s Human Resources department to the most up to date technolgy. This project plan will define the business requirements of the HR system, create a detailed system design, and be completed within a six month time frame. Key stakeholders support will be a key factor for the project’s scope. The project feasibility will be examined to determine the risks. The service request will be concluded
through the technique described above. Part 2

Application architecture is the method of creating an organized resolution of the technical and operational requirements with focus on performance, security, and manageability. Application architecture can be broken up into four parts: presentation logic, application logic, data access logic, and data storage (Dennis, Wixom, & Roth, 2012). The current HR system is an old HRIS system that was installed in 1992. This system keeps track of the following employee information: Personal information (such as name, address, marital status, birth date, etc.) Pay rate

Personal exemptions for tax purposes
Hire date
Seniority date (which is sometimes different than the hire date) Organizational information (department for budget purposes, manager’s name, etc.) Vacation hours (for non-exempt employees)
(Riordan Manufacturing, 2012)
The current HRIS system does not track the following:
Changes to information are completed through written requests Training and development records are kept on Excel spreadsheets Recruiter maintains applicant information for open positions, resumes are filed in a central storage area, and tracking is completed with Excel spreadsheets Worker compensation done with a third party who maintains their own records Employee files are kept by the managers

Job analysis, salary surveys, and individual compensation kept with Excel spreadsheets Information for complaints, grievances, harassment complaints are hard copies kept by the employee relations specialist (Riordan Manufacturing, 2012)

The new system will cover all aspects of HR into one integrated which will cover the following: Payroll
Time and attendance
Appraisal performance
Benefits administration
HR management information system
Recruiting/Learning management
Performance record
Employee self-service
Scheduling
Absence management
The new system will be broken into the following modules:

Payroll module- automates the payroll process and integrates with the financial systems Time and attendance module- allows time to be record and calculated electronically Benefits administration module- track employee’s benefits with insurance, compensation, and retirement HR management module- used by HR management to access HR database Applicant tracking system module- used by recruiting to track applicants Training module- tracks education, training, and qualifications of employees Employee self-service module- allows employees to access a limited amount of HR resources, eliminating the need to have to go to a HR representative to complete simple tasks Once the new system is integrated all processes for HR will be electronic and integrated into one application with one central database.

Security controls are an important part of the design for this new HR system because they protect the information system from unwanted activity on the network and data loss. The following security controls will be present in the new system: Firewalls- controls incoming and outgoing traffic over the network Routine backups- full backup of the databases

Access Control- list of who can access what Encryption- used to protect data by making the data unreadable without the key Authentication- check to see that user is who they say they are Authorization- user is permitted to do what they are trying to do Virus protection- actively scan network for viruses

Information security awareness education/training needs to be completed with all employees and anyone that will be utilizing the network. Awareness training should be done on a regularly basis to keep up with all update and refresh the users on the information security policies. People can be the
biggest risk to the network security from simple mistakes to outright betrayal. Social engineering is a popular method use today for hackers to try to gain access to a network and secured data. Laptops or equipment being stolen has been a popular headline for several companies such as the VA, which has led to a loss in privacy information. Awareness of protect information is a valuable asset for the organization.

References
Dennis, A., Wixom, B. H., & Roth, R. M. (2012). Systems analysis and design (5th ed.). Hoboken, NJ: John Wiley & Sons, Inc.. Project Management Institute (2008). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (4th ed.). New York, NY: Author. Riordan Manufacturing. (2012, August). Job Descriptions. Retrieved from https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Riordan/HR/JobDescriptions.asp

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 791

  • Pages: 3

Human resource management

Founded in 1945 as a steel trading company, Mahindra entered automotive manufacturing in 1947 with a license to bring the iconic Willys Jeep onto Indian roads. Over the years, they’ve diversified into many new businesses in order to better meet the needs of their customers. They follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and Group-wide synergies. This principle has led their growth into a US $16.2 billion multinational group with more than 155,000 employees in over 100 countries across the globe. The various businesses into which Mahindra is present includes: Aerospace,

Organisation Structure
The business is headed by the chairman of the group, i.e, Mr. Anand Mahindra. Under him comes the leader for the business unit of automobiles. Under him are the heads of various SBU’s of the company. Each SBU has a departmental head for marketing, sales, finance, HR, engineering and design and production. In addition to their immediate boss, they also report to the group level heads in their respective domains. The structure followed is a tall structure.

Levels of Recruitment
In the recent years, M&M has called for recruitment right from the top level to the lower levels of the organisation. In fact they had also called for recruitment of CEO in the recent times. The following ads reflect the above said facts

Internal Recruitment
The company has a policy to set a good career path for its employees and in case of any vacancy, the company first tries to figure out if there is any suitable candidate to take up the job. If yes, he is trained and promoted. The company follows the following two methods as a part of its internal recruitment strategy. Appraisal Based Promotion

The process of performance appraisal is carried out once in a year and the employees are suitably rewarded. In case of good performance the reward might be given in the form of promotion to a higher level. The company in addition to the annual appraisal also monitors the performers on a regular basis and tries to figure out the ones who can be promoted prior to the appraisal period just in case of need. In other words the company has a personnel replacement chart in place with a couple of alternatives being monitored for every position. External Recruitment

External recruitment happens only after the option of internal recruitment is considered and still vacancies are present. The company follows a number of methods as a part of its external recruitment plan which includes recruitment by means of Campus recruitment,

Walk in,
Invitation of applications,
Company website

In addition to all these the company also has a Global Recruit Program Global Recruit Program The Global Recruit Program demands a particular mix of professional and personal attributes. They look for creative, adventurous thinkers who take initiative and are self-motivated to pursue their own ideas and deliver their best. They look for applicants with robust academic, work, and travel experience.

Adapting to a foreign country and business culture will challenge the applicant in every dimension. M&M seeks open-minded, flexible people who are interested in both a demanding work environment and in getting to know India. However, they have hired outstanding applicants without private sector business experience or international experience. Their goal is to find creative, self-directed thinkers; often, the best applicants don’t fit into a mold. Application Process

The recruitment process begins in September with a round of campus visits. A team of senior executives and the Global Recruit Program Coordinator, a second-year Global Recruit, hold a series of on-campus information sessions. Currently, M&M recruit from Columbia University, Cornell University, Dartmouth College, Harvard University, the University of Pennsylvania, and Yale University. Applicants submit their resume, transcript, and cover letter through their college’s career services.

The recruitment team reviews applications, looking for the right balance of the requisite academic and leadership achievements with the atypical experiences that facilitate success in a foreign country and business environment. In mid-October or early November, the recruitment team travels to New York City to conduct interviews. Applicants from all universities meet them in NYC for a panel interview designed to investigate applicants’ professional skills and the personal qualities that prepare them for the challenge of integrating into Mumbai and India. Offer letters are sent 1-2 weeks after the interview.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 997

  • Pages: 4

Human resource management

The hr map can be found on the cipd website. It consists of 10 professional areas, 8 behaviourOur HR Profession Map sets out what HR practitioners need to know, do and deliver at all stages in their career, be they specialists or generalists, working in the UK or internationally. It sets the benchmark for HR excellence – both for the individual and the HR function.The Map is firmly rooted in the real world having been created with HR practitioners drawn from every size of organisation and across every sector.

Structured around the ten professional areas of HR activity it focuses on the knowledge, activities and behaviours required in the profession today and in the future.It provides you with the means to drive your own career and professional goals and underpins all we provide from our qualifications and membership through to our in-house training provision. core area and they are across 4 bandsHolliday Grainger The two core areas are applicable to everyone no mztter what stage you at with your own hr career. What is the Profession Map and what is its purpose?

The CIPD Profession Map sets out comprehensively how HR adds the greatest sustained value to the organisation it operates in, now and in the future. It describes the highest standards of professional competence for the organisation.It captures what successful and effective HR people do and deliver across every aspect and specialism of the profession, and sets out the required underpinning skills, behaviour and knowledge.

The Map is used to develop products and services that not only support the profession as a whole but also support and accelerate the professional development of individuals, for example, My HR Map, which is an online self-assessment tool that provides practical recommendations and solutions to help achieve professional goals and support career development.Back to top

2. Is the Profession Map available to members and non-members?

Yes. The Profession Map is available in full to both members and non-members.Back to top

3. How have you developed the Profession Map?

The Map was developed following an extensive review of the global HR Profession and an in-depth investigation involving detailed interviews with HR directors across all main economic sectors and scores of senior professionals and academics.We investigated the impact of the HR function on the sustainability of business success and as a result the Map represents the needs of the profession today and will evolve over time to respond to further changes and demands in the business and the profession.

Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially CIPD’s Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s HR Profession Map to benchmark and build their HR capability at individual, team and organisation levels.Back to top

4. What are the key components that make up the Profession Map?

There are three main sections to the Map:Professional areas There are 10 professional areas within the Map. The two core professional areas Insights, Strategy and Solutions and Leading HR sit at the heart of the profession and are applicable to all HR professionals regardless of role, location or stage of career, whether inside organisations or working with them. For each particular area the Map describes what you need to do (the activities) and what you need to know at four bands of professional competence, as well as outlining the predominant behaviours that you need to exhibit when carrying out the activities.

Find out more about the Professional AreasBehaviours Within this section the Map describes the behaviours needed to carry out activities in more detail. Each behaviour is also divided into four bands of professional competence (spanning from entry level to leadership roles). Each behaviour also lists a number of contra indicators which illustrate negative behaviour.Find out more about the BehavioursBands and transitions There are four bands of professional competence to reflect the hierarchy of the profession within the Map. The Map also identifies and describes how you need to change and develop to move from one band to another.Find out more about the BandsBack to top

5. What is a contra indicator?

Contra indicators are listed in each of the Behaviours. They illustrate negative behaviour.Back to top

6. Who is the Profession Map for?

The Map has been developed with both individuals and organisations in mind. It’s a vital resource for anyone working in or connected with the HR profession.From Band 1 at the start of an HR career through to Band 4 for the most senior leaders, it has been designed to be relevant and applicable to all professionals working across the HR spectrum; so, whether you are a generalist or a specialist (in learning and development, talent, reward, employee relations and engagement, resourcing or OD), wherever you are operating in the world, whatever sector and/or size of your organisation, the Profession Map is for you.Find out how you can use the Map

The bands go from1 to 4, 1 being the start of your hr carerr and 4 being the , leader kf the hrfunction involved in long term planning and creation of strategies.

The behaviours display each behViour expected from a hr professional. The map is also broken down

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2316

  • Pages: 9

Human resource Management

Introduction

Human resource Management is the method of managing an organisation or a business and is related to employees and planes of a company or an institution. The aims or objectives of an HR are to meet the desires and benefits of the organisation, to make the business to grow and have value and to motivate the employees and to reward them when they perform very well. In the essay below its gone be illustrated all the job and responsibilities of an HR. LO1.

The difference between Human Resource Management and Personnel Management 1.1 Human resource Management is a needed function on all the organisations because is the process of hiring and selection of people for the right job by training the candidates and increasing their skills and performance providing appropriate benefits ,inspiring, keeping the safety of the workers by obeying with labour laws . Personnel Management is dedicated to discipline the employees, is taking care of their salaries, training, motivating the employees to perform well, solving arguments between workers and communicating with the employees at all levels.(Business Dictionary 2014). The difference between Human Resource and Personnel Management is that the Personnel Management is that the Personnel Management is concentrating more on the training of the employees; give them the wages, explaining them the rules of the company and the interests of the employers ,employees processes, job description, checking, writing contracts and explain the rules, while the Human Resource Management is dedicated to the values,objectives,aims,culture,plans,customers,teams,performance of the employees,motivation,rewards and increased the profit of the business.(IQPC 2011) KFC preparation and improvement of the employees is concentrating more on efficacious management and to build strong relationships with the customer.

By serving the customer as fast as possible with a large smile on the face the clients have nothing to complain and will come often to visit the restaurant. This can be one of many important duties of a Human resources management or Personnel management the method that can satisfy the customer needs and to respect the people time. 1.2& 1.3 The role, responsibilities and duties of the Human Resource Management and Line Managers The Human Resource practitioners they have a vital role in the organisation because they focusing on rules and coordination. The Human Resources Management need to have the capability and knowledge to think out of the box, to engage employees to improve and perform well, to recruit professional and well trained people for all the vacant positions and to have the right wages, with other words the Human Resource Manager must hire the right staff with the right abilities for the right job.

His other responsibilities are to plan, improve the success of the company, orientation as well is one of his activities because must help the new staff to adjust to the new job and make sure that the workers know their working hours,wages,benefits and the rules and expectations of the organisation. Planning of the career also is part of the Human Resources Job because must know the potential that his employees have to grow and advance in their careers. Compensation is a task that the Human Resources Manager have to control because in this way knows how many of his employees they perform well and the employees that can do well certain jobs are paid better that other workers. Benefits also are a form of being paid well because of their good performance. The labour relations are a method to interact with the employees which are characterized by trade unions.

Trade unions is the voice of a group of employees which are together when they have to take decisions about salaries, compensations, working hours or working conditions and other methods or characteristics of working.Recoord keeping is the duty that involves recording ,conserving ,and repossessing employees similar information’s for difference motivations.(Human Resources Management Functions ) In 2010 KFC concentrated again on developing the business and making the employees feel valuable for the company putting exceptional efforts on developing that method and is accomplished by the business reward package.

This programm was design to give bonuses to employees but the performance was the best way to show that they can truly can received by selling more items and by educated with all the customers. Anyway constructing employee’s capability and knowledge at KFC is a very important plan. (KFC Human resources management to meet emerging business needs 2005-2014) 1.4 Lawful and regulatory request

The regulations and the legal regulations that must be respected by the Human Resource Management are: = to give equal opportunities to the employees to work no matter the culture, gender,ethnie,color of the skin, race or sex ,disabilities or age.(Civil Rights Act 1964) =prohibits discrimination (Civil Rights Act 1991)

=forbids diverse wage for based on sex for identical work (Civil Rights Act 1963) =discrimination of pregnancy (Civil Act Rights 1978)
=sexual harassments prohibited (Civil Rights Act 1980) (HR Management Laws and Regulations2013)

At KFC the staff is always needed being very busy as Mc Donald’s so the management need to hire enough people in each team or group to have a working time easy and without stress ,so the Human resource management have to know what kind of people to hire no matter their culture are ,or religion,ethnie,age or colour. No discrimination should appear in any of the company. Because employees are working in teams at KFC their conduct must by respectful with other colleagues and disputes between the staff must disappear immediately.

Lo3.3.1

Motivational theory and how this impacts the reward system in the organization. When people go to work they bring with them their personality and individual behaviours. No matter the person’s position in the workplace the personality and behaviour plays a very important role in how that person is completing his duties and interact with others .Theory of Maslow also have an impact on the people at work because explains how the employees desire to perform at work by having a higher position, the need of money, friends, love or sex, sleep, hunger, safety or esteem when they need only the respect of other, no matter that person is.

In every company the employees they work only to satisfy a need from the scale of Maslow theory and they perform to achieve that goal no matter what it is. Motivation it refers to the reason that makes as act, perform or even behave. The motivation is guide as to achieve a goal, desire or a purpose. Without motivation we can’t start or finish enithing.On the other hand rewards it’s the thing that keeps you motivate continuously. The rewards can be money, higher position, compensation or even more hours to work or bigger salary.

At KFC restaurant the culture, ethnie, colour, religion and age are togheter.The staff can by from Bangladesh, Italy, Pakistan, Poland, and Rumanian and so on. Anyway the characters working together and must have a good conduct and behaviour. When the religion and culture of a person is respected and take it seriously at the workplace that person is motivated and happy to improve his performance and improve company’s profit as well. Culture is the atmosphere which all of as we functioning all the time, so in fact the culture is something that we ca not see, is in fact the harmony or manifestations in the workplace. Every new staff bring in the company his own culture and attitude or religion. Culture also is recognised by symbols, stories, language, religion, outfits and daily rituals. (KFC Legal terms)

3.2 Job evaluation process and payment factors.

Job evaluation process refers to the strategy of a company by estimating the number of the vacancies in the company and when looking for qualified and professional people for a position in the company. The characteristics of job evaluation and the methods that KFC is using to recruit people when a position is vacant: Description of the job and design

Presentation
Recruitment
Selection
Training
Profession preparation
Progression development

KFC evaluation process in few steps and methods that the company is using when the candidates are chosen, management must explain to the new personnel what the policies and rules of the company are and below examples of the procedures after selection:
1. The employers must give clear details and working hours to the employee
2. Salary agree and about benefits
3. Tasks and duties of the employee
4. Written contracts as proof of agreement for job between employer and employees
5. Training is a must in all the company because help the staff to perform well and help the company to achieve their goals and purposes
6. Clear conditions of the company

(Human resources organisational development and design 01 January 2014)

Human resources flow chart and stages to take in order to recruit and select people and how payment of employees and volunteers are made.
Identify staff and volunteers needed
HR and ManagerAdvertising
HR criteria and job description regular hire Permanent hirework hours explained and requirement of skills, knowledge and experience Receive CVClassificationinterviewsnr of candidates chosen and rejected, development of recruiting strategy
Selection

Benefits of the job explained by Management

Hiring

(Quality management at Kentucky Fried Chicken)

3.3 Varieties of reward systems

Reward systems are the rules, procedures benefits classified by money, extra working hours for those who want or need more hours to make extra, and a higher position in the company and so on. All the employees who are performing well in the company by selling more or making more customers are rewarded by management in the way they need. The reward system is designed to motivate employees to work better and make the organisation improve.

How planning a compensation programm: The solutions to implement a compensation program are the following steps: •Discovering the organisation or team goals that this program will support to improve the company s profit. •Identification of the preferred workers routine or comportments that will strengthen the business’s aims and the image of the organisation will be a respectful one in the customer’s eyes. •Nomination of crucial proportions of the presentation or conduct, founded on the individual or collection’s earlier realisations Specification of suitable recompenses

•Announcement of program to workers
Then the types of reward system can by: additional benefit, variable pay, stock choices, compensations, more working hours or increase salary, or an advanced position. (Organisational behaviour Ninth Edition by G.I.Moorhead)

At KFC the employees are encouraged and motivated to perform well and increased the company’s profits because are rewarded in terms of promotions, bonuses, higher position, more working hours, higher wages or free lunchtimes or meals. And also when the staffs have more than 5 points that person can receive benefits in money, this called “My growth body”. (KFC presentation 2013)

3.4 Organisation monitors performance.
This is a few steps of monitoring employee’s performance:
Amount means the number of items or goods sold can be the best indicator of performance
Timeliness refers to how fast the staff can sell something
Non-attendance or unpunctuality no one can perform well as is latte at work. .employees must be on time at the workplace or if is absent
Individual presence staff must dree adequately at work
Ask feedback from customers can control behaviour of the employees.
Controlling the employees is a simple duty but with all these controlling and measuring the employee’s performance and motivation as well is heavy look from directors, owners and those who control the company.
The staffs are the very important tools of all the company s because they are communicating with the customers directly or face to face.

Conclusion
The Human resources management is a roll that all the companies must have it because is the person which the best know how to control, recruit and select and pay the staff. The training is also his duty because must know and recruit the professional and knowledge people for the right position. All the recruitment, selection, procedures of the organisations are calculated and monitored by Human resource management.

REFERENCE LIST
Webs
Business Dictionary 2014, last acceded on 31/08/2014
http://www.businessdictionary.com/definition/personnel-management.html IQPC 2011, last acceded on 31/08/2014
http://www.iqpc.com/redcontent.aspx?id=65816
Human Resource Management Functions, last acceded on 31/08/2014 http://www.whatishumanresource.com/Human-Resource-Management-functions HR Management Laws and Regulations2013, last acceded on 31/08/2014 http://www.cliffsnotes.com/more-subjects/principles-of-management/staffing-and-human-resource-management/hr-management-laws-and-regulations Human resources organisational development and design 01 January 2014 last access on 05/09/14 http://hr.uct.ac.za/usr/hr/job_evaluation_guide.pdf

Quality management at Kentucky Fried Chicken
http://www.sba.pdx.edu/faculty/melliep/339/QualityMgmtKFC.pdf KFC Human resource management to meet emerging business needs 2005-2014 last access on 05/09/2014 http://www.afrbiz.com.au/case-studies/kfc-human-resources-to-meet-emerging-business-needs.html KFC Legal terms last access on 05/09/2014

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1956

  • Pages: 8

Human resource management

I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business.

Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain

Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry Boeing Value Chain Analysis ? Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ?

especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain

Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ?

Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business.

Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain

Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ? Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ?

especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain

Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ?

Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business.

Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain

Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ? Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ?

especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain

Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ?

Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business.

Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective

Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ? Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain. However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages

Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains.

Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry BoeingValue Chain Analysis ? Human Resource Management I would like to use the Value Chain Analysis to study the importance of the Human Resources function in the study of a firm’s value chain.

However, the latest trend has been the outsourcing of HR ? especially the transactional roles in HR as they are seen as non-value adding and a non-differentiato Premium362 Words2 Pages Value Chain Analysis Introduction Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Influential work by Michael Porter suggested that the activities of a business could be grouped under two headings: (1) Primary Premium454 Words2 Pages Sector Matrix vs. Value Chain and Commodity Chain

Using an extended example critically discuss the view that a ‘sector matrix’ gives a better strategic understanding of product markets than the concepts of ‘product’ or ‘commodity’ chains. Abstract This paper will investigate the relevance of three tools for analysing and prescribi Premium2701 Words11 Pages Value Chain Boeing Corporation Analysis Paper Table of Contents Paper Objective Commercial Aircraft Industry Summary Industry Profile Typical Industry Competitive Strategy Porter Competitive Model Analysis Globalization of the Industry Importance of Information Technology to the Industry Boeing

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1060

  • Pages: 4

Human resource management

To establish the role of Performance Management in controlling and developing employees it is imperative to understand the definition of Performance Management and its evolution. Evolution Performance Management is relatively a new concept, which has developed tremendously since the last two decades. As per CIPD (2009) Performance Management has been around in the language of HR and people management since the 1980’s. The above point is also mentioned by Williams R, (1998) stating that Performance Management came into prominence in the late 1980s/ early 1990s.

“The term performance management was first used in the 1970’s but it did not become a recognised process until the latter half of 1980s” (Armstrong, 2009). Thorpe, (2004) states that ‘Performance management as an identifiable subject for academic study and research arguably began in the mid-1990’s’ Performance Management has evolved over the years from performance appraisal systems into a more holistic approach.

As per Bach, (2005) “With the increased recognition of the problems that permeate many company appraisal schemes, there has been a shift of emphasis from performance appraisal to performance management” (p290). “The reality of contemporary performance management practice is probably best seen as ‘a logical progression in the history of the development of appraisal systems’” (Lundy and Cowling, 1996, p307). Definitions

‘The essence of Performance management is establishing a framework in which performance by human resources can be directed, monitored, motivated and refined; and the links in the cycle can be audited’ (Clark, 2005) As per Armstrong and Barron, (2009) Performance management is ‘A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance’ (cited in CIPD 2012).

‘Performance management encompasses activities such as joint goal-setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee-development programs and rewarding achievements. It can be regarded as a systematic process by which the overall performance of an organisation can be improved by improving the performance of individuals within a team framework’ (Drum, 2005) ‘Performance management is the process of creating a work environment in which people can perform to the best of their abilities.

It is a whole work system that begins when a job is defined as needed and expectations are clearly communicated to the employee’ (Den Hartlog et al. , 2004) The role of Performance Management in both controlling and developing employees: Beamon, 1999, argues that, ‘Despite the increasing focus on collaboration between enterprises from one side, existing studies in the area of performance management still narrowly look at the single enterprise and its “within-enterprise” process and people ‘(cited in Busi and Bititci, 2006).

The literature review brings up some interesting common themes and issues that run through the existing literature, research and definitions of performance management. These common themes will focus on features of performance management and its application in an organisation. Performance Management versus Performance Appraisal Although Performance Management evolved from performance appraisals few decades ago, most literature still intensely focuses on performance appraisals when addressing performance management.

CIPD (2012) ‘While performance appraisal is an important part of performance management, in itself it is not performance management: rather, it is one of the range of tools that can be used to manage performance. However, it is a common mistake to assume that if organizations implement performance appraisals, they have performance management. Performance management is a holistic process bringing together many activities that collectively contribute to the effective management of individuals and teams in order to achieve high levels of organizational performance.

The process is strategic, in that it is about broader issues and long-term goals, and integrated in that it links various aspects of the business, people management, individuals and teams. Performance appraisal on the other hand is operational, short- to medium-term and concerned only with individual employees and their performance and development. While it is one of the tools of performance management, and the data produced can feed into other elements of performance management, appraisal by itself does not constitute performance management’.

Bach (2009) also states the difference between performance management and performance appraisal, ‘Advocates of performance management claim that its value resides in the cycle of integrated activities, which ensure that a systematic link is established between the contribution of each employee and the overall performance of the organisation. This strategic approach contrasts with the free standing nature of performance appraisals, in which the outcomes of each individual appraisal are rarely linked to overall corporate objectives’ (p291).

However, CIPD (2005) Survey report demonstrates that, the practice of performance management still largely revolves around objective setting and appraisal. The confusion and overlapping in organizations between performance appraisals and performance management is evident form the above literature and surveys, however it still acts as a good tool for managers to control and develop employees. Performance management is a cycle, an on-going process Performance management is a cycle and for it to deliver desired results, it needs to be an on-going process.

Conventionally, Performance management is portrayed as a three-stage cycle involving performance planning, monitoring and review (Armstrong and baron, 2005) The Performance management cycle CIPD (2012) also states ‘Performance management is a process, not an event, it operates as a continuous cycle’. Clark (2005) in his definition of Performance management also refers performance management as a cycle ‘The essence of Performance management is establishing a framework in which performance by human resources can be directed, monitored, motivated and refined; and the links in the cycle can be audited’.

CIPD Discussion paper (2009) mentions that using a survey and a number of practice-based case studies, this work concluded that performance management was most likely to be viewed as a continuous process rather than an annual activity. Porter et al (2012) states that, ‘Performance management is not an independent activity; it is in fact a series of processes supporting different elements of effective people management. Performance therefore needs to be placed very firmly in a management context’ (p 140).

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 4404

  • Pages: 18

Human resource management

“Pop-corn kernel is hard, indigestible and seemingly worthless. Add a bit of heat into it, and watch it transform before your eyes. Every now and then people in life can do the same thing.”Executive Proverb.

IntroductionRecruitment and selection is an integral part of human resource management and more specifically as part of the human resource planning process. As future graduates we wanted to get a better understanding of what awaits us in terms of securing future employment. Recruitment and selection is widely researched and discussed by HRM academics, therefore there was a great wealth of materials available.

The objectives for this project were as follows:•To distinguish between theory and practice;• To provide an overview for present students of current recruitment and selection processes;•To share the firsthand top tips we received while conducting our research;•To get the widest possible understanding of the recruitment and selection process, through researching a variety of different industries.

The structure of our project is fairly straight forward. The project begins with a review of the resources consulted while conducting our research for our project. Following the literature review we discussed the methodology for the research that was carried out by our group members. The project then progresses to the discussion of our extensive findings. The project then concludes with our recommendations to organisations which we believe would assist them greatly in innovating their recruitment and selection process.

Review of the literatureThere are many academic articles dealing with the subject of recruitment and selection, which highlight a range of different topics in this area, such as:

•Attracting excellent recruits.

•How to combat skill shortages.

•The process of effective interviewing.

•The importance of validating submitted information on CV’s and Cover Letters.

•The advantages and disadvantages of on-line recruitment.

•The recruitment and selective process of top senior executives.

The recruitment process of selecting outstanding people is emphasised in the article “How to recruit excellent people” (Grout, J. (2002), ‘How to recruit excellent people’, People Management, 2nd May, pp.44). This article highlights that the most important impact on the candidate is achieved through the image or the brand of the company. Highly successful candidates are enticed by organizations that recognise high performance and have an excellent rewarding system. Therefore in order to attract the finest candidates an organisation must maximize their appeal by understanding employee needs and meeting those as efficiently as possible. Excellent candidates are scarce therefore a company must invest heavily in advertising.

The company must ensure that the advertising projects the thriving qualities of the company while at the same time not infringing job specifications. More and more companies are recruiting through electronic sources; “The use of online recruiting has tremendous potential benefits for corporations”.(Feldman, D. and Klaas, B. (2002) ‘Internet Job Hunting’, Human Resource management, summer 2002, pp.191) Companies increase their chances of intriguing highly skilled worker, by investing in design and layout of company’s website.

Another verification of the increasing popularity of the internet is the fact that American companies are searching the internet for potential candidates as highlighted in “British firms lag behind surfing USA” (Welch, J. (1999), People Management, 11th February, pp.13.). When high performance candidates are drawn into the company, they will assess the quality of the company through the internal environment. The company must therefore work hard to ensure that positive yet hardworking atmosphere is perceived by candidates.

Once a candidate has been identified by a potential employer, it is vital to keep them interested in working for the company. This can be done by ensuring an effective and professional interview process. A good interview can help maintain a positive impression of the company on the candidate. The interview process is also essential in recruiting the most suitable candidates for the available position. There is a useful article written by Hoynes, M. (2005), (‘How to interview effectively’, People Management, 8th December, pp.40.), which stresses the most valuable elements of the interview process. The company is advised to train all interviewers in attaining the most relevant information from the candidates and keeping their interviewing techniques sharp through training and refreshing courses for their interviewers. Some of the most significant interviewing techniques highlight the importance of preparation beforehand and emphasise the value of structured interview. The interviewers are advised to vary their questions and keep them relevant to the topic.

They must also keep in mind that it’s a “two way thing” (Hoynes, M. (2005), ‘How to interview effectively’, People Management, 8th December, pp.40.) and that the interviewee is also assessing the organisation. The interviewer must therefore project a good impression of the company to the candidate. As most short listed candidates will be unsuccessful in their job application, it is therefore essential to “leave a good impression” (Hoynes, M. (2005), ‘How to interview effectively’, People Management, 8th December, pp.40.). Another vital component of the interviewing process is “tracking your recruits” (Hoynes, M. (2005), ‘How to interview effectively’, People Management, 8th December, pp.40.). This allows the interviewer to investigate as to whether their recruits have been successful within their new job; this in turn serves as a good feedback system on companies recruitment process. One of the main reasons for loosing employees is underperformance.

According to an article by Prickett, R. (1998) (‘Recruiters ‘fail to check CV qualification claims’, People Management, 29th October, pp.13.) a quarter of all CV’s contain lies and 125 of the Scottish surveyed companies failed to check validity of inward information. One suggestion to combat this nuisance is to make their potential workforce sign a declaration stating that all paperwork given is valid and contains only truthful information. Some HR Managers argue that these declarations are unnecessary and waste time needlessly, however, if a person developed a taste for submitting false information in the early stages of application, how can a company later rely on data such as that presented in R&D projects? In order to decrease the percentage of unsuccessful and underperforming employees in the future the companies are advised to perform various recruitment and selection techniques. Tests can be useful in assessing the capabilities of a candidate.

“Tests can be seen as giving a credibility to selection decisions” (Torrington, D. and Hall, L. (1995) Personnel Management, 3rd ed, Prentice Hall, pp.238.) For example, general intelligence tests are used to test the mental ability of candidates. This can be beneficial for the company as it informs them of the candidate’s intelligence level and their “capacity to retain new knowledge” (Torrington, D. and Hall, L. (1995) Personnel Management, 3rd ed, Prentice Hall, pp.238.). Other tests include special aptitude tests, trainability tests, attainment tests as well as different personality and interest tests. These techniques can be useful in choosing the most suitable candidate and contribute to elimination of the aforementioned problem of false declarations in CV’s and Cover Letters. When selecting a particular assessment an employer must bare in mind that, some tests will not be appropriate for certain jobs.

For example, IQ tests are often used in IT departments, while presentation and group discussion are more suitable for executive roles. ‘Those in favour of testing in general point to the unreliability of the interview as a predictor performance…” (Torrington, D. and Hall, L. (1995) Personnel Management, 3rd ed, Prentice Hall, pp.238.)Despite the number of methods recruiters use to select the right candidate for a position, the problem of a skills shortage still remains a big issue. In order to recruit a successful and applicable employee, a company may need to consider changing their recruitment process and eliminate certain barriers such as age limits ‘which prevent the recruitment of highly experienced older people’ (Fowler, A. (1999), ‘Catch as catch can’, People Management, 14th January, pp.40-41).

The role of Managing Director is a particularly difficult one to fill. Companies must pay great attention to the wording of their advertising and particularly include so called ‘vocabulary of leadership’ (Den Hartog, D. N, Caley, A, Dewe, P. (2007), “Recruiting Leaders: an analysis of leadership advertisements”, Human Resource Management Journal, Vol 17. no 1, pp.58-75) in order to attract suitable type of leader. As well as effective advertisements, the company must also ensure that the total employment package is ‘sufficiently competitive’ (Fowler, A. (1999), ‘Catch as catch can’, People Management, 14th January, pp.40-41) and appeals to the potential employee. Many companies feel confident in adjusting their pay rates in accordance with market average, however, this ideal is misleading, as half of other companies are paying higher wages, and attracting better and harder working people. It is universally known that higher achievers enjoy their rewards.

The article ‘Excellent Reception’ by Catherine Edwards explains how Vodafone (UK) have developed what has proved to be a highly successful recruitment process when hiring leaders. Their main area of success has been identifying high achievers and helping them to develop their careers and earn promotions. Vodafone accepts the fact that the best leaders ‘remain efficient, profitable and creative’ in the mobile phone industry (Edwards, C. (2005), “Excellent Reception”, People Management, 29th September, pp. 38-40) Leading is a difficult task; it demands character, ambition and persistence, it is for this reason that potential leaders are so hard to find.

There are many other techniques that a company can implement in order to “combat skill shortages” (Fowler, A. (1999), ‘Catch as catch can’, People Management, 14th January, pp.40-41). The article ‘Catch as catch can’ proposes number of techniques for organisations “trying to fill posts that are affected by skill shortage” such as changing the method by which goods and services are delivered, this leads to increase in efficiency and creates time for “skilled people” to perform more demanding jobs. It is sometimes useful to question organizational need for new recruits; perhaps restructuring organisational production techniques may reduce or eliminate the need for scarce skilled workforce. In times of crisis, employers may provide more attention to overtime and home working, although this approach increases productivity, employers are running the risk of reducing staffs overall moral, since some workers have family matters to attend to and will be reluctant to wave of their leisure time.

In conclusion, it is important to stress that recruiting “excellent candidates” is a difficult task. High performance candidates are known for being fussy, therefore companies must work hard to impress and attract solid employees who enjoy their jobs more than rewards; having said that, a good rewarding system is essential for companies to retain and motivate these types of people. In certain areas there are fewer vacancies than candidates; companies must ensure that the right person is selected for the right position, performing a job interview and validating information submitted on CV’s is one of the best methods for achieving this scenario, as well as diverting to various other assessing techniques, such as IQ and aptitude tests.

Highly sophisticated workers respond to successful companies, therefore companies must invest into a good advertising campaign and make these ad’s available, in modern society internet has proven to be an excellent method of achieving this. Despite the number of successful and effective recruiting and selection techniques developed by some companies, it is not always necessary to recruit new employees to “combat skill shortages”; restructuring business and the manner in which it operates may yield efficiency and completely eliminate the need for new recruits.

Research methodologyIn order to gain a practical insight into the processes concerning recruitment and selection, our team decided to interview four different people working within four different organizations.

Our first interview was with Magda, a full-time cashier working for Zara, a Spanish organization which is one of the largest fashion companies originating in Europe. Zara forms part of the larger company Inditex which is one of the largest distribution companies in the world. Zara is one of the forerunners in the fashion retail industry in Europe today and has stores on almost every continent. The fashion retail industry is one of the most lucrative industries today due particularly to the trend of fast fashion.

Magda was interviewed over the phone while on her lunch break and the interview was more conversational than interrogatory. The interview was relatively short as Magda found Zara’s recruitment process efficient and straight-forward.

The second interviewed Martin Tobin, General Manager of the European Recycling Platform (ERP) Ireland. The ERP was created in 2002 as the first ever pan-European takeback scheme to effectively implement the European Union’s Waste Electrical and Electronic Equipment (WEEE) Directive.

The ERP develops and operates a common waste management procurement platform designed to meet the specific requirements of electronic and electrical producers. The company promotes cost effective and innovative recycling strategies while actively embracing the concept of individual producer responsibility as set out in the EU directive. The ERP also opens up opportunities for pan-European recycling services and cross border competition in the waste management service market. Led by companies such as ERP Ireland, Ireland is helping to shape the rapidly expanding waste electronics recycling industry in Europe.

The interview took palace in the offices of ERP Ireland over the course of a half hour. There was a short informal chat, followed by Martin Tobin answering our prepared questions. Some of the questions could be considered to be leading questions but many were open ended so as not the influence the answers with our knowledge of the theory.

Our next interview was with Aimee, an administrator of the order management department in Microsoft. Microsoft is a huge multinational company, founded by Bill Gates, and specializes in the development of software components. We chose to interview a member of the Microsoft workforce because of the company’s size and reputation.

Our interview took place in Aimee’s office in Sandyford, Dublin and was approximately an hour and a half long. The interview can be broken down into two parts. We initially asked ten questions on what a company is looking for in the recruitment process and how to do best in an interview situation. We then asked another ten questions about the recruitment and selection process within the Microsoft organization, particularly within the department that Aimee is employed. Most of the questions were open ended, allowing us to get as much information as possible about the recruitment process in this organization.

Finally we interviewed Katrina Novotna, a part time worker for the past seven months in Indus, a fine dining restaurant in Drogheda. Indus is a highly successful restaurant specialising in Indian food. Indus is ‘Ireland’s first Indian fine dining restaurant offering fresh local produce cooked to the highest international standards.’The interview with Katrina was relatively informal and lasted no more than ten minutes. The questions were structured so as to gain the best understanding of the recruitment and selection process Katrina went through for Indus. The main facts were recorded in a diary and later reviewed in comparison to the theory of recruitment and selection.

Analysis/DiscussionThe bulk of the most developed theory surrounding Recruitment and Selection suggests that the competitive edge of a company will depend on the calibre of its workforce. Joe Duffy BMW, one of Ireland’s most long-standing and lucrative motor dealerships, for example, echoes this in their company motto, ‘it’s our people who make the difference’. We chose to interview four companies at the forefront of their respective industries to ascertain if the extensive theory available on Recruitment and Selection was functioning in a real sense.

The companies chosen were European Recycling Platform (Ireland), a division of the pan-European waste management company ERP and a major player in the rapidly developing green economy, Microsoft (Ireland), the universally known computer giant, Zara a worldwide fashion retailer and Indisun a highly regarded restaurant that forms part of a successful chain of Indian restaurants in Ireland.

Much of the literature available on Recruitment and Selection indicates that pre-recruitment Job Analysis is an integral part of the Recruitment and Selection process. Schneider and Smith (1986) define job analysis as a means of identifying human behaviour necessary for adequate job performance; a job analysis tries to establish the knowledge, skills and attitudes required for the position. Once a job analysis has been carried out the organisation has a clear indication of the particular requirements of the job, and where that job fits into the overall organisational structure.

A job analysis, in theory, should form the basis for developing important recruitment and selection aids, a job description, a person specification and the terms and conditions of employment. The theory gave us many suggestions as to how our organisations might implement a job analysis. We put it to our organisation that some of these methods might include questionnaires for current employees, interviews with current employees on either an individual or group basis , managerial observation or hiring a third party expert analyst.

We found the reality of the situation to be that the HR department would usually work with the direct manager whom the successful candidate for this position would report to and that the team manager’s identification of ‘gaps in his team’ and other input would be necessary and invaluable. This indicated to us that a managerial observation and critical incident method were being used. Occasionally the organisation would need to call on external expert analysts if for example a new piece of legislation was passed that impacted their activities, such as a new EU directive, and they would feel it necessary to buy in the expertise for the development of the job description and perhaps the interview process too in order to expertly assess the suitability of the candidates.

Job descriptions in the organisations generally constituted statements of the core responsibilities of the position and were in line with Russo et al 1995 outlining job identification, relationship with others, job content and performance standards/objectives. Microsoft proved to us that a more modern adaptation of Rodger (1952) and Munro-Fraser’s (1954) person specification categories were at work in their organisations.

Some of our findings in this area included that at entry level; they favour knowledge over experience as training will be a big part of these roles anyway, while at a more senior executive level, experience will take precedence. Focus, confidence, coping well under pressure and a team worker were all considered key attributes. It is clear that the job description and person specification formed the basis for the short listing matrix later used by our organisations in the selection process.

Recruitment theory indicates that recruitment can be said to have three important functions.

1)To recruit a pool of suitable candidates for the vacancy.

2)To deter unsuitable candidates from applying.

3)To create a positive image of the companyAnderson and Shackleton (1986) suggest that the quality of recruited candidates depends largely upon the organisations recruitment practices, and that the relative effectiveness of the selection phase is inherently dependant upon the calibre of candidates attracted.

Recruitment theory suggests that whether to recruit internally or externally is a big question facing organisations. Our findings indicated that internal recruitment is highly regarded and frequently used by organisations. We found that most jobs were advertised internally first as organisations have an obligation to develop current employees by providing opportunities for promotion, job rotation or indeed enlargement. Our organisations found this to be a major motivator. Refer a Friend programmes were found to be used quite widely, whereby current employees can refer a friend and be rewarded if the candidate is successful. In-house recruitment was also favoured owing to the often high costs of external recruitment methods. Some recruitment agencies, we learnt, charged 18% of the successful candidate’s annual remuneration package.

However, where external recruitment was required, perhaps as the theory suggests to inject some new blood and to act as a stimulus for the organisational dynamic , our organisations did look to the external labour force, through agencies, to screen candidates for interview. In line with recruitment theory, they also made use of previous applicants and employees, e-recruiting through general job sites and company web pages and advertising in the press. We found that they did not make use of union referrals, universities or government training schemes but there was a suggestion that these may be industry specific.

Dale (1995) suggests that there is an inherent tendency for organisations to compare applicants against each other rather than against the job requirements, and the biases and heuristics of the short lister provide the underlying rationale that determines suitability. Our organisations try to combat this by scoring candidates 1-10 in all key categories of the position in a rating matrix based on the core responsibilities of the position. This is designed with the aid of the person specification and job description, as mentioned previously.

Selection, theoretically, is increasingly seen as a negotiation process between the employer and candidate. The theory tells us that the three main areas an organisation should be concerned with in the selection process are suitability, validity and reliability . Suitability of the candidate, validity of the selection method used and reliability of the selection method used. We found that despite all the selection tools now available to an organisation such as psychometric testing, assessment centres, and work examples, the traditional process of CVs or application forms used in conjunction with structured rounds of interviews are still heavily favoured.

Reference checks were also heavily relied on despite doubts over their validity. This was reiterated in an article by Pricket, R. that found that 25% of all CVs contain lies and that 125 of the Scottish companies interviewed failed to check the validity of inward information. However, it was interesting to note that one of our interviewed organisations had developed on this traditional practice with a web based computer programme www.candidatemanager.net . The programme stores information such as CVs, dates of application, interview scores, etc.

To attempt to counteract errors and biases in selection, our organisations imposed probationary periods on new hires and an assessment at the end of this probationary period is used as feedback as to the effectiveness of the recruitment and selection processes in place at the organisation.

In conclusion, our team would surmise that the relationship between the extensive theoretical materials available and the reality of organisations’ recruitment and selection processes is reminiscent of the ‘Chicken and Egg’ theory in that it is not clear if these practices are carried out and then written about extensively or pondered by the academics of Human Resource Management and then adopted by the organisations. Upon examination of the results of our research we feel that they enjoy a symbiotic relationship which is conducive the continued development of recruitment and selection processes.

Conclusions & RecommendationsDespite variety of recruitment and selection techniques available interview remains still the most widely used selection technique. It has withstood the test of time and a barrage of negative press. Throughout the course of the research it became abundantly clear that the theory of recruitment and selection is much in line with the practice of organisations today, and also that the two share a symbiotic relationship; with one fostering the development of the other. For example it is clear that the competitive edge of the company will depend on the calibre of its work force, is in widespread practice. The findings of our interviews indicated that companies are not making good use of the wide variety of recruitment and selection tools available to them, such as psychometric testing, IQ testing, presentations, assessment centres, etc.

There was overwhelming evidence that internal recruitment is heavily favoured in organisations and this is greatly supported by a body of reasoning we would concur with, such as cost effectiveness. We also established that there are many other ways of combating skill shortage rather than recruiting new employees; such as making production more efficient and restructuring the workforce. This is an important point to consider especially in times of economic leniency. It came to our attention that companies are not adequately verifying information submitted to them in the recruitment and selection process which can result in poor performance and high staff turnover.

Our first recommendation would be that companies spend more time and develop new techniques for verifying this information. We would also advise that companies to make better use of selection tools available to them such as mentioned above as these can possibly give a better indication of future job performance than just an interview. E-recruitment is the fastest growing technique available in the recruitment field, yet some companies continue to miss out on this opportunity, therefore companies are advised to invest heavily in developing this area further. We would also recommend that companies invest more resources into continued training of interviewers, due to the fact that interview is skill in itself, and needs to be kept sharp.

Gunnigle, P. Human Resource Management, 3rd edition (2006) Pg 117.

Prickett, R. ‘Recruiters fail to check CV qualification claims’ in People Management 29th October 1998, Pg. 13.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 715

  • Pages: 3

Human Resource Management

You are required to answer Section A Question 1 and 3 Question selected form part B

Section A:
1. Pucik (2007) identified three strategic approaches to International HRM, Identify and critique each of these approaches in relation to the India Calling case study discussed in class. Bring in examples from other organisation.

Section B:
2. The models associated with best practice school of HRM assume a universalist approach which suggests a specific set of practices will lead to superior organisational performance. Critically evaluate the relevance of this approach in modern organisations with reference to relevant theory.

3. Line managers play a critical role in implementing HRM policies and procedures, Critically evaluate the challenges faced by the HR team in communicating policies and policies and practices to front line managers use the example to consider how front line managers can engage their direct reports in the HRM policies and procedures of their organization.

4. With reference to three different approaches to performance management evaluate how a Strategic HR strategy can effectively influence performance in teams and individuals.

5. Given the recent decline in trade union membership are they still as important in the workplace and society today?

6. Modern organization face huge challenges to retain knowledge given the increase in labour flow. Critically evaluate how (1) technology and (2) social capital can assist an organisation to retain knowledge.

7. As the world changes around us companies are placing increased emphasis on corporate social responsibility (CSR). Using examples form business. Critically evaluate how a CSR strategy can attract and retain people in an organization.

Many firms competing globally are being pointed in contradictory strategic directions, in order to survive and prosper in the new global competition,companies must embrace closer regional and global integration to cut cost and improve efficiency, while at the same time, meet demands for local responsiveness to increase local acceptance, flexibility and speed,’ on the basis of his research ,Pucik(2007) identified three strategic approaches to this issue. 1. A mega-national strategy, which means that the whole company operates in a centralized fashion. Worldwide facilities are centralized in the parent company, products are standardized, and overseas operations are used as delivery pipelines to serve international markets. There is tight central control of strategic decisions, resources and information.

As a result, the competitive strength of the mega-national firm is its global integration resulting in cost efficiencies. However, the firm’s ability to respond to variations in local conditions is limited and the international operation can become bureaucratic and inflexible. 2. A multi-domestic strategy, which emphasizes local differences by decentralizing operations to their subsidiaries and local business units in order to the close to customers, to create a heightened sense of local accountability and to encounrage more local innovation and entrepreneurship. But this can lead to an inability to compete on global term with fully integrated competitors, slowness in responding to change and failure to benefit from pooled resources, including knowledge and management expertise.

Decentralized companies meeting these problems tend to veer towards centralization until bureaucracy, lack of responsiveness and the inability to retain good people locally leads the pendulum to swing again towards centralization. 3. Dual centralized /decentralized strategy, which aims to benefit from both approaches, firms adopting a dual strategy recognize that decentralization (local autonomy) and centralization (global integration) are not contradictory, but from a duality..

They attempt to maximize the benefits from both approaches in order to achieve high integration while remaining locally responsive. This can mean following the old adage of “think globally and act locally’ and can get the best out of both words. But it is a hard strategy to implement. It requires managers with what Pucik calls a “global mindset”, who can behave and act in a way that recognizes the global nature of the firm and who can focus both on worldwide strategies and the need to encourage the development of local initiatives and allow a reasonable degree of local autonomy within a global frame work.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 794

  • Pages: 3

Human Resource Management

The first stop at the place of employment on the first day of work is human resource management (HRM) office. Known in the past as the personnel department is now HRM; the place where contracts and all necessary documentation is processed before employment begins at the workplace. To some this is a friendly place and to other is threatening.

Definition

To understand what human resource management means and does, it is necessary to begin with a definition of its terms: Human: of, relating to, or characteristic of humans, consisting of humans (Merriam-Webster). Resource: a source of supply or support; an available means usually used in plural; a natural source of wealth or revenue often used in plural; a natural feature or phenomenon that enhances the quality of human life; a source of information or expertise (Merriam-Webster). Management: the act or art of managing; the conducting or supervising of something (as a business); judicious use of means to accomplish an end; the collective body of those who manage or direct an enterprise (Merriam-Webster). From these definitions an idea of human resource management forms and can be states as: The art of conducting or supervising the source of supply or support of humans. The purpose obviously is to perform tasks assigned in exchange for a wage or salary during a specified period of time or shift.

Primary function

HRM can be seen as the welcoming door to the company for new employees, but it represents much more than that. As part of the organization, HRM deals with the changes in the world affecting the company and its employees. Preparation is constant in this fast-paced world to cope with the newest changes in globalization, technology, workforce diversity, and labor shortages (DeCenzo 2007 p4). In today’s world, skill requirements are constantly changing and the improvement of the workforce is also continuous. HRM is responsible for overlooking the fulfillment of these needs in the company and all its different locations throughout the world. Globalization expanded the horizons for business and requires a deep understanding of the cultural diversity.

Organizations like McDonalds, Exxon, BMW, General Motors, Sears, and many more like these generate their revenue from different parts of the world. Making a presence in different countries requires knowledge and understanding of their cultures, not only the language and and typical traditions. HRM is responsible for the training of the company representatives asigned to the various countries where the company has operations. The primary function is no longer just the hiring and processing of new employees, but the primary function is now to manage the human resources available and their labor relations for the company’s operations locally or globally.

Role of HRM in an Organization’s Strategic Plan

The organization’s strategic plan is the core for the entire operation and the goals set to accomplish. HRM plays a very important role in this plan and the success or failure of the strategy starts off by how three of the management principles are applied by HRM. Oganizing, as a management principle, falls under the responsibility of HRM for specifying tasks, establishing departments, establishing channels of authorities, delegation of authorities, and coordination of subordinates activities. Basically this represents the foundation bricks for the strategic plan (Bateman, 2009). Leading is another management principle that falls under the HRM role and it is getting others to get the job done and motivating subordinates.

Standard operating procedures, code of ethics, employees benefits, and other tools are used by HRM to accomplish this part of the role in the organization’s strategic plan (Bateman, 2009). Controlling is the management principle used to set standards for expected results and implement corrective actions when not going in the right direction. HR managers measure the efficiency of persons employed for the tasks and maintain turnover to low levels. HRM is responsible for the control of labor practices to keep them within legality, the avoiding of discriminatory actions and potential losses due to lack of training (Bateman, 2009). HRM is the backbone for any organization and is critical that human resource managers keep updated on all the changes affecting business.

References
Merriam-Webster Dictionary. (2012). http://www.merriam-webster.com/dictionary/management?show=0&t=1347165029
DeCenzo, D. and Robbins, S. (2007) Fundamentals of Human Resource Management, 9e p4 John Wiley & Sons Management: Leading and Collaborating in a Competitive World, by Bateman and Snell (8th edition, 2009) Retrieved from EBook Collection, https://ecampus.phoenix.edu/classroom/ic/classroom.aspx

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2327

  • Pages: 9

Human Resource management

Question 1

a) Elements of integrated motivation program

Source of motivation is that of using rewards and gifts in order to inspire employees in an organisation. Research indicates that rewards should not be very big inducements but the small gifts given to anybody is well appreciated. In most cases, people would want to know if their work has made some difference and therefore provision of such rewards is encouraged in order to motivate the employees. (Cullen and Parboteeah, 2005).

The other factor is of job security which is the primary driving force an employee centers on while working, it is the ability to retain the job for as many years as possible. When an employee is confident of his or her job security at the workplace, his performance is far much better than a case where he or she is not sure of being retained in the next year. With job security an employee will know that at the end of month he/she will be paid thus becoming motivated (Fiddler, and Atton, 1999).

The other factor is pay satisfaction whereby research indicates that people don’t work unless they receive pay work done as a motivator which is therefore the key to employee satisfaction. Managers normally use financial rewards to improve their worker’s performance. Good salaries equally translate to better work. Every worker would want to continue working for an organisation  which pays him or her well. (Armstrong, 2006).

Safety in the work environment is another key motivator that organisation s should embrace in order to retain and attract employees. People who feel safe in their working environment tend to perform better than those who don’t. Safety can be in the form of human-machine relations and human-human relations. (Armstrong, 2006).

Flexibility to balance life and work issue is another key factor that should be adhered to in the workplace. Proper coordination between the work issues and personal life is necessary to balance both. Overworking and work stress usually affect human healthy both in social, mental and physical terms. (John and Keith, 1997)

Another way of motivating employees is through praising them; for instance if they have fulfilled their undersigned tasks effectively. The firms’ management can strategize by ensuring that they keep the records of the performance of employees. Any employee who shows commendable improvement can be praised in the organisation al weakly, monthly and also the annual meetings. The other benefit which acts as source of motivation is that of house allowances for example given according to ones job scale in many firms.

Another way that organisation  may want to consider improving on their already exemplary employee benefits and rewards package/programs would be to include the option of adoption leave as well as maternity leave as a more standard option to be included in the employee benefit package.

Implementation of the motivation program

The focus of an organisation  in implementing a motivational program is on the importance of their employees to the overall customer satisfaction experience and they feel that in order for their customers to be happy, that they must have happy employees.  This may be true, but the degree of employee satisfaction with their possible benefits packages is highly controversial.  Employee rewards programs start out at a basic level and work their way up to some of the most intricate and extravagant of employee benefits packages, leaving the employee with the thought that everyone in the organisation .

There are a number of great employee rewards packages available for implementation.  Every employee from the guards in the vault and clerks at the office to the executive vice presidents is eligible for these employee rewards packages.  The incentive programs are of course among the most prestigious and difficult to attain rewards, but they are open to all employees in a fair organisation .

Question 2

a) model of group development and stages in group development

Groups formed to do a task or project die when the work has been complete. There will probably be a period of grief when members mourn the passing of what was a significant, gratifying moment. Groups that have a permanent mission change. But in some cases those members who continue breaking the rules and regulations of the group are forced to leave the group (Tropman, John E. 1996).

The group structure should be gender sensitive. The positions of the group should be shared equally amongst the group members. The leaders should be elected/ chosen depending on their qualifications and their ability to perform to the expectations of the other group members (Jefferson, Thomas, 2001).

On the group cohesion and development, the members should work together as one team and this is the reason why they came together. In a group that does not operate as it, one can see people performing roles that apparently suit their purposes but act against the groups interests. They should set clear their objectives and know where they are going instead of involving themselves in issues that might hinder their development (Kennedy, T 2002). No members should be allowed to influence in any decision making as this will create many groupings in the group with their different leaders. This must be avoided at all costs because the group will break. Power should not be wielded on one person or some individuals because it will lead to misuse of power and resources. This will be the downfall of the group. Power should be with the people and not with the individuals; this is where democracy is put into test (Cummings, C. 2000).

b) actions for effective team building

Communication is very important for group dynamics and this fosters collaboration and support of each. The mode of communication helps to create a good understanding and the relationship is fostered. If communication is misinterpreted  there be disharmony in the work group and organisation s goals may not be achieved. To build and maintain a team, its members must be willing and able to communicate with one another in ways that reflect openness, trust and respect. Successful groups insist that group members willingly share timely information about development occurring throughout their group, except what is labeled confidential. Members should show a collective behavior when handling important matters of the group. Members have to come up on Dos and don’ts of the group and agree on how they should act and behave when a certain issue arises (Toseland, R& Rivas, R. ,2005).

Groups should be flexible to change with the changing time. They should embrace the new technology and create more look for its members do develop Members should know that change is good than nothing else. It comes along with different packages which will help the group to prosper further (Gideon F,2001).

Therefore in order for one to understand the performance of groups he must understand how the group operates its loans and responsibility to members and what is expected of the members. Because the behavior of members is usually regulated by the rules set out by the members. Benefits that accrue from group work will not be possible if the group does not have defined roles where the teams’ characteristics are well identified and are well defined including the effects of team dynamics on the team.

Each member of the group should be playing a role that is well defines within the group’s constitution or rules and regulation. In group dynamics communication breakdowns are not good for the team to function properly. It undermines the ability and efficiency of the team therefore proper communication channels should be put in place to enable team leaders to steer their teams to prosperity. In hospitality sector group and team work are important in delivery of services to the people. If there is a breakdown in the channel of communication and it becomes a disconnection in team work the industry or the firm in question will only be left to the mercy of the outside world (Jefferson, Thomas 2001).

Question 3

A) methods of conflicts resolution

A conflict arises when a decision could not be taken or when the problem could not be cracked. This leaves both the parties stranded and thus begins the blame-game. In such a situation if one empathizes with the other (Conflict Resolution Network, p.1) and both in a constructive argument try with the alternatives each posing for one the result would be enriching with an easier and faster way to solution.

Anger management is the vital key to conflict management. Anger always spoils a well intended movement towards conflict. It makes one so cocooned so as to forego any logic and rationality. It is important to communicate as an effective communication keeps conflicts from going out of hands. Mere exchange of words or gestures sometimes might not help when the parties have to delve deep into the roots of the conflict.

Sometimes instead of high-level diplomatic talks, a mere friendly discussion might just save the day. Positive gestures can work wonders in saving a failed relation or in negotiating a deadlock. Many a times we hear of industrial lockouts and disputes. Conflict management can also be done with the help of a mediator who is the 3rd party. The mediator helps the parties in conflict by showing them their blind spots, broadening their perspectives and helping them through the process of problem solving.

The mediator helps in the process of problem solving by 1.listening carefully to the problems of each and every person involved. 2. Developing an interest in the minds of the people for solving the challenges and obstacles via dialogue process. 3. Exploring and improving the means of communication between the parties involved. 4. Helping out the parties in joint sessions. It has often been found out that there is nothing better than to let a person vent his emotions during a session. A good mediator will never interrupt anyone during this process for he knows that after the venting is over, the person will feel a bit relieved at being able to ventilate his grievances and participate more effectively in the mediation process.

If conflict management could be implemented professionally in every walk of life be it social, economic, political and religion the whole of the human race would benefit from it. In fact if every individual soul takes a little more effort to look beyond the narrow periphery of the self, step out of that bloated ego then perhaps the world would be a different place to live in.

Saying that conflict although a very difficult and complex term may be solved through effective communication, mediation and arbitration could conclude it.

b)Conflict resolution method for my organisation

I am a person with the habit of approaching the conflicts passively to avoid any tensions associated with it. I consider that healthy social interaction and effective communication is essential for avoiding unproductive conflicts. In an organisation  conflict can create problem by hampering production. Conflicts can lead to w morale of the employees and it will also result in unhealthy interpersonal relationship characterized by lack of faith in each other. At the same time there are some conflicts which are essential for expressing the innovative ideas. On some occasions people get motivated by strongly participating in conflicts related with major issues and controversies. If such conflicts are managed by properly regulating them such conflicts will become helpful for the organisation .

I strongly believe that healthy interactions supported by effective communication will help to avoid unproductive conflicts. By reducing selfishness and improving the quality of empathy the process of socialization will be improved so that narrow approach towards social values can be avoided. By creating such an environment the rate of counter productive conflicts can be reduced.

Honesty and respect to law are basic requirement for any individual with proper values and ethics. In the face of conflicting interest in a group a tolerance to admit the feeling of others must be shown. In case the conflict of interest is with that of the organisation , then the individual interest must allow the organisation al interest to overtake.

c) Guidelines for problem resolution

Avoiding of conflicts is not a better solution in all the cases. In some cases regulating and managing the conflicts will help to bring better results. Innovative ideas and creative thinking may come out as an outcome of constructive conflict management. Conflicts in workplace and conflicts in family are not same, because of the difference in interpersonal relationship at work place and the relationship at home. Therefore same approach towards the conflicts in the work place and in the home will not bring the same result. Conflicts are to be managed logically and practically as per the situation. While dealing with conflicts it is always better to apply the emotional intelligence. Empathy, negotiation, and effective communication, and clear understanding of the situation will support and guide the conflict management process in the right direction.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 735

  • Pages: 3

Human Resource Management

Synopsis of Human Resource Management Project on HR Policies of Deepak Nitrite

1.1 About the Organization: Deepak Nitrite began with a vision to support the country’s drive towards self sufficiency and import substitution in 1970. With a strong focus on customer satisfaction, the company has set up Custom Manufacturing services to meet specific needs of end users. Our capabilities extend to the manufacture of high-value, specialty products either based on our own end products or developed especially for our users.

1.2 Human Resource Policies: Human Resource Policies refers to principles and rules of conduct which “formulate, redefine, break into details and decide a number of actions” that govern the relationship with employees in the attainment of the organization objectives.

1.2.1 Formulating Policies: There are five principal sources for determining the content and meaning of policies.

1.2.2 Benefits of HR Policies: Established policies ensure consistent treatment of all personnel throughout the organization. Favoritism and discrimination are, thereby, minimized.

1.2.3 Principle of HR Policies:

•Principle of individual development •Principle of scientific selection •Principle of free flow of communication •Principle of participation •Principle of fair remuneration

1.3 HR Policies at Deepak Nitrite Limited

1.3.1 Objectives of HR Policies: The company aims to fulfill the following objectives through its HR Policies: •Ensure a high degree of selectivity in recruitment so as to secure super achievers and nurture them to excel in their performance. •Impart such induction, orientation and training as to match the individual to the task and inculcate a high sense of organizational loyalty.

1.3.2 HR Policies for Various HR Procedures:

•Recruitment Policy: In Deepak Group, recruitment and selection of personnel is explicitly based on the criteria of their knowledge, skills and attitudes, so as to secure super achievers and nurture them to excel in their performance.

•Induction and Placement Policy: At Deepak Group, new recruits imparted such induction, orientation, training and placement so as to individuals to the task and inculcate a high sense of organizational loyalty.

•Job Rotation Policy: At Deepak Group, facilities are provided for all-round growth of individuals through lateral mobility. This shall enhance their employability as well as equip them to shoulder higher responsibilities.

•Performance Appraisal Policy: Performance Appraisal grooms every individual to realize his potential in all facets by helping to identify and achieve his personal goals within the framework of organizational objectives.

•Counseling: Counseling sessions, which are conducted by HR Department OR Professional Counselor OR Performance Appraiser, are available to all the employees

•Career Planning Policy: Career Planning system in Deepak Group is aimed at developing people of the right caliber to meet present and future needs of the organization. It shall be an essential ingredient for Succession Planning. •Succession Planning Policy: HODs and above identify successors, primary and secondary, to his position at the time of annual appraisal. This is reviewed every year along with the annual appraisal.

•Training and Development Policy: At Deepak Group, training and development activities strive to ensure continuous growth of organization by nurturing the strengths of the employees and providing the environment and opportunity for every individual to realize his/her potential.

•Human Resource Information Management System: An integrated employee database is maintained and continuously updated with information from personnel at regular intervals regarding biographical data, work experience, qualifications, appraisal, training and career paths.

•Retirement Planning: At Deepak Group, retirement of all individuals is aided through planned programs by HR Department so as to lessen the associated misgivings and anxiety.

•Job Enrichment: Deepak Group follows a people centered approach to job enrichment with a view to enhance the performance of the employee, leading to higher job satisfaction.

•Exit Interview Policy: Feedback is obtained from the employee on occasions of separation from the organization.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 328

  • Pages: 1

Human Resource Management

1. What do you think is causing some of the problems in the bank’s home office and branches? ANSWER: Attrition or employee turnover was high during past eight years, as a result supervisors tried to find a suitable employee to replace the worker who had quit. We know that employee turnover is very costly especially in lower paying job roles, for which the employee turnover rate is highest. There was no standardization of recruitment process in organization. Absence of effective communication process is also apparent because all branch office hired employees without communicating with their home office. Bank’s local supervisor failed to train their employees properly. They didn’t spend much time for their employees. A rigorous performance evaluation system wasn’t also in place.

2. Do you think setting up an HR unit in the main office would help? ANSWER: Of course I think it would. Since there are HR-related problems both in the home office and in the branches, it is clear that if an HR office were set up, it would help coordinate the HR activities in the branches more effectively.

3. What specific functions HR units carry out? What HR functions would then be carried out by supervisors and other line managers? What role should the internet play in the new HR organization? ANSWER: Core functions of HR unit should be recruitment, training and development, employee relations, compensation and benefits, performance evaluation etc. Core functions of supervisors and other line managers would consist of: day-to-day people management

managing operational efficiency
providing technical expertise
allocating work
monitoring work and checking quality
Measuring operational performance.
HR may use the Internet to reach candidates and communicate with them, to create and use an up-to-date employee database, measure the employee’ abilities, communicate with them, train them and monitor them

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 956

  • Pages: 4

Human resource management

Contemporary organizations are more focused on improving its organizational culture and work arrangement structure to gain competitive advantage in rapidly changing business markets. Change management is a biggest concern for contemporary firms to effectively manage its operations. Basis of success classified on human resource capital involvement in business decision making provide an opportunity to organization to move away from traditional practices of human resource towards employee equity participation in setting and achieving organization goals.

Human resource management has undergone many changes in last few decades to improve the functionality of business processes; stabilizing the corporate culture and identifying the opportunity factors which enables organization to grow based on its human resource competency and skills. Traditionally, human resource was concern with only recruiting the employees as per the job demands and requirement.

This restricted the HRM only to selective portion of organization processes management. Conversely, in last few decades when information technology has unfold great revolution pertaining to business industries HRM role has been reshaped concerning towards management of organizational culture and goals by involvement of employees.

It now is not limited to recruitment and selection of employees but also place emphasis on training and development, managing employee communication, addressing ways to stabilize the organization culture, identifying the factors for growth of organization in changing market conditions, and is also providing solutions to human resource capital management and forming a policy structure to regulate and encourage employee participation in consideration with organization commitment and employee performance related factors management.

Strategic operations of HR has enabled the organizations to set higher level of objectives and expand its operations successfully in international markets; devising new structures related to management hierarchy and work arrangement, such as management by objective structure formation as per contemporary need of flexible and rapidly changing business environment.

HR roles in technologically integrated business markets has been shifted towards higher concentration work activities for employee management and effective organizational culture establishment; this enabled the organization to focus on employee involvement in business decision and setting of corporate culture consider employees as capital asset to organization. In general terms, HRM is expanding its capacity for organization development by effective utilization of employees’ skills.

Persistent to objective of organization strengthening HR roles now require active concentration by management on employee empowerment issues that address decision making, hierarchy, information communication, employee appraisal for compensation and rewards, and employee involvement in goal setting based on equity based approach that also involve workplace diversity and managing cross-cultural business operations. HR practices now address many managing issues of organization for employee and organizational culture management.

In order to reduce the cost, many private specialized institutions appeared in the industry that provided an opportunity to organizations for outsourcing HR administration activities, decreasing the overall cost. There are many HR practices which are being outsourced such as recruitment and selection, employee training and development, HR payroll, and HR legal work. Since organizations are diverting its human capital assets management to outsourcing organization therefore, duplication of activities can be avoided.

HR outsourcing services helps in considerable cutting in cost while reduction in time for activities management. Integration of technology in HR practices provided extreme time saving measures as e-HR software can now perform many HR management activities such as employee information and data record management, provide payroll solution, helps conduct appraisal on online user interface, proper communication between inter-departments of an organization due to secured network.

This helps organizations to move towards shared service centers for its corporate services; many firms have been utilizing shared service centre as a channel to manage its call centre operations by giving access to selective portion in e-HR related to purpose of service being outsourced. Establishment of shared service center is a demanding challenge for organizations as it needs to focus on normalizing the HR practices by addressing HR processes routine in nature.

Shared service centre are more customer focused and receptive to contemporary business demand thus enabling firms to lower their operational cost for routine HR activities by involving shared service centre in developing and managing the controlled HR practices. This offers conglomerate advantages to firms due to increased performance and successful accomplishment of organizational goals even at international level operations.

Strategically assessing the contemporary HR expose the potential challenges handling ability enabling the organization to diverge its attention on core processes related to human skills deployment at places demanding higher performance. Objective based strategic HR role through amendment in policy structure is giving autonomy to employee in work setting and goal accomplishment strategy formulation; protecting the shared values of organization culture and enabling the higher involvement of employees in business decision.

Focus on rewards and compensation packages as factors to enhance employee motivation and organization commitment provides opportunity to attain higher level of employee performance and get positive results irrespective of organizational environment challenges. Globalization has created a dramatic change in the organizational structure and operational flow of business information.

Human resource now focus on strategic components of employee performance in various dimension that offer unique advantages to firms in competitive market situations and enable organizations to manage its operations while maintaining discipline in organizational culture. International expansion of business requires addressing various components that form the basis of success in competitive markets for an organization through effectively utilizing human resource skills.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 701

  • Pages: 3

Human resource management

In this assignment, I am going to address the employment applicant testing for a company specialized in sales and marketing. Sales and marketing is a very vibrant sector in the economy and has a very big clientele and employee base. The companies’ recruitment exercises have large turnouts and require very many considerations to make in the tests. Customers are to be addressed in polite, communicative methods. In addition, personal interests like interaction and socializing are crucial.

Cognitive abilities, personality and interests of the person and work sampling are the best methods of choosing a candidate (Mathis & Jackson, 2008). Sales and marketing requires a range of mental abilities. Although people may have the required academic qualification, a wide variance exists psychologically in each one of them. Good information reception, application of knowledge acquired in studies and in life situations and experiences helps very much in this line of work.

The company therefore needs to develop a method that puts the mental ability of the interviewee at test. Lowering the self-worth should be avoided to give the test an ethical background. I would recommend that the company use application questions to see how well the person can integrate their abilities in situations encountered. Legally the test should not discriminate basis of age, race, country of origin and disability (S I O P Inc. , 2003). Interaction takes the largest time in the job.

Conflicts of interests and social skills can cause loss to the company. In this regard, the company should evaluate the personality of the person and his or her interests to make sure that there is room for retention and good customer service. Traits that help in socializing and persuasion are an added advantage since the goal of the company is to make profit. From an ethical point of view, though there will be bias in selection the treatment the employee gives depends on the traits he has.

Bias should be limited to the goal but not to the race. That is the mistake frequently made. Stating some of the traits desired in the job vacancy advertisement alerts the applicants in advance. An interactive interview suits the test (Mathis & Jackson, 2008). Moreover, the specification of the company in sales and marketing will need a very active and promising employee who will not let them down after recruitment. Time and resources are wasted in frequent interviews caused by firing of unproductive employees.

Avoiding such wastes is done through real application of the skills. Sampling of sales is a sure method of determining this. Narrowed down candidates should be subjected to tasks that tests this ability. Ethically, the method removes all bias and subjects the short listed candidates to the job they are applying. Legally the process will be wrong if the company does not stipulate terms of the exercise. Compensation of the sales made when the applicant is not hired should feature in the exercise (Berman, Bowman, West & Van Wart, 2009).

Previously, we mentioned the large number of applicants that frequent such vacancies. Human resources required to conduct such activities are large. Apart from that, time also is another factor to consider. Technology like computerizing some of the tests to be undertaken by the applicants will not only reduce the resources used, save a lot of time but also standardize the process such it eliminates the bias frequented in the manual method. For example, the cognitive test using computers at the interview yields results immediately.

Later, automated ranking with the marks determines the qualifiers (Berman, Bowman, West & Van Wart, 2009). Conclusion In comparison to some of the other methods that could be used to test employment applicants, the selected methods have little legal implications and regulation. Unlike examining of motor and physical test may have adverse legal and ethical consequences that may include considerations on disabilities of the applicants, cognitive ability, personality, interest and sampling do not have direct implications in ethics and law (S I O P Inc. , 2003).

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 753

  • Pages: 3

Human resource management

People believe that technology enhancement can play a vital role in replacing people with machines, but these people are the one, to invade those machines. Human resource is an important area in an organization as it deals with different departments of the organization such as finance department etc. Without hr management none of the organization can achieve a repetitive position. In today’s world, changes are taking place in hr management due to trends in globalization. Invention of new technologies, diversity, e-business that is e-commerce and ethics (Haslinda, 2009).

Globalization is a process in which regional economies, societies and culture become integrated. In the second half of the 20th century globalization takes a great part in enhancing the economic expansion of the global economy. Globalization has completely changed the environment of the business. With globalization, barriers to entry will not be able to restrict new entrants in the market. Due to this fact, companies will not have to restrict themselves with a single prediction plant, in spite of it, they can move from a single market to another market with lower transportation and communication cost. Due to this multinational corporations are taking advantages to set monopolies in the market. Competing in the global market is very difficult, so to face such kind of competitions hr should be properly centralized and should be in practice. Efficiency of the employees plays a great role in managing and controlling the hr department. In human resource management the staff which is required should be talented, creative, innovative, understandable, trained properly etc to meet the requirements of the globalization (Rajar and Shah, 2010).

In early century, when there was no HR department, people use to make the best use of the technology, which was available at that time like telephone, typewriter, time clock etc for managing all departments properly. But with the advancement in technologies and with the inventions of other computerized base technologies, the hr started to take benefits from it. They started to manage and use the database. They use different technologies to deal in different areas of work like interactive voice response, local area networks, optical character recognition etc. (Frantzreb, 2010).

Diversity is the policy of encouraging people coming from different backgrounds.

Diversity management is adapted by different workplaces in order to make changes in different work styles. Companies use diverse work force because different people are specialized in different fields (Mortan, 2009). If some one is specialized in a particular work and continues it for a longer time periods then he will definitely get bored with his work one day and he will also not enjoy in doing his work which will result in the downfall of the company. Therefore, people will work inefficiently and will not enjoy their work. So, diversity should be adapted because it will motivate people towards hard work. Companies uses diverse work force for increasing efficiency and to achieve companies goals and a higher position in the market. It has many advantages; one of the main advantage of diversity management is that it enhances the skills and talent among employees and staff having different ages, countries, race, gender etc. Every one is treated equally. And employees feel more secure and began to work more effectively (Taton, 2010).

E-Business is the application of communication technologies, which manages different departments of business and manages all the activities of business. Changes in e-business obviously effect human resource management, which includes compressed technology cycle, higher demand, more dependence on higher speed and always demand for higher service etc. To maximize the benefits of e-commerce some different methods of e-business should be adopted by different organizations. Company should create a strong team for decision-making. And the team must include employees from different departments (Nelson, 2001).

There are different departments in every organization and different people in hr department manage each department efficiently. Human resource department manages the organization by first finding the place where they want a new employee, then they find what kind of workers they will need, then they will take interviews and select. Hr manages all the employees by giving them motivation by compensation and by increasing their salaries. Every organization must have a hr department. The role of human resource management is changing day by day in different trends like globalisation, diversity, technology, ethics and e-commerce.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1279

  • Pages: 5

Human Resource Management

The manner in which an organization handles its employees at the place of work is important as it determines its success rating (Deckop, 2006). This is because human resources constitute any organization’s most valuable assets. Among other issues, priority ought to be given to ethical and legal issues when dealing with employees. Complaints and general problems ought to be handled carefully, and in accordance with the legal and ethical provisions.

As such, human resource managers ought to be well versed with employment and workplace laws; but need to use their discretion to act ethically when dealing with people. This is because what is ethical does not always mean it is legal (Deckop, 2006). The Ideal Legal and Ethical Hiring Practices There are federal laws that govern hiring of staff by organizations. For Greenhill Memorial Hospital, the conflict between Brad and his supervisor can be resolved by a careful examination of the ideal legal and ethical practices of hiring.

The first area of interest as far as legal issues are concerned is that it is illegal to discriminate anyone during the hiring process (Querin, 2009) As such, should Brad’s claims that he is being discriminated against on the basis of his gender and sexual orientation be confirmed as true, then his supervisor is liable for criminal charges. This is in accordance with the provisions of Title VII of the Civil Rights Act which prohibits discrimination based on color, race, sex, religion, and nationality (Guerin, 2009).

It is therefore critical that Brad is given a fair chance during the selection process. Another legal requirement when hiring staff is that there ought to be a blend of different people as opposed to a homogenous workforce (Guerin, 2009). The law, on this basis, requires that hiring companies make advertisements for the vacancies they have and carry out a fair selection process based not only on qualifications but also on the need for maintaining a heterogeneous workforce.

The organization is then expected to maintain a record of all the applicants for a given position, the number of those who qualified and those who failed, as well as the reasons for their failure (Guerin, 2009). This helps to ensure that the process is fair and legal. There has to be no focus on specific attributes of the person in making such advertisements except that the need for the applicant to be qualified.

That is why the hiring agency is required to give reasons for rejecting certain applicants; and their personal details also ought to be made available. For instance, if indeed a friend to Brad’s supervisor is hired eventually, the supervisor, in the event of an investigation, will be required to give the reasons why the friend was hired as opposed to the others who interviewed for the position. In this case, Brad ought to submit an application for the job and wait for the results of the application.

In the event he fails to get the job, he has the right to file formal complaints to the Equal Employment Opportunity Commission (EEOC) that is charged with the responsibility of ensuring that there is no form of discrimination at the workplace based on issues like age, gender, disability, race, among others. In the event that there are threats to Brad as he claims, then another agency, individual, or organization can file the claims on his behalf so that the hiring process can be investigated. If the claims are investigated and found to be true, Brad can be compensated in different ways, including being hired for the job.

Ethically, it is unethical for Brad’s supervisor to inform staff under her of a vacancy when actually she has already filled it up (Deckop, 2006). Even more unethical is that she has filled it up with her own friend. It is also unethical for her to fail to let Brad, who has worked in the job for twelve years and is obviously better qualified, to have the job. Even more unethical is the fact that Brad is really in need of a morning shift job as he is going to have to give up his evening shift job because of his other commitments.

Obviously, any ethical supervisor would view his case as a deserving one (Deckop, 2006). However, legal issues ought to always be given priority over ethical ones (Deckop, 2006). For instance, there has to be proof that no-one else is qualified for the job before Brad can be considered on ethical grounds. The law usually does not use ethics to determine the due process. Ethics remains the preserve of the individual people dealing with the process and cannot be cited in legal proceedings (Deckop, 2006).

Brad also ought to understand that he is not supposed to make allegations based on rumors only. He also has to understand that he has the legal right to complain to her boss about work-related problems without fear of being dismissed or punished. Ensuring Legal Hiring As the HR manager to whom this case has been reported, I would first ask the supervisor to make available to staff under her the Equal Employment Opportunity Commission’s rules and provisions for hiring so that they can be better placed to understand their legal rights on hiring, discrimination, and dismissal (Guerin, 2009).

Then I would require that the supervisor advertises the job in accordance with those provisions. A key issue is that superficial attributes like age, skin color, gender, or sexual orientation ought not to be part of the requirements because any person can qualify to do the job. After hiring, I will require that the supervisor gives the reasons why whoever gets the job got it as well as why each of the other unsuccessful applicants failed to get the job (Pozgar, 2009).

All the reasons must never have any element of discrimination as the basis of decisions made. Termination and Retaliation It is the right of an employer to fire staff when one so requires. However, it is illegal if such actions are based on reasons that are illegitimate (Dinterman, 2003). For instance, it is wrong for Brad’s supervisor to sack him based on his complaints about something. It is legal for employees to complain to their employers about the issues that concern them. Retaliation is not allowed and constitutes discrimination.

Therefore, Brad ought to be helped to understand that a supervisor cannot retaliate against him for making official complaints. Neither can he be terminated on such a basis. Retaliation is an offence that is usually treated as an act of discrimination because retaliating is essentially acting against someone based on personal reasons as opposed to legitimate issues affecting the organization. Acts of retaliation usually overrule any other issues that the employer might have done to justify any disciplinary measures by the employer (Deckop, 2006).

For instance, even if what Brad heard was baseless and only rumors, any retaliation by his supervisor upon his reporting or complaining will overrule any of his faults. Finally, Brad ought to rest assured that the law of employment protects everyone – the employer as well as the employee (Guerin, 2009). In this respect, he ought to understand that a unilateral decision by his supervisor cannot be effected without the involvement of the human resource manager and other relevant management staff.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 649

  • Pages: 3

Human Resource Management

Human resource is an extremely vital element in the success of any company. No corporation can attain prosperity if they do not take interest to develop their human capital. (Klose, 1993) This is the reason it has become significant to correctly administer the employees by evaluating their performance on a regular basis, provide them with proper training sessions, assisting them in accomplishing organizational goals and make sure the talent and expertise is retained within the organization.

First off all it is essential for a company to pay competitive pay scales so it can attract loads of skillful people as a company always wants talented people to be a part of their corporation. Additionally the human resource department should evaluate the performance of employees regularly and in an accurate manner. Since a wrong appraisal of the employees is worst than having no appraisal at all. (Woods, 2005) The aim of the human resource department should be to provide incentive to employees on the basis of the quality of their work.

A 360 degree method of appraising employees should be used; this includes getting feedback from coworkers, team leaders, supervisors and customers. This approach provides realistic views for the human resource department and they are able to judge the performance of the employees in an effective manner. The human resource department should give people possessing extraordinary skill a chance to prosper and develop. It is the duty of the HR department to make use of the human capital in the most appropriate way.

As the employees are the assets of the organization hence they should be retained within the boundaries of the organization. The organization should not only have the mission to achieve success but it should also take their employees on the road to prosperity. (Klose, 1993) Learning is a continuous process and it should be constantly encouraged at the workplace. It has been proved that 70% of the things an employee learns is through informal ways. Hence organizations nowadays are giving more significance to informal modes of learning as compared to the formal ways. Volpe& Marsick, 2000)

Additionally proper training is also essential, for this purpose classes on conflict management and decision making should be provided to employees. The objective of these training is to equip the employees with a range of skills and capabilities so that they can prove to be more resourceful for the organization and have a collection of skills that adds to their value. The human resource department should help motivate the employees by providing them with monetary and non monetary rewards.

They should ensure that the employees like their work and are satisfied with the organization. (Klose, 1993) The HR department formulates policies for the workplace they should develop just polices to ensure that the organization is giving appropriate rights to the employees. Moreover the policies should be free from any gender, age, color, disability discrimination. Also an employee facing any problem of that sort should be comfortable in expressing it to the HR department so it could take immediate actions to resolve such issues.

Additionally their should be a proper rule book which contains the rules and regulations of the workplace so every employee is aware of the penalty they will get for breaking the rules. The rule book of the organization is very vital as it acts as authentication of why the employees was terminated or given a punishment. (Woods, 2005) To conclude, in today’s world the role of HR is increasing day by day as it has become highly important to attract capable people and retain them. Hence HR should ensure that the employees are satisfies with their work, the benefits they get and the work environment.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 804

  • Pages: 3

Human resource management

All managers and great leaders should want to motivate and reward their employees. A good and effective manager would motivate and encourage their employees. If you were a manager, how would you motivate and reward your employees effectively? Money seems to motivate a majority of employees, but there are other ways employees find satisfaction in their jobs, such as a work-life balance, telecommute, challenging work, and academic reimbursement, to name a few. If we take care of our employees, they will take care of our customers” (Noe, p. 319) I truly believe this statement. If I was a manager, ensuring that my employees are taken care of would definitely be a top priority. The employees are also stakeholders. Every day they work which is an investment in the company. When the employees are treated right, involved, and able to voice their opinions, they are more willing to stay at the organization longer. Of course, the longer they stay the lower a company’s turnover rate is.

The employees are the company, and they represent the company. In my past experiences and positions in the life, taking care of the employees was not a priority for my previous employers. For the most part my previous employers were about numbers, quotas, sales, money and customer satisfaction. Employees always seemed to come last, and I can say this reason was partly why I did leave. As an employee, I like the open door policy with managers. I like feeling like I’m a part of a great organization like it’s my second home.

I enjoy being recognized for a job well done, and I do feel that if employees feel as if they are an important part of an organization then they will always give 100% into their work. Money is a major motivator for employees, but it’s not the only motivator. Employee motivation can be as individual as the people who work for you. “But you can boil down employee motivation to one basic ideal: finding out what your employees want and finding a way to give it to them or to enable them to earn it”(Inc. , Nov. 30, 1999).

Examples of employee motivators are performance-based cash bonus, praise and commendation from manager, increase in base pay, teambuilding, incentives, career discussions, attention from company leadership, stock or stock options, opportunity to lead projects and advancement or growth within the organization. Gaining a better understanding of what motivates employees will make you a better manager. It will help you get the most out of your employees. Great leaders and managers make all the difference when it comes to managing and motivating employees.

These alternative methods of motivating will be effective differently for each employee. Making employees feel they are doing something meaningful is an alternative methods. When employees are involved and feel that they are helping to create and achieve goals, they feel important. “Research on job satisfaction reveals employees are most satisfied when they are working on a challenging task uninterrupted” (ASTD, Patterson). Also effectively communicating help motivates employees. Employees like to know how the organization is progressing toward a goal.

Giving ongoing communication about employee’s performances is important for employee development. Listening, respecting, and providing recognition makes employees feel worthy. Managers should manage but not micromanage. Managers should empower their employees by allowing them choices and ensuring they are accountable for their choices. There are many alternative methods that motivate employees, and this will be determined individually. Texas Roadhouse looks for ways to recognize employees and bring them together to have fun.

They provide competitions, events, outings and conferences to employees. I do think these motivating ways can be transferable to other organizations. Some bigger organizations can probably provide the same employee recognitions, but smaller organizations may not be able to. Although the smaller organizations can find other ways to recognize their employees and to bring them together, such as offering competitions, and winning gift cards, for example. Each individual organization, no matter what size can still find ways to motivate, recognize, and bring their employees together.

In conclusion, motivating and rewarding your employees is how you will keep them. Making sure your employees are engaged is very important in helping to keep them motivated. Organizations should focus on their mission, vision and higher purpose and ensure that all employees understand their daily efforts and how it drives progress towards the mission, vision and purpose. Human resources professionals must manage their organizations with finesse, constantly looking for that optimal level workplace satisfaction, which helps employees motivated and engaged.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 4716

  • Pages: 19

Human Resource Management

Executive Summery TEVTA was formed by an Ordinance No XXIV of 1999 promulgated by Governor of the Punjab. Government of Punjab passed an ordinance to provide for the constitution of the Technical Education and Vocational Training Authority (TEVTA) of the Punjab. The prime aim of TEVTA is to provide technically and skilled trained human resources to the Industry in the province, as per their demand.

Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance. TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and certification system and assess the Manpower Training Needs in the context of domestic and global markets.

Technical Education and Vocational Training Authority (TEVTA) was set up by Government of the Punjab for promoting & enhancing technical education & vocational training in the province. TEVTA is operating about 25 Technical institutes/colleges, 114 commerce colleges, 303 vocational institutes and 17 Service Centres total 472 Institutions for this purpose & more than 11000 Staff is working under its umbrella. TEVTA also providing Training to their employees and students all over the Punjab in various technical courses.

There are two sub-departments of Human Resource Management department. One is Training Department and second one is Career Planning department. This report briefly discussing the functions of HR department in TEVTA. This report also including the suggestions and points out the area in improvements can be. In this report I briefly discussed the business sector of TEVTA organization, history of the organization, nature of the organization, service lines of TEVTA organization.

I have also presented the organization hierarchy chart with details of each department and introduction, I have also given the comments on organization structure that what is the impact of organization hierarchy on different factors and I VIRTUAL UNIVERISTY OF PAKISTAN vii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY viii have also discussed the decision making impact, chain of command and span of control. I have also discussed the brief introduction of my department where I worked in and wrote the detailed description of operation and activities of the departments I worked in.

Next I described HRM department hierarchy and its subdepartments. Next I explained the HR needs, sources of candidates, employment selection process, Training Need Assessment (TNA), Performance Appraisal, types of compensation and benefits, organization job changes, separations, layoff, labour management relations, terminations, resignation and retirement I have also discussed the promotion, transfer, demotion. After going through all these topics I have also included Critical Analysis and SWOT analysis of organization in the service sector. After that reader will find conclusion and recommendation for improvement of services.

In this report I have explained all my observations and experience got in TEVTA during my internship tenure regarding HRD, recruitment and selectio n, performance appraisal. I go into the assignments with details given by the internship supervisors with detail of each assignment. I spent good time in learning and learnt to deal with different situations and had experience of organization environment. I would like to highlight that my experience with TEVTA organization was very memorable and full of learning’s. VIRTUAL UNIVERISTY OF PAKISTAN viii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY.

ix Table of Contents S. No Description Introduction Of Technical Education Sector 8-Brief introduction of the organization’s business sector 9-Overview of TEVTA a. History b. Nature of TEVTA c. Business volume d. Product lines e. Competitors 10-Organizational Structure a. Organizational Hierarchy chart b. Number of employees c. Main offices d. Introduction of all departments e. Comments on the organizational structure 11-Plan Of Your Internship Program a. Introduction of TEVTA Secretariat Lahore b. Starting & ending dates of internship c. Description of the departments 12-Training Program a.

Descriptions of the operations/activities of the departments b. Descriptions of the tasks assigned 13-Structure Of The HR Department a. Department hierarchy b. Number of employees c. Descriptions of Sub Departments. 14-Functions of HR Department a. Human resource planning and forecasting ? HRP process ? Forecasting HR requirements ? Methods to forecast HR needs b. Employees Recruitment & Selection ? Sources of candidates ? Employment selection process c. Training & Development ? Training need assessment ? Employee development Page No 1 3 4 4 4 9 10 13 13 14 22 24 25 25 26 28 36 36 36

39 39 39 41 41 42 46 VIRTUAL UNIVERISTY OF PAKISTAN ix TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY x d. Performance Management ? Setting performance standards & expectations ? How performance reports are written e. Employee Compensation & Benefits ? Type of compensation & benefits f. Organizational Career Management ? Employee job changes ? Job changes with the organization ? Promotion ? Transfer ? Demotion ? Separations ? Layoff ? Termination ? Resignation ? Retirement g. Labor Management Relations 15-Critical Analysis a. Success and failure b. Future prospects 16-SWOT Analysis a.

Strengths b. Weaknesses c. Opportunities d. Threats 17-Conclusion Evaluation & Assessment 18-Recommendations For Improvement Solution of Discrepancies 19-Reference & Sources Used 20-Annexes 46 47 56 57 57 57 57 58 59 59 60 60 61 62 65 66 67 68 68 67 70 71 72 VIRTUAL UNIVERISTY OF PAKISTAN x TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 1 8-Brief introduction of the organization’s business sector The nature of this organization is to develop a skilled workforce for the local industry. TEVTA develops the skilled and technically experienced workforce for local industries.

TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. TEVTA Established close relationships with various sectors of economy namely Agriculture, industry, Services and Commerce. TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and certification system and assess the Manpower Training Needs in the context of domestic and global markets.

Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance. E D U C A T I O N & T R A I N I N G SE C T O R Labour Market Bachelor of Technology (B. Tech. ) Diploma of Associate Engineers (D. A. E. ) Technical Education M. Com. B. Com. D. Com & DBA Apprenticeship Training Certificate G-II & G-III Certificate.

Vocational Diploma/ Certificate Commerce Education Vocational Training High School Middle School Primary School VIRTUAL UNIVERISTY OF PAKISTAN 1 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 2 TEVTA is engaged in imparting technical education and vocational training through its 472 institutions which fall under the below mentioned categories. ? ? ? ? ? ? Government Technical Training Centres Government Technical Training Institutes Government Vocational Training Institutes Government Commercial Training Institutes Government Polytechnic Institutes Government Colleges of Technology.

TEVTA in service sector also providing technical solutions to the industry. It registers the organizations through website interface and provides the solution of their problems registered with TEVTA. Courses of different levels and of different duration are being offered in TEVTA institutions to address the public and employer’s demand. In addition to vocational / technical courses of up to 3 years. “Degree courses for B-Com, B-Tech (Pass) and B-Tech (Honour) are also offered in Government Colleges of Commerce and Government Colleges of Technology”.

In education sector TEVTA provides the cheapest education and training to their students that low cost syllabus books and practical and in some cases TEVTA charge no fee from students, free training materials is provided by the institutions and students are supported with stipend. TEVTA in education sector providing technical, commerce and vocational training education and occupied the large part of technical education sector in Punjab. All institutes registered with TEVTA are funded by TEVTA. TEVTA approves PC-1 and issues the finance to the concerned institutes.

TEVTA helps all registered institutes with procurement, purchasing machinery and construction of institute buildings. TEVTA is in direct relationship with industry sector, education sector, agriculture, commerce and service sector. TEVTA develops the curricula with the consultation of industry sector like leather, textile and agriculture. VIRTUAL UNIVERISTY OF PAKISTAN 2 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 3 9-Overview of the organization TEVTA is a Technical Education & Vocation Training Authority board who is responsible for the technical education & training throughout the Punjab.

It is formed by an Ordinance No. XXIV of 1999 promulgated by the Governor of the Punjab to fulfil the needs, wants and workforce of local industry by utilizing the vast network of training institutions. a. History TEVTA in collaboration with Chambers of Commerce & Industry, Lahore has established its help-Desk within the premises of Chambers of Commerce & Industry, Lahore. To assist/help the local industry by utilizing its vast network of training institutions, qualified and experienced faculty, to achieve the objectives of the project.

Before TEVTA many technical institutes were working independently or under PSIC (Punjab Small Industries & Export Corporation). PSIC was established by the government of Punjab to support, development and promotion of all small industrial units in Punjab. In 1999 PSIC handover many technical institutes to TEVTA authority. In 1999 TEVTA started work and start serving the all technical institutes in the Punjab and conduct first academic session in Punjab. In 1999 all technical institutes in Punjab started registration with TEVTA authority. The session was conducted of all technical institutes in 1999.

The TEVTA board was fully functional at the end of year 1999 and all academic activities started under TEVTA board in 1999. Mission Statement To enhance global competitiveness in Punjab, through a quality and productive workforce by developing demand driven standardized, dynamic and integrated technical education and vocational training service. Service Volume TEVTA’s business volume is spread through out the Punjab serving 459 colleges. TEVTA has 17 Service Centres in all over the Punjab, providing services to all the institutes. And PBTE (Punjab Board of Technical Education) is also working under TEVTA.

45000 students enrol every year in TEVTA and PBTE. 3 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 4 b. Nature of TEVTA TEVTA is a vocational authority board who is responsible for vocation training all over the Punjab. For this purpose TEVTA board has established PBTE (Punjab Board of Technical Education). There are 472 vocational colleges who are working under TEVTA. TEVTA provides full funds and services to all registered institutes. And planning, organizing, leading and controlling all vocational institutes.

The nature of this organization is to develop skilled workforce for the local and international industry. TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. c. Service Lines TEVTA has a very long list of services providing. TEVTA offering many type of short and associate engineering courses in all o ver the Punjab. The list of TEVTA’s product line is given below. TEVTA providing Commerce Education, Training Education and vocation Education.

d. Courses Offered Degree B. Tech Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Electronics Auto and Farm B. Tech (Hons) Auto & Diesel Electronics and Communication Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Auto & Diesel Electronics and Communication DAE Duration 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 years years years years years years years years years years years years years years years years years VIRTUAL UNIVERISTY OF PAKISTAN 4 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 5.

Architecture Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Auto and Farm Automation Bio Medical Computer Information Technology Electrical Electronic Textile Weaving Technology Foundry & Pattern Making Instrumentation Printing & Graphic Arts Textile Spinning Welder Food Technology Telecom Petroleum Petrochemical Dress Designing & Making Diploma Diploma in Electronics Publishing Technology Higher National Diploma (Telecom) Higher National Diploma (Chemical) Higher National Diploma (Electronics) Higher National Diploma (Mechanical) Higher National Diploma (Textile)

Diploma in Commerce Diploma in Information Technology Diploma in Office Management Post Diploma Bio Medical Technology Environmental Control Technology Commerce Education Master Degree M. Com Graduation Degree B. Com Diploma (2 year) Diploma in Business Administration Diploma in Commerce Diploma in Information Technology 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 years years years years years years years years years years years years years years years years years years years years years years years 1 year 2 Years 2 Years 2 Years 2 Years 2 Years 2 Years 1 year 1 year 1 Year 1 Year 2 Years 2 Years 2Years 2 Years 1 Year 5 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 6.

Diploma in Vocational Girls Certificate Certificate in Computer Applications Certificate in Computer Applications Spoken English Spoken English Vocational Education Vocational Diploma (1-2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-II (2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-III (1 year) Mechanical (G-III) Refrigeration & Air Conditioning (G-III) Auto and Farm (G-III) Electrical (G-III) Electronics (G-III).

Auto & Farm Machinery (G-III) Auto Electrician (G-III) Auto Mechanic(G Carpenter (G-III) Commercial Arts / Graphics (G-III) Computer and Electronics (G-III) Computer Operator (G-III) Draftsman Civil (G-III) Draftsman Mechanical(G Electrician (G-III) Fitter General (G-III) Industrial Electronics (G-III) Machinist (G-III) Mechanist (G-III) Painter (G-III) Electronics Application (Radio & TV) (G-III) Tractor and Auto Mechanic (G-III).

Welder (G-III) Computer Hardware (G-III) General Mechanic (G-III) 2 Years 3 Months 6 Months 3 Months 4 Months 2 Years 1 Year 2-Year 2 Years 2 Years 2 Years 1 Year 2-Year G-II 2 Years 2 Years 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 7.

Motor Winding (G-III) Tailoring (G-III) Wood Work (G-III) Auto Mechanic(Diesel (G-III) Auto Mechanic(Petrol) (G-III) Heating Ventilation Air Conditioning (HVACR) (G-III) Turner (G-III) Electrical Wiring Technician (G-III) Machine Shop (G-III) Bulldozer Operator (G-III) Textile Printing (G-III) Office Secretary (G-III) Mill Wright (G-III) Sports Goods Leather Work (G-III) Sports Goods Wood (G-III) Office Management Assistant (G-III) Dress Designing & Making (G-III) Machine Embroidery (G-III) Beautician (G-III) Hair and skin Care (G-III)

Fashion Designing (G-III) Certificate Refrigeration & Air Conditioning Auto and Farm Auto & Farm Machinery Auto Electrician Carpenter Computer Operator Computer Operator Electrician Machinist Mechanist Welder Driving Motor Winding Plumber Plumber Plumber Tailoring Tailoring Wood Work Auto Cad Auto Cad Auto Mechanic(Diesel) Auto Mechanic(Petrol) 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 6 6 6 6 3 6 6 6 6 6 3 6 3 12 6 3 6 6 3 6 6 6 7 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 8.

Certificate in Computer Applications Certificate in Computer Applications Electronics Equipment Repair Home Appliances & Repair Heating Ventilation & Air Conditioning Mason/Bricks Layer Tractor Operator Turner Electrical Wiring Technician Machine Shop Bulldozer Operator Sheet Metal Civil Surveyor Mobile Repairing Mobile Repairing Certificate in Computer Graphics Wireman Paint Polish Electrical Appliances Machine Process for Wood Furniture Motor Cycle Mechanic Dress Designing & Making Dress Designing & Making Hand Embroidery Hand Embroidery Knitting Hand Machine Embroidery Machine Embroidery Beautician Beautician Certificate Vocational Girls (1 Year Certificate).

Diploma in Vocational Girls (Additional) (Diploma 1 Year) Handicraft Industrial Stitching Machine Operator Leather Work Painting Painting Rural Poultry Spoken English Spoken English Stain Glass Painting Cooking & Baking Domestic Tailoring Drawing & Designing Electrical Mechanical (Vocational ) 3 6 3 6 6 6 6 6 6 6 6 6 6 3 6 6 6 6 6 6 6 3 6 3 6 3 3 6 3 12 12 12 6 3 3 3 6 6 3 4 3 3 3 3 6 8 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 9.

Diploma in Vocational Teacher Training (Diploma 1 Year) Decoration Printing English Language e. Competitors There is not any considerable competitor in Punjab Province. 12 3 3 3 VIRTUAL UNIVERISTY OF PAKISTAN 9 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 10 10-Organization Structure a. Organizational Hierarchy chart Organizational hierarchy is the formal framework by which job tasks are divided, grouped and coordinated.

To achieve the main objective of the TEVTA structure is designed which is given asunder. Chairman TEVTA Secretary TEVTA Chairman PBTE COO Chairman TEVTA has the final authority in TEVTA to make amendments in TEVTA organization Structure.

The Secretary TEVTA, COO (Chief Operating Officer) and the Chairman of PBTE (Punjab Board of Technical Education) is reported to Chairman TEVTA. Secretary TEVTA Manager P. Relations Manage HRM Manager Establishment Manager Inquiry Manager Legal All Managers of TEVTA, 1. Manager Public Relations (PR), 2. Manager Human Resource Management (HRM), 3. Manager Establishment, 4. Manager Inquiry and 5. Manager Legal matters are make reports to Secretary TEVTA.

And all managers are also reported to their General Managers. COO TEVTA General Manager Finance General Manager SCs General Manager HRM General Manager Projects General Manager Operations General Manager Academic VIRTUAL UNIVERISTY OF PAKISTAN 10 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 11 Chairman PBTE Trade Testing Board (Development Cell) General Manager Finance Manager Audit Manager Finance Manager MIS General Manager Human Resources Manager.

Career Planning Manager Training General Manager Projects Manager Works General Manager Operations Manager Planning Manager Operations-I Manager Operations-II Manager Monitoring Manager Technical General Manager Academics Manager AA Manager AT Manager Curriculum Manager R&D VIRTUAL UNIVERISTY OF PAKISTAN 11 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 12 General Manager Service Centres Manager Service Centres Organization Hierarchy Chart Organization Structure Of TEVTA.

Chairman TEVTA BOARD Director (R&D) (D) Secretary/C. O. O. (A) District Boards of Management Chairman (PBTE) Manager PR (I) Manager Legal (C) Manager HRM (A) Manager Enquiry (S) Manager Estt (B) GM Finance (A) Manager (MIS) (M) GM (Projects) (N) Manager (Admin) (Z) Advisor (P&P) (G) GM Operations (A) GM Service Center (L) GM HRM (K) GM Academics (A) Dy.

GM Finance (L) Dy. GM Service Centers (O) Manager Development (N) Manager Accounts (M) Manager Finance (A) Manager Works (N) Manager Projects (N) Manager Service Centers (F) Manager Training (A/R) Manager Career Planning (P/R) Manager Ops. I (E) Manager Ops. II(E) Manager Tech. (E) Manager M&E (E) ZN-N (A).

ZM-C (A) ZM-S (A) Manager (AA) (M) Manager Apprenticeship (J) Manager Curriculum (A) Manager (A&C) (K) 07 DMs 07 DMs 07 DMs (A) (A) (A) Principals Principals Principals VIRTUAL UNIVERISTY OF PAKISTAN 12 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 13 b. Number of Employees Civil Employees. TEVTA Secretariat Institutes Zonal Office DM Office RDAT Development Cell Total 155 7830 24 71 58 31 8169 TEVTA Employees. 308 3285 20 162 12 2 3789 PSIC 2 663 0 0 0 0 665 Total 465 11778 44 233 70 33 12623 Vacant 145 3183 21 87 20 11 3467 c Main Offices Sr# 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26.

Offices Public Relation Office Gulberg Human Resource Management Office Gulberg Career Planning Office Gulberg Establishment Office Gulberg Operations Management Offices Gulberg Inquiry Office Gulberg Research and Development Office Gulberg Curriculum Office Gulberg Service Centers Office Gulberg Training Office Gulberg A&D Office Gulberg Academic Audit Office Gulberg Project Management Office Gulberg Administration Office Gulberg Examination and Certification Office Gulberg Govt. Institute of Leather Technology, Gujranwala. Cutlery & Small Tools Industry Service Centre, Wazirabad. Light Engineering Service Centre, Gujranwala. Institute of Ceramics, Gujrat.

Wood Working Service Centre, Gujrat. Govt. Wool Spinning & Weaving Cum-Training Centre, Jhang Centre for Agricultural Machinery Industries, Govt. Weaving & Finishing Institute, Shahdara. Govt. Polytechnic Institute, Shahdara. Pak German Institute of Cooperative Agriculture, Multan Institute of Blue Pottery Development, Multan (Productive/Service Centre) 13 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 14 27. 28. 29. 30. 31.

Wood Work Centre, Kot Addu (Productive/Service Centre) Wood Working Service Centre, Rawalpindi Metal Industry Development Centre, Sialkot Cantt. Govt. Weaving & Finishing Centre Shahdara Knitwear Hosiery Centre, Faisalabad d. Introduction of All Departments Human Resource Management Department.

The main function of Human Resource Management department is to recruitment, conducting staff training, handling pension cases, handling promotion cases, enquiry matters, service matters, amendments in service rules and union matters. Main functions of HRM department. ? ? ? ? ? ? ? ? ? ?

Employee’s performance evaluation Evaluation performance and improve organizational performance Job Evaluation Job analysis Develop job Descriptions/positions according to the organization needs. Staffing. Issuance of vacancies of civil employees. Employee’s promotions and transfers. Recruitment and selection of people. Record Maintenance.

Training Department Training department is a sub department of Human Resources department. Training department is responsible for conducting training programs. Training department assess the weak areas of the organization’s employees and conduct the training program for them. If there is any development in TEVTA curriculum and sallybus then training department conduct the training program for teacher for effectiveness in studies. Main functions of Training Department. ? Study gap analysis. 14

VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 15 ? ? ? ? ? ? ? ? ? ? ? ? ? ? Trraining need assessment.. All skill up-gradation trainings. Pedagogy Trainigs. Matters relating with curriculum % manuals. Create training or development specification. Plan training and evaluation. Prepare Annual Training Plan/ Calendar.

Finalization of Nominations, Venue & Master Trainer Monitoring of Training activity. Proposal of nominations after short listing. Forward Nominations to P&D. Preparation of cost / budget estimates & release of funds. At the end of training program conducting Feedback from students. Data entry in MIS.

Career Planing Department Career planning department is working under Human Resource Management department. Career planning department is a new personnel function. Career planning department of TEVTA is focusing on to motivate their employees towards their jobs with high efficiently and effectiveness.

Career planning department of TEVTA has deep focus on individual employee potentials for promotion towards the organization needs and opportunities. Career planning department also help and cooperate with all internees came in TEVTA. Main functions of Career planning department. ? ? ? ? ? ? ? Guidance of students, internees, and organization employees. Developing of job specifications and job descriptions.

Maintaining of some sort of HR records of employees. Conduct of workshops/seminars for Placement Officers. Placement of Internees under NIP. Leave Account Termination of contract VIRTUAL UNIVERISTY OF PAKISTAN 15 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 16 ? ?

Control absenteeism Short leave and late Attendance Fianancial Management Financial Management department handles the all money & tax matters of and manages the financial resources of TEVTA and also leads the Administration department of TEVTA. Financial Management department performs the extensive responsibilities. Main function of Financial Management department ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Policy forming.

Financial dicipline Financial analysis Tax matters Bugdeting Auiditing Internal Audit Physical Stocktaking Preparation of financial statements Sanctioning of Purchase Cases Release of Salary Development of Annual Budget and all procedures till approval Handling Financial Assistance Cases GPF Advance, Marriage, Funeral Grants Pension of PSIC Employees Release of LFA Administration Department Administration department perform all managerial functions.

It handles three further departments, Diary and Dispatch department, Transport department, store department and to carry out any kind of security arrangements. Functions of Administration department ? Recruitment of contract employees in TEVTA secretariat and institutes all over the Punjab. VIRTUAL UNIVERISTY OF PAKISTAN 16.

TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 17 ? ? ? ? ? ? ? ? ? ? ? Maintenance of time in / time out register. Number of approval for local vehicles Record keeping of diary and dispatch, LFA, store section and transport section. Tenders open in the presence of purchase committee and the Bidders Examining demand & preparing advertisement Submitting advertisement to Public Relation section Request for interview schedule to Appointing authority Short listing of candidates Call letters are issued Preparation of Marks Sheets/Files Consolidated marks sheet for signatures Establishment Department Functions of Establishment department ? ? ? ? ? ? ? ? ? ? ? ? ?

Examination & Give proposal Final shaping of the Case for getting Approval of the Competent Authority Preparing summary For S&GAD / Finance etc Issuance of NOC to the nominee Decision / Minutes are put up for approval of authority to convey for implementation Coordinate meeting Receiving Complaints Preparing the case for probe / inquiry Amendments in service rules of TEVTA Postings and transfers House building advances Matters relating to PBTE. Managing all kind of leaves such as, medical leave, earned leave, study leave, extra ordinary leave. ? ? ?

Deputation of cases. Marriage grants and funeral grants. Finance assistance cases. VIRTUAL UNIVERISTY OF PAKISTAN 17 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 18 ? ? To deal with Chief Minister’s complaint cell. Governments Circulars and Notifications. Legal Department Legal department is responsible for preparation of cases and proposals on TEVTA activities to help TEVTA to avoid from legislations.

Finalize the parawise comments and submit to the competent authority, get signed the parawise comments from the Authority, present the rough draft of parawise comments, file the parawise comments in the Court, attend the Court on each date of hearing & present/explain the case if necessary, put up the court order to the authority for implementation, attend the Court on each date of hearing and present/explain the in the Court and to provide legal opinions to TEVTA authorities.

Enquiry Department Enquiry department is responsible of conducting enquiry of inefficiencies, misconduct, corruption, absence record of teacher and employees all over the Punjab, subversive activities and disciplinary actions. They investigate the activities/cases against the state in TEVTA institutions and all district managers and zonal managers. The competent authority of Enquiry department is secretary TEVTA. Enquiry department receive the cases of enquiry from grade 17 scale officers to 22 grade scale officers from all over the Punjab.

Functions of inquiry department is to generate enquiry report, conducting enquiry of absence, corruption, misconduct, inefficiencies and activities against state matters, prepare the charge sheet / penal of enquiry officers / departmental representative. Research and Development Department Research and development department is responsible for overall development of TEVTA and its institutions, exercise market research, training need assessment and to coordinate with curriculum department for in development of curricula. Research and Development have to identify new trades and technologies in the market and TEVTA intuitions all over the Punjab.

Functions of research and development department, approval of action plans industry visits, meetings with the stakeholders, review of draft TNA report, preparation of organization plans, coordinate with curriculum department and keep on eye on VIRTUAL UNIVERISTY OF PAKISTAN 18 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 19 changes & development in sallybus, to plan, supervise and coordinate research and development activities in Punjab and to identify technologies trades at new intuitions Curriculum Department The responsibility of Curriculum development is to develop the curricula of TEVTA institutions. They develop the curricula of 3 year DAE classes, B.

Tech classes, 1 year, 6 months and 3 months courses. But they have they authority of authentication the curricula of courses below the period of 3 years. 3 years a curriculum is approved by the NEVTEC the higher authority of TEVTA. Curriculum department evaluates revision and develop the curricula. Functions of Curriculum department ? Proposal for curricula development committee, curricula revision committee and curricula evaluation committee. ? ? ?

Scrutiny of Proposal Approval of CDC/CRC/CEC Proposal for manual development committee, manual revision committee and manual evaluation committee. ? ? ? Approval of MDC / MRC / MEC Preparation of manual Approval of curricula below 3 years.

Academics/Academic Audit Department The main responsibility of Academic Audit department is to conduct audit of all institutions registered by the TEVTA all over the Punjab. Academic Audit department audit the teachers lessons and the completion of lesson during the specified time period. They check student’s practical copies, attendance registers, institutes operating manual, training manual, play ground and practical equipments.

They are also responsible to prepare academic calendar for all institutions all over the Punjab and for PBTE. Functions of AcademicsAcademic Aduit department ? ? ? ? Preparation of Rolling Plan for Academic Audit Vetting of Academic Audit Report Submission of Academic Audit Rep.

 

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 4786

  • Pages: 19

Human Resource Management

Acknowledgment First of all I am thankful to Almighty ALLAH, the Beneficent, the Merciful, for giving me so much strength and strength to work on this internship report and complete it successfully. I would like to express my gratefulness to all my teachers especially for giving me kind guidance and providing me a chance to work on this project right through from the start my courses. I am also thankful to all TEVTA Staff and training staff for his valuable suggestions, gentle supervision and encouragement throughout my internship.

Along with all this I am very awful to the Human Resource Department of TEVTA and their cooperation during my stay in the organization. Especially I am thankful to those people of HRM Department who helped me in completing my Internship Report. VIRTUAL UNIVERISTY OF PAKISTAN vi TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY vii Executive Summery TEVTA was formed by an Ordinance No XXIV of 1999 promulgated by Governor of the Punjab. Government of Punjab passed an ordinance to provide for the constitution of the Technical Education and Vocational Training Authority (TEVTA) of the Punjab.

The prime aim of TEVTA is to provide technically and skilled trained human resources to the Industry in the province, as per their demand. Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance.

TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and certification system and assess the Manpower Training Needs in the context of domestic and global markets. Technical Education and Vocational Training Authority (TEVTA) was set up by Government of the Punjab for promoting & enhancing technical education & vocational training in the province. TEVTA is operating about 25 Technical institutes/colleges, 114 commerce colleges, 303 vocational institutes and 17 Service Centres total 472 Institutions for this purpose & more than 11000 Staff is working under its umbrella.

TEVTA also providing Training to their employees and students all over the Punjab in various technical courses. There are two sub-departments of Human Resource Management department. One is Training Department and second one is Career Planning department. This report briefly discussing the functions of HR department in TEVTA. This report also including the suggestions and points out the area in improvements can be. In this report I briefly discussed the business sector of TEVTA organization, history of the organization, nature of the organization, service lines of TEVTA organization.

I have also presented the organization hierarchy chart with details of each department and introduction, I have also given the comments on organization structure that what is the impact of organization hierarchy on different factors and I VIRTUAL UNIVERISTY OF PAKISTAN vii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY viii have also discussed the decision making impact, chain of command and span of control. I have also discussed the brief introduction of my department where I worked in and wrote the detailed description of operation and activities of the departments I worked in.

Next I described HRM department hierarchy and its subdepartments. Next I explained the HR needs, sources of candidates, employment selection process, Training Need Assessment (TNA), Performance Appraisal, types of compensation and benefits, organization job changes, separations, layoff, labour management relations, terminations, resignation and retirement I have also discussed the promotion, transfer, demotion. After going through all these topics I have also included Critical Analysis and SWOT analysis of organization in the service sector. After that reader will find conclusion and recommendation for improvement of services.

In this report I have explained all my observations and experience got in TEVTA during my internship tenure regarding HRD, recruitment and selectio n, performance appraisal. I go into the assignments with details given by the internship supervisors with detail of each assignment. I spent good time in learning and learnt to deal with different situations and had experience of organization environment. I would like to highlight that my experience with TEVTA organization was very memorable and full of learning’s. VIRTUAL UNIVERISTY OF PAKISTAN viii TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY ix Table of Contents S.

No Description Introduction Of Technical Education Sector 8-Brief introduction of the organization’s business sector 9-Overview of TEVTA a. History b. Nature of TEVTA c. Business volume d. Product lines e. Competitors 10-Organizational Structure a. Organizational Hierarchy chart b. Number of employees c. Main offices d. Introduction of all departments e. Comments on the organizational structure 11-Plan Of Your Internship Program a. Introduction of TEVTA Secretariat Lahore b. Starting & ending dates of internship c. Description of the departments 12-Training Program a.

Descriptions of the operations/activities of the departments b. Descriptions of the tasks assigned 13-Structure Of The HR Department a. Department hierarchy b. Number of employees c. Descriptions of Sub Departments. 14-Functions of HR Department a. Human resource planning and forecasting ? HRP process ? Forecasting HR requirements ? Methods to forecast HR needs b. Employees Recruitment & Selection ? Sources of candidates ? Employment selection process c. Training & Development ? Training need assessment ? Employee development Page No 1 3 4 4 4 9 10 13 13 14 22 24 25 25 26 28 36 36 36.

39 39 39 41 41 42 46 VIRTUAL UNIVERISTY OF PAKISTAN ix TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY x d. Performance Management ? Setting performance standards & expectations ? How performance reports are written e. Employee Compensation & Benefits ? Type of compensation & benefits f. Organizational Career Management ? Employee job changes ? Job changes with the organization ? Promotion ? Transfer ? Demotion ? Separations ? Layoff ? Termination ? Resignation ? Retirement g. Labor Management Relations 15-Critical Analysis a. Success and failure b. Future prospects 16-SWOT Analysis a.

Strengths b. Weaknesses c. Opportunities d. Threats 17-Conclusion Evaluation & Assessment 18-Recommendations For Improvement Solution of Discrepancies 19-Reference & Sources Used 20-Annexes 46 47 56 57 57 57 57 58 59 59 60 60 61 62 65 66 67 68 68 67 70 71 72 VIRTUAL UNIVERISTY OF PAKISTAN x TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 1 8-Brief introduction of the organization’s business sector The nature of this organization is to develop a skilled workforce for the local industry. TEVTA develops the skilled and technically experienced workforce for local industries.

TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. TEVTA Established close relationships with various sectors of economy namely Agriculture, industry, Services and Commerce. TEVTA Regulate and develop standards of technical education and vocational training including internationally recognized curriculum, examination and certification system and assess the Manpower Training Needs in the context of domestic and global markets.

Another function of TEVTA is Develop and offer Need Based Short Courses in the sector of new technologies to the Industry and also to offer services for solutions regarding associated production problems and establish a Staff Development System to offer demand oriented teacher & instructor training and upgrading performance. E D U C A T I O N & T R A I N I N G SE C T O R Labour Market Bachelor of Technology (B. Tech. ) Diploma of Associate Engineers (D. A. E. ) Technical Education M. Com. B. Com. D. Com & DBA Apprenticeship Training Certificate G-II & G-III Certificate.

Vocational Diploma/ Certificate Commerce Education Vocational Training High School Middle School Primary School VIRTUAL UNIVERISTY OF PAKISTAN 1 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 2 TEVTA is engaged in imparting technical education and vocational training through its 472 institutions which fall under the below mentioned categories. ? ? ? ? ? ? Government Technical Training Centres Government Technical Training Institutes Government Vocational Training Institutes Government Commercial Training Institutes Government Polytechnic Institutes Government Colleges of Technology.

TEVTA in service sector also providing technical solutions to the industry. It registers the organizations through website interface and provides the solution of their problems registered with TEVTA. Courses of different levels and of different duration are being offered in TEVTA institutions to address the public and employer’s demand. In addition to vocational / technical courses of up to 3 years. “Degree courses for B-Com, B-Tech (Pass) and B-Tech (Honour) are also offered in Government Colleges of Commerce and Government Colleges of Technology”.

In education sector TEVTA provides the cheapest education and training to their students that low cost syllabus books and practical and in some cases TEVTA charge no fee from students, free training materials is provided by the institutions and students are supported with stipend. TEVTA in education sector providing technical, commerce and vocational training education and occupied the large part of technical education sector in Punjab. All institutes registered with TEVTA are funded by TEVTA. TEVTA approves PC-1 and issues the finance to the concerned institutes.

TEVTA helps all registered institutes with procurement, purchasing machinery and construction of institute buildings. TEVTA is in direct relationship with industry sector, education sector, agriculture, commerce and service sector. TEVTA develops the curricula with the consultation of industry sector like leather, textile and agriculture. VIRTUAL UNIVERISTY OF PAKISTAN 2 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 3 9-Overview of the organization TEVTA is a Technical Education & Vocation Training Authority board who is responsible for the technical education & training throughout the Punjab.

It is formed by an Ordinance No. XXIV of 1999 promulgated by the Governor of the Punjab to fulfil the needs, wants and workforce of local industry by utilizing the vast network of training institutions. a. History TEVTA in collaboration with Chambers of Commerce & Industry, Lahore has established its help-Desk within the premises of Chambers of Commerce & Industry, Lahore. To assist/help the local industry by utilizing its vast network of training institutions, qualified and experienced faculty, to achieve the objectives of the project.

Before TEVTA many technical institutes were working independently or under PSIC (Punjab Small Industries & Export Corporation). PSIC was established by the government of Punjab to support, development and promotion of all small industrial units in Punjab. In 1999 PSIC handover many technical institutes to TEVTA authority. In 1999 TEVTA started work and start serving the all technical institutes in the Punjab and conduct first academic session in Punjab. In 1999 all technical institutes in Punjab started registration with TEVTA authority. The session was conducted of all technical institutes in 1999.

The TEVTA board was fully functional at the end of year 1999 and all academic activities started under TEVTA board in 1999. Mission Statement To enhance global competitiveness in Punjab, through a quality and productive workforce by developing demand driven standardized, dynamic and integrated technical education and vocational training service. Service Volume TEVTA’s business volume is spread through out the Punjab serving 459 colleges. TEVTA has 17 Service Centres in all over the Punjab, providing services to all the institutes. And PBTE (Punjab Board of Technical Education) is also working under TEVTA.

45000 students enrol every year in TEVTA and PBTE. 3 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 4 b. Nature of TEVTA TEVTA is a vocational authority board who is responsible for vocation training all over the Punjab. For this purpose TEVTA board has established PBTE (Punjab Board of Technical Education). There are 472 vocational colleges who are working under TEVTA. TEVTA provides full funds and services to all registered institutes. And planning, organizing, leading and controlling all vocational institutes.

The nature of this organization is to develop skilled workforce for the local and international industry. TEVTA also provides business solutions to industrial units. TEVTA playing very important role for Re-engineering and consolidate the existing technical education and vocational training system under one management structure. c. Service Lines TEVTA has a very long list of services providing. TEVTA offering many type of short and associate engineering courses in all o ver the Punjab. The list of TEVTA’s product line is given below. TEVTA providing Commerce Education, Training Education and vocation Education.

d. Courses Offered Degree B. Tech Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Electronics Auto and Farm B. Tech (Hons) Auto & Diesel Electronics and Communication Chemical Civil Mechanical Refrigeration & Air Conditioning Electrical Auto & Diesel Electronics and Communication DAE Duration 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 years years years years years years years years years years years years years years years years years VIRTUAL UNIVERISTY OF PAKISTAN 4 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 5.

Architecture Auto & Diesel Chemical Civil Mechanical Refrigeration & Air Conditioning Auto and Farm Automation Bio Medical Computer Information Technology Electrical Electronic Textile Weaving Technology Foundry & Pattern Making Instrumentation Printing & Graphic Arts Textile Spinning Welder Food Technology Telecom Petroleum Petrochemical Dress Designing & Making Diploma Diploma in Electronics Publishing Technology Higher National Diploma (Telecom) Higher National Diploma (Chemical) Higher National Diploma (Electronics) Higher National Diploma (Mechanical) Higher National Diploma (Textile).

Diploma in Commerce Diploma in Information Technology Diploma in Office Management Post Diploma Bio Medical Technology Environmental Control Technology Commerce Education Master Degree M.

Com Graduation Degree B. Com Diploma (2 year) Diploma in Business Administration Diploma in Commerce Diploma in Information Technology 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 years years years years years years years years years years years years years years years years years years years years years years years 1 year 2 Years 2 Years 2 Years 2 Years 2 Years 2 Years 1 year 1 year 1 Year 1 Year 2 Years 2 Years 2Years 2 Years 1 Year 5 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 6.

Diploma in Vocational Girls Certificate Certificate in Computer Applications Certificate in Computer Applications Spoken English Spoken English Vocational Education Vocational Diploma (1-2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-II (2 years) Diploma in Commerce Diploma in Information Technology Dress Designing & Making Diploma in Vocational Girls Diploma in Vocational Girls Diploma G-III (1 year) Mechanical (G-III) Refrigeration & Air Conditioning (G-III).

Auto and Farm (G-III) Electrical (G-III) Electronics (G-III) Auto & Farm Machinery (G-III) Auto Electrician (G-III) Auto Mechanic(G Carpenter (G-III) Commercial Arts / Graphics (G-III) Computer and Electronics (G-III) Computer Operator (G-III) Draftsman Civil (G-III) Draftsman Mechanical(G Electrician (G-III) Fitter General (G-III) Industrial Electronics (G-III) Machinist (G-III) Mechanist (G-III) Painter (G-III) Electronics Application (Radio & TV) (G-III) Tractor and Auto Mechanic (G-III) Welder (G-III) Computer Hardware (G-III) General Mechanic (G-III).

2 Years 3 Months 6 Months 3 Months 4 Months 2 Years 1 Year 2-Year 2 Years 2 Years 2 Years 1 Year 2-Year G-II 2 Years 2 Years 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 7.

Motor Winding (G-III) Tailoring (G-III) Wood Work (G-III) Auto Mechanic(Diesel (G-III) Auto Mechanic(Petrol) (G-III) Heating Ventilation Air Conditioning (HVACR) (G-III) Turner (G-III) Electrical Wiring Technician (G-III) Machine Shop (G-III) Bulldozer Operator (G-III) Textile Printing (G-III) Office Secretary (G-III) Mill Wright (G-III) Sports Goods Leather Work (G-III) Sports Goods Wood (G-III) Office Management Assistant (G-III) Dress Designing & Making (G-III) Machine Embroidery (G-III) Beautician (G-III) Hair and skin Care (G-III) Fashion Designing (G-III).

Certificate Refrigeration & Air Conditioning Auto and Farm Auto & Farm Machinery Auto Electrician Carpenter Computer Operator Computer Operator Electrician Machinist Mechanist Welder Driving Motor Winding Plumber Plumber Plumber Tailoring Tailoring Wood Work Auto Cad Auto Cad Auto Mechanic(Diesel) Auto Mechanic(Petrol) 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 6 6 6 6 6 3 6 6 6 6 6 3 6 3 12 6 3 6 6 3 6 6 6 7 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 8.

Certificate in Computer Applications Certificate in Computer Applications Electronics Equipment Repair Home Appliances & Repair Heating Ventilation & Air Conditioning Mason/Bricks Layer Tractor Operator Turner Electrical Wiring Technician Machine Shop Bulldozer Operator Sheet Metal Civil Surveyor Mobile Repairing Mobile Repairing Certificate in Computer Graphics Wireman Paint Polish Electrical Appliances Machine Process for Wood Furniture Motor Cycle Mechanic Dress Designing & Making Dress Designing & Making Hand Embroidery Hand Embroidery Knitting Hand Machine Embroidery Machine Embroidery Beautician Beautician Certificate Vocational Girls (1 Year Certificate).

Diploma in Vocational Girls (Additional) (Diploma 1 Year) Handicraft Industrial Stitching Machine Operator Leather Work Painting Painting Rural Poultry Spoken English Spoken English Stain Glass Painting Cooking & Baking Domestic Tailoring Drawing & Designing Electrical Mechanical (Vocational ) 3 6 3 6 6 6 6 6 6 6 6 6 6 3 6 6 6 6 6 6 6 3 6 3 6 3 3 6 3 12 12 12 6 3 3 3 6 6 3 4 3 3 3 3 6 8 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 9.

Diploma in Vocational Teacher Training (Diploma 1 Year) Decoration Printing English Language e. Competitors There is not any considerable competitor in Punjab Province. 12 3 3 3 VIRTUAL UNIVERISTY OF PAKISTAN 9 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 10.

10-Organization Structure a. Organizational Hierarchy chart Organizational hierarchy is the formal framework by which job tasks are divided, grouped and coordinated. To achieve the main objective of the TEVTA structure is designed which is given asunder. Chairman TEVTA Secretary TEVTA Chairman PBTE COO Chairman TEVTA has the final authority in TEVTA to make amendments in TEVTA organization Structure.

The Secretary TEVTA, COO (Chief Operating Officer) and the Chairman of PBTE (Punjab Board of Technical Education) is reported to Chairman TEVTA. Secretary TEVTA Manager P. Relations Manage HRM Manager Establishment Manager Inquiry Manager Legal All Managers of TEVTA, 1. Manager Public Relations (PR), 2. Manager Human Resource Management (HRM).

3. Manager Establishment, 4. Manager Inquiry and 5. Manager Legal matters are make reports to Secretary TEVTA. And all managers are also reported to their General Managers. COO TEVTA General Manager Finance General Manager SCs General Manager HRM General Manager Projects General Manager Operations General Manager Academic VIRTUAL UNIVERISTY OF PAKISTAN 10.

TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 11 Chairman PBTE Trade Testing Board (Development Cell) General Manager Finance Manager Audit Manager Finance Manager MIS General Manager Human Resources Manager Career Planning Manager Training General Manager Projects Manager Works General Manager Operations Manager Planning Manager Operations-I Manager Operations-II Manager Monitoring Manager Technical General Manager Academics Manager AA Manager AT Manager Curriculum Manager R&D VIRTUAL UNIVERISTY OF PAKISTAN 11 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 12 General Manager Service Centres Manager Service Centres Organization Hierarchy Chart Organization Structure Of TEVTA.

Chairman TEVTA BOARD Director (R&D) (D) Secretary/C. O. O. (A) District Boards of Management Chairman (PBTE) Manager PR (I) Manager Legal (C) Manager HRM (A) Manager Enquiry (S) Manager Estt (B) GM Finance (A) Manager (MIS) (M) GM (Projects) (N) Manager (Admin) (Z) Advisor (P&P) (G) GM Operations (A) GM Service Center (L) GM HRM (K) GM Academics (A) Dy. GM Finance (L) Dy. GM Service Centers (O) Manager Development (N) Manager Accounts (M) Manager Finance (A) Manager Works (N) Manager Projects (N) Manager Service Centers (F) Manager Training (A/R) Manager C625.

2areer Planning (P/R) Manager Ops. I (E) Manager Ops. II(E) Manager Tech. 3(E) Manager M&E (E) ZN-N (A).1

ZM-C (A) ZM-S (A) Manager (AA) (M) Manager Apprenticeship (J) Manager Curriculum (A) Manager (A&C) (K) 07 DMs 07 DMs 07 DMs (A) (A) (A) Principals Principals Principals VIRTUAL UNIVERISTY OF PAKISTAN 12 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 13 b. Number of Employees Civil Employees. TEVTA Secretariat Institutes Zonal Office DM Office RDAT Development Cell Total 155 7830 24 71 58 31 8169 TEVTA Employees. 308 3285 20 162 12 2 3789 PSIC 2 663 0 0 0 0 665 Total 465 11778 44 233 70 33 12623 Vacant 145 3183 21 87 20 11 3467 c Main Offices Sr# 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26.

Offices Public Relation Office Gulberg Human Resource Management Office Gulberg Career Planning Office Gulberg Establishment Office Gulberg Operations Management Offices Gulberg Inquiry Office Gulberg Research and Development Office Gulberg Curriculum Office Gulberg Service Centers Office Gulberg Training Office Gulberg A&D Office Gulberg Academic Audit Office Gulberg Project Management Office Gulberg Administration Office Gulberg Examination and Certification Office Gulberg Govt. Institute of Leather Technology, Gujranwala. Cutlery & Small Tools Industry Service Centre, Wazirabad. Light Engineering Service Centre, Gujranwala.

Institute of Ceramics, Gujrat. Wood Working Service Centre, Gujrat. Govt. Wool Spinning & Weaving Cum-Training Centre, Jhang Centre for Agricultural Machinery Industries, Govt. Weaving & Finishing Institute, Shahdara. Govt. Polytechnic Institute, Shahdara. Pak German Institute of Cooperative Agriculture, Multan Institute of Blue Pottery Development, Multan (Productive/Service Centre) 13 VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 14 27. 28. 29. 30. 31.

Wood Work Centre, Kot Addu (Productive/Service Centre) Wood Working Service Centre, Rawalpindi Metal Industry Development Centre, Sialkot Cantt. Govt. Weaving & Finishing Centre Shahdara Knitwear Hosiery Centre, Faisalabad d. Introduction of All Departments Human Resource Management Department.

The main function of Human Resource Management department is to recruitment, conducting staff training, handling pension cases, handling promotion cases, enquiry matters, service matters, amendments in service rules and union matters. Main functions of HRM department. ? ? ? ? ? ? ? ? ? ? Employee’s performance evaluation Evaluation performance and improve organizational performance Job Evaluation Job

analysis Develop job Descriptions/positions according to the organization needs. Staffing. Issuance of vacancies of civil employees. Employee’s promotions and transfers. Recruitment and selection of people. Record Maintenance. Training Department Training department is a sub department of Human Resources department. Training department is responsible for conducting training programs. Training department assess the weak areas of the organization’s employees and conduct the training program for them. If there is any development in TEVTA curriculum and sallybus then training department conduct the training program for teacher for effectiveness in studies. Main functions of Training Department. ? Study gap analysis. 14

VIRTUAL UNIVERISTY OF PAKISTAN TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 15 ? ? ? ? ? ? ? ? ? ? ? ? ? ? Trraining need assessment.. All skill up-gradation trainings. Pedagogy Trainigs. Matters relating with curriculum % manuals. Create training or development specification. Plan training and evaluation. Prepare Annual Training Plan/ Calendar.

Finalization of Nominations, Venue & Master Trainer Monitoring of Training activity. Proposal of nominations after short listing. Forward Nominations to P&D. Preparation of cost / budget estimates & release of funds. At the end of training program conducting Feedback from students. Data entry in MIS.

Career Planing Department Career planning department is working under Human Resource Management department. Career planning department is a new personnel function. Career planning department of TEVTA is focusing on to motivate their employees towards their jobs with high efficiently and effectiveness.

Career planning department of TEVTA has deep focus on individual employee potentials for promotion towards the organization needs and opportunities. Career planning department also help and cooperate with all internees came in TEVTA. Main functions of Career planning department. ? ? ? ? ? ? ? Guidance of students, internees, and organization employees. Developing of job specifications and job descriptions.

Maintaining of some sort of HR records of employees. Conduct of workshops/seminars for Placement Officers. Placement of Internees under NIP. Leave Account Termination of contract VIRTUAL UNIVERISTY OF PAKISTAN 15 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 16 ? ?

Control absenteeism Short leave and late Attendance Fianancial Management Financial Management department handles the all money & tax matters of and manages the financial resources of TEVTA and also leads the Administration department of TEVTA. Financial Management department performs the extensive responsibilities. Main function of Financial Management department ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Policy forming.

Financial dicipline Financial analysis Tax matters Bugdeting Auiditing Internal Audit Physical Stocktaking Preparation of financial statements Sanctioning of Purchase Cases Release of Salary Development of Annual Budget and all procedures till approval Handling Financial Assistance Cases GPF Advance, Marriage, Funeral Grants Pension of PSIC Employees Release of LFA Administration Department Administration department perform all managerial functions.

It handles three further departments, Diary and Dispatch department, Transport department, store department and to carry out any kind of security arrangements. Functions of Administration department ? Recruitment of contract employees in TEVTA secretariat and institutes all over the Punjab. VIRTUAL UNIVERISTY OF PAKISTAN 16.

TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 17 ? ? ? ? ? ? ? ? ? ? ? Maintenance of time in / time out register. Number of approval for local vehicles Record keeping of diary and dispatch, LFA, store section and transport section.

Tenders open in the presence of purchase committee and the Bidders Examining demand & preparing advertisement Submitting advertisement to Public Relation section Request for interview schedule to Appointing authority Short listing of candidates Call letters are issued Preparation of Marks Sheets/Files Consolidated marks sheet for signatures Establishment Department Functions of Establishment department ? ? ? ? ? ? ? ? ? ? ? ? ?

Examination & Give proposal Final shaping of the Case for getting Approval of the Competent Authority Preparing summary For S&GAD / Finance etc Issuance of NOC to the nominee Decision / Minutes are put up for approval of authority to convey for implementation Coordinate meeting Receiving Complaints Preparing the case for probe / inquiry Amendments in service rules of TEVTA Postings and transfers House building advances Matters relating to PBTE.

Managing all kind of leaves such as, medical leave, earned leave, study leave, extra ordinary leave. ? ? ? Deputation of cases. Marriage grants and funeral grants. Finance assistance cases. VIRTUAL UNIVERISTY OF PAKISTAN 17 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY 18 ? ? To deal with Chief Minister’s complaint cell.

Governments Circulars and Notifications. Legal Department Legal department is responsible for preparation of cases and proposals on TEVTA activities to help TEVTA to avoid from legislations. Finalize the parawise comments and submit to the competent authority, get signed the parawise comments from the Authority, present the rough draft of parawise comments, file the parawise comments in the Court, attend the Court on each date of hearing & present/explain the case if necessary, put up the court order to the authority for implementation, attend the Court on each date of hearing and present/explain the in the Court and to provide legal opinions to TEVTA authorities.

Enquiry Department Enquiry department is responsible of conducting enquiry of inefficiencies, misconduct, corruption, absence record of teacher and employees all over the Punjab, subversive activities and disciplinary actions. They investigate the activities/cases against the state in TEVTA institutions and all district managers and zonal managers.

The competent authority of Enquiry department is secretary TEVTA. Enquiry department receive the cases of enquiry from grade 17 scale officers to 22 grade scale officers from all over the Punjab. Functions of inquiry department is to generate enquiry report, conducting enquiry of absence, corruption, misconduct, inefficiencies and activities against state matters, prepare the charge sheet / penal of enquiry officers / departmental representative.

Research and Development Department Research and development department is responsible for overall development of TEVTA and its institutions, exercise market research, training need assessment and to coordinate with curriculum department for in development of curricula.

Research and Development have to identify new trades and technologies in the market and TEVTA intuitions all over the Punjab. Functions of research and development department, approval of action plans industry visits, meetings with the stakeholders, review of draft TNA report, preparation of organization plans, coordinate with curriculum department and keep on eye on VIRTUAL UNIVERISTY OF PAKISTAN 18 TECHNICAL EDUCATIONAL & VOCATIONAL TRAINING AUTHORITY.

19 changes & development in sallybus, to plan, supervise and coordinate research and development activities in Punjab and to identify technologies trades at new intuitions Curriculum Department The responsibility of Curriculum development is to develop the curricula of TEVTA institutions. They develop the curricula of 3 year DAE classes, B. Tech classes, 1 year, 6 months and 3 months courses.

But they have they authority of authentication the curricula of courses below the period of 3 years. 3 years a curriculum is approved by the NEVTEC the higher authority of TEVTA. Curriculum department evaluates revision and develop the curricula. Functions of Curriculum department ? Proposal for curricula development committee, curricula revision committee and curricula evaluation committee. ? ? ? Scrutiny of Proposal Approval of CDC/CRC/CEC Proposal for manual development committee.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1270

  • Pages: 5

Human Resource Management

Using acquisitions as a strategic weapon for increasing market share while enhancing customer satisfaction. Targeting companies that provide best fit for CISCO’s own strategic direction and corporate culture. Determining success based on the level of post purchase retention and the integration of newly acquired personnel and intellectual capital. Cisco looks whether there is compatibility in terms of long term goals of the organization work culture and geographical proximity. 1. Q. Investigate the approach that Cisco Systems has used in its many successful acquisitions.

What are some of the human resource practices that have made its acquisitions successful? Cisco believes in an organ culture which is risk taking and adventurous. If this is lacking in the target company, then Cisco is not convinced and backs out from the acquisition. No forced acquisitions. The company insists on no layoffs and job security is guaranteed to all the employees of the acquired company. The acquisition team evaluates the working style of the management of the target company, the caliber of the employees, the technological systems and relationship style with the employees.

Once the acquisition team is convinced, an integration strategy is rolled out. A top level integration team visits the target company and gives clear cut information regarding Cisco and the future roles of the employees of the acquired firm. After the acquisition, employees of the acquired firm are given 30 days of orientation training to fit into the organ environment. Question: Investigate the approach that a Cisco system has used in its many success acquisitions. What are some of the human resource practices that have made acquisitions successful?

Answer: Using acquisitions as a strategic weapon for increasing market share while enhancing customer satisfaction. Targeting Companies that provide best fit for CISCO’s own strategic direction and Corporate culture . Cisco looks whether there is compatibility in terms of long term goals of the organization work culture and geographical proximity. Cisco believes in an organizational culture which is risk taking and adventurous. If this is lacking in the target company, then Cisco is not convinced and backs out from the acquisition. No forced acquisitions

The company insists on no layoffs and job security is guaranteed to all the employees of the acquired company. The acquisition team evaluates the working style of the management of the target company, the caliber of the employees, the technological systems and relationship style with the employees. Once the acquisition team is convinced, an integration strategy is rolled out. A top level integration team visits the target company and gives clear cut information regarding Cisco and the future roles of the employees of the acquired firm.

After the acquisition, employees of the acquired firm are given 30 days of orientation training to fit into the organizational environment. Further Cisco is an expert at employee integration. From the moment the acquisition is announced, Cisco human resource and development teams travel to the target company headquarters to meet in small groups with the employees and to answer questions. Furthermore Cisco integration team works with the target company management to “MAP” employees in other words to determine where in Cisco, they might belong.

In the meantime, Cisco leaves much of the target company existing structure in place. Cisco has realized past mistakes from trying to force target companies’ structures into Cisco own. Then the day after deal closes, Cisco provides orientation to Cisco processes and this process that takes about a month. As a result the industry praises the company for “being able to divest an entire company without hurting its productivity” The HR practices that applies in Cisco for successful acquisition: What will happen to my job? ” s the first question asked by employees when their company’s acquired by Cisco. Employees are a critical part of the acquisition strategy, because they hold the key to the next generation of the product. The Cisco human resources (HR) acquisition team has designed the integration strategy around employee concerns to help facilitate and expedite acceptance of change by the new employees. Cisco HR applies the following principles and practices to these employee transitions: Cisco has a goal of retaining 100 percent of employees who transition from acquired companies.

The Cisco HR team works with executives from the acquired company to help map employees to Cisco’s employment structure for salary, stock options, and benefits. Cisco HR works with internal resources to handle routine transition tasks such as employee setup in HR and payroll systems. These tasks adhere to the standard processes defined by the HR integration team. Cisco HR also outsources some of the due diligence and project work related to individual acquisitions, which is especially effective for rapidly processing large companies with housands of employees. To reduce the disruption and anxiety of the transition process for new employees, HR staffs are among the first Cisco representatives onsite at the acquired company when a deal is announced. Because communication is critical during the early integration phase, an internal Website is created for each acquired company to present detailed information and updates about the employee transition process, and to provide links to Cisco training resources.

The Cisco HR acquisition team provides employee transition letters and hiring documents online to improve the efficiency of employee processing and create electronic personnel files that are easier to update and manage. The Cisco HR team hosts a new-hire orientation for all new employees at the time the acquisition deal closes. This orientation gives the acquired employees the information that they need to work at Cisco. Other training sessions address employee concerns such as immigration and company stock.

The training sessions are formatted to meet the needs of the global audience and are delivered through online videos, in WebEx online conferences, and video conferences. “We must act as quickly as possible to make decisions and inform the new employees about their job status, because we know that until employees have that information, they will not be able to focus on their work,” says Shari Yocum, director of acquisitions in the Cisco Human Resources department. “Our goal is to have the new employees fully transitioned and ready to work as Cisco employees from the first day after the deal c loses. ” Question:

If human resources are a major source of competitive advantage and the key determinant of an organization’s ability to pursue a given strategy, why have human resource aspects of mergers and acquisitions been ignored or handled poorly in so many instances in the past? Answer: To kill Competitors ( Vodafone & Hutch) To increase market share (Bharati & Zain) To strengthen its functions which are related to the core functions (Capgemini & Kanbay, acquisition ) most companies forget that M&As are not just about balance sheets, cash flows or marketing synergies; they are also about people who make the synergies happen.

One major fallout of M&As is often the flight of top-quality people. Question: Interview someone who has been through a merger or acquisition. Find out how they felt as an employee. Determine how they and their coworkers were affected. Ask about the effects on productivity, loyalty, and morale. Find out what human resource practices were used and obtained their evaluations of what was helpful or harmful.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human resource management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human resource management Essay
Rate this post

  • University/College:
    University of California

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 988

  • Pages: 4

Human resource management

1. How can human resource management contribute to a company’s success? Human resource can contribute to a company’s success in that, it helps the organization motivate people ensuring that their goals are met and satisfied, individual’s goals or needs could vary from money, self-realization, learning, developing and more so growing as an individual. 2. Imagine that a small manufacturing company decides to invest in a materials resource planning (MRP) system. This is a computerized information system that improves efficiency by automating such work as planning needs for resources, ordering materials, and scheduling work on the shop floor.

The company hopes that with the new MRP system, it can grow by quickly and efficiently processing small orders for a variety of products. Which of the human resource functions are likely to be affected by this change? How can human resource management help the organization carry out this change successfully? The human resource functions likely to be affected by almost all nine functions of Human resources. The design of work would need to be considered in a new light than it was before the change in systems.

The human resource management job would change itself as it’d become automated, Recruitment, selection, hiring as well as training would require some modifications. Performance management would need to be reevaluated because of the changes from the new system. Human resource management can help the organization carry out the change successfully by using its knowledge of individual’s behavior as well as performance management tools so as to help the organization to manage the process in a productive manner. 3. What skills are important for success in human resource management? Which of these skills are already strengths of yours? Which would you like to develop?

The skills important for Human resource management are as follows:
* Organizational
* Business Ethics
* Communication
* Multitasking
* Dedication
* Decision making skills
* Leadership skills
* Technical skills

All of these skills are strengths of mine; however, I need to improve on my leadership skills as well as my technical skills to keep me updated on new techniques. 3. Traditionally, human resource management practices were developed and administered by the company’s human resource department. Line managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved? Line managers are becoming involved in the development and implementations of human resource management practices because the information from line managers is needed to determine policies and practices that would be used to reinforce the day to day needs of the organization

5. If you were to start a business, which aspects of human resource management would you want to entrust to specialists? Why? If I were to start a business, the aspects of human resource management which I would entrust to specialists are Administrative services and transactions, which would take care of hiring employees and answering questions. I chose this aspect because, with the knowledge of my business, the human resource specialist will be in a better position to find the qualified applicants. 6. Why do all managers and supervisors need knowledge and skills related to human resource management?

All managers and supervisors need knowledge and skills related to human resource management because; some of their responsibilities are usually closely related with the functions of human resource managers, such as interviewing candidates, providing training, analyzing employees work. Taking a close look at their jobs, managers and supervisors are sometimes the face of the company to their employees. 7. Federal law requires that employers not discriminate on the basis of a person’s race, sex, national origin, or age over 40. Is this also an ethical requirement? A competitive requirement? Explain.

In my opinion, it is not an ethical requirement because ethics simply refers to the principles of knowing what is right and what is wrong. Further, organizations have to adhere to laws and regulations which are put in place. It is not a competitive requirement either because; most people would rather work for a company who they can trust. If the company is operating on an unethical manner, its might be detriment to the company and if they operate in an ethical manner, then the company would benefit from that.

8. When a restaurant employee slipped on spilled soup and fell, requiring the evening off to recover, the owner realized that workplace safety was an issue to which she had not devoted much time. A friend warned the owner that if she started creating a lot of safety rules and procedures, she would lose her focus on customers and might jeopardize the future of the restaurant. The safety problem is beginning to feel like an ethical dilemma. Suggest some ways the restaurant owner might address this dilemma. What aspects of human resource management are involved?

The restaurant owner may address this dilemma by acquiring some knowledge on the values of safety training as safety is important for workers as well as the customers. If the owner views the safety training as an addition to value to the restaurant, the owner may be able to get over any fears and worries associated with this dilemma. The area of human resource management that could be involved would be the training and development function. 9. Does a career in human resource management, based on this chapter’s description, appeal to you? Why or why not?

No, a career in human resource management does not appeal to me, this is because, I have career aspirations which does not fall under any aspects of Human resource management.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 1589

  • Pages: 6

Human Resource Management

The key to transform a great business idea into reality. Every business concept has a hand in hand relation with the manpower who will drive various aspect of the business. Unless the human resource and various aspect of it is not understood and utilized appropriately the success of business

Competency and Its Mapping

Competence (or competency) is the ability of an individual to perform a job or any given assignment properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual or group of employees. Various kind of competency was understood and based on this an individual or group of individual may be assigned a job. At the same time I got an opportunity to assess my personal competency and how it may be shifted to expert level i.e. I was not very comfortable with sudden changes in the course action suggested by my senior – dealing with non clear instruction use to disturb me. But now I have understood that this is a part of job as one grows up in the corporate structure. And will have to manage such situation with better competency.

Recruitment

The process of recruiting an individual for some known set of job is also one of the important take away from this course. This refers to the process of attracting, screening, and selecting a qualified person for a job. The process to achieve competency in all the above mentioned skills was discussed in the course and it gave a fairly good idea on how to manage.

Training and Development

Training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. A well trained employee is the most valuable asset to the organization – as he is capable of executing most of the process desired by the respective individual.

Important Legal Aspect In Reference to Indian Labor law.

The legal aspect in the context of Indian labor law – we got acquainted to some of the important laws which we must know as managers. This is for our benefit, the benefit of the group, company, society and the nation at large. The bellow mentioned acts were very informative.

▪ Industrial Disputes Act 1947 ▪ Trade Union Act 1926 ▪ Factories Act 1948 ▪ Employee’s Provident Funds & Misc. Provisions Act 1952 ▪ Employees’ State Insurance Act 1948 ▪ Maternity Benefit Act, 1961 ▪ Payment of Gratuity Act 1972 ▪ Employees’ Compensation Act 1923

Although the take away in this course cannot be documented fully but I have pointed out few of them which was important to me. The take away will be demonstrated in the time to come by the way it is implemented in the real and practical situations.

HR audit on Appraisal System

HR audit is the systematic verification of various aspect of human interaction with the concerned job. This encompasses job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and morale, participative management, communication, welfare and social security, safety and health, industrial relations, trade unionism, and disputes and their resolution. HR audit is very much useful to achieve the organizational goal and also is a vital tool which helps to assess the effectiveness of HR functions of an organization. It gives an idea that the organization is aligned to the organizational vision, mission and goal or not.

In reference to this assignment I have done audit of “appraisal system and its linkage to pay for performance”

Appraisal System and Pay for Performance

The purpose to do this audit is to examine and pinpoint strength and weaknesses related to HR areas – like appraisal system and Pay for performance system to enable an organization to achieve its long-term and short-term goals. This audit is done for my own organization. Few suggestions for improvement are also added.

The present Appraisal system

The job role is clearly explained and is quantified. The performance is rated as A+ , A, B+ , B and C. The one who exceed in achieving the goal this will get A+ and so on. The one who gets A+ will be rewarded monetarily for display of great performance which exceeded the given target. Rest all will not be financially rewarded. This happens every quarter and finally at the end of financial year. Management felt it needed to use pay-for performance as an additional inducement either to achieve particular goals, to reinforce learning and/or team behavior in semiautonomous teams, and or to compensate for an increase in span of control due to de-layering.

In this assignment I will try to point out the negatives of this kind of appraisal system

Negative points

Everyone is concerned for their target and tend to ignore the following. Specifically, they motivate employees to focus excessively on doing what they need to do to gain rewards, sometimes at the expense of doing other things that would help the organization.

1. The senior many time fails to inculcate employee motivation towards their individual achievement goal – which in turn is a component of immediate senior goal. i. Hence fails to inculcate the charm of achieving challenging but doable goal.

2. There is a quota of number of person who will get recognized for excellent performance. Corporate budgets for bonuses often limit payout.

i. That in other terms means – the achievement of goal is not the only measuring parameter. There are several more differentiating factors which decide that the individual will get recognized or not.

ii. This sometime becomes non motivating factor in the mid of the evaluation course when an individual realizes that the recognition is based on the ability beyond the achievement of target.

iii. Managers can lose commitment to the pay system if it pays out more than anticipated due to problems in payout standards and if there are changes in performance standards due to changes in technology and organizational arrangements and unanticipated learning curves.

iv. It is changing circumstances that make it difficult for managers to sustain links between pay and performance in a way that will avoid perceptions of unfairness and inequity. Such perceptions can undermine the perceived link between pay and performance so important to sustain its motivational power.

3. There is no formal discussion with the HR representative during the appraisal.

i. Which leads to inappropriate focus of personal development from HR point of view.

In other words, rather than assuming that there are universal best practices for pay-for-performance, it may be that what is effective for a particular organization depends on some unique aspects of its culture, and one must, therefore, be cautious in generalizing from one organization to another, even within the same industry. To ignore employee discontent with the pay system would mean undercutting the high-commitment culture.

Suggestion for changes

1. Discussion on the goal with the individual – monthly, quarterly as well as half yearly and finally annual.

2. The recognition of performance should be based on the attitude and genuine motivation towards achievement of goals set during the above discussion.

3. Appraisal should be done in presence of HR representative and immediate supervisor.

4. Many times the individual does not know why he is being asked to do any specific job and is unable to see the bigger picture i.e corporate strategy, competitive strategy and functional strategy. And hence the individual does not feel himself inclusive in the overall process.

5. Apart from the specific goals of the company – there must be a focus on the personal skill, knowledge and attitude of the employee. There must be a discussion on the training need and requirement. This will strengthen the most valuable asset of any organization.

6. The pay for performance should not be limited to little number of persons. It should be distributed in form of slabs to all.

7. High commitment can only be created if employees develop an emotional attachment to the task, management, and the company. This in turn can only be developed if they feel fairly treated. And, this in turn is a function of how much voice they have in issues that affect task performance and their well-being.

8. The recognition of performance should not be based on the skills other than the professional need.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 964

  • Pages: 4

Human Resource Management

Management objectives as well as the ways in which enterprises are managed in order to attain these objectives and the human resource management (HRM) and industrial relations (IR) initiatives are affected by pressures, among which are exerted by globalization. Changes in IR practices instead of in institutions and systems including the increase in collective bargaining at the enterprise level, changes in employment forms, working time and work functions are now evolving because of such factors as increase in competition, rapid changes in products and processes and the importance of skills and productivity.

In the same manner, these factors have led to a substantial amount of influence on HRM policies and practices. Convergence and Divergence in HRM Practices One thing that can be readily seen from in managing change on a global scope are the important elements such as the involvement of the employees, greater customer orientation, ensuring that employees’ skills are appropriate to the production and the services are acceptable to the global market. Thus, in all these, managing people so that they are motivated properly now becomes an important agenda of HRM.

Included in the implications and consequences of globalization are: (De Silva). 1. In this set up, nations become more economically interdependent than before, especially in the light of foreign direct investment interlocking economies, and that of an increase in free trade. The inability of economies to be ‘self-sufficient’ can now be a cause for the breakdown of investment and trade barriers. 2. Governments are now becoming less able to control capital flow, information and technology across borders.

3. There has been de-regulation of financial markets, as well as the integration of markets for goods, services and capital. 4. There is now a de-nationalization of enterprises because of more global companies and global webs. 5. Quality is now the dictating factor in the production of goods and services which can be acceptable to the global market as well as the convergence of customer tastes across borders. 6. Competition is the key factor in attracting investment, goods and services.

This requires high quality skills at all levels in order to attract high value-added activities which are distinct from cheap labour low value-added ones, and improvements in productivity. In effect, enterprises that are driven by market pressures must include the ability to change and to respond rapidly to market needs and demands. Thus, effective and efficient HRM is important in achieving these goals. More and more, HRM managers are seeing that improved quality and productivity which are directly linked to motivation can be done through training, employee involvement and extrinsic and intrinsic rewards.

(De Silva). The onset of the tremendous geographic, economic and sociological changes brought about by the globalization makes the concept more appealing and interesting to encapsulate in one framework or analysis. Such framework is often referred to as a paradigm which is in essence, means a general view of the whole as a means of understanding and explanation. Presently, there has been a great debate in the international circles whether the effects or the implications of globalization is good or bad. This query oversimplifies the matter, of course.

However, the issue of globalization and our collective understanding and reactions to it shall ultimately define the general frame by which we define its advantages and disadvantages or good and bad effects, so to speak. As a term, globalization means different things to different people. To some, it is a purely economic trend, the result of the market system unleashed on a worldwide scale, a century-long process that has now been vastly accelerated by the fall of Communism and the relaxation of other restrictive economic practices. (Baha’I International, 1997)

To some others, globalization defines the ever widening process of international interchange and interconnection that can be witnessed in so many aspects of life, whether it is in arts and culture such as world music with distinct melodies and rhythms, political events, social missions, or the realization that there are suddenly many more foreign faces and accents in your country or place of origin than before. (Ibid. ) Critics say that the chaotic manner in which market forces have scaled up to the global level has a destructive effect that treats workers harshly, makes the poor poorer and the rich richer, and destroys the environment.

They say that its side effects are equally frightening, ranging from the spread of AIDS and drug abuse to the creation of a world monoculture that destroys local traditions and squelches diversity. Globalization, which is a consequence of increased human mobility, enhanced communications, greatly increased trade and capital flows, and technological developments, opens new opportunities for sustained economic growth and development of the world economy, particularly in developing countries.

Globalization also permits countries to share experiences and to learn from one another’s achievements and difficulties, and promotes a cross-fertilization of ideals, cultural values and aspirations. At the same time, the rapid processes of change and adjustment have been accompanied by intensified poverty, unemployment and social disintegration. Threats to human well-being, such as environmental risks, have also been globalized. (Ibid. )

Both of these points that globalization is inevitable. In all accounts, there is an agreement that globalization means unification, the flattening or the leveling of culture. Rather, contrary to the perceived dangers of globalization, regionalism, postmodern fragmentation, localism, the questions about and the formations of identity and community, and the contrasts or delimitations of these notions and acts have remained social, political, economic, etc. , factors.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 594

  • Pages: 2

Human Resource Management

After reviewing chapter 13 of Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities; I have reached the conclusion that the best way to improve the management of human resource is to:

•First place to start improvement would be to improve employee’s skills. Improving employee skills would be very beneficial to any company. Training is important as an employer I want to boost character, commitment, competence, and team player qualities in my employees. I think training sessions that teaches good reinforcement, involves skill role playing, on-the-job training, real-life simulations and experiential training, and welcomes feedback from the trainees are most effective. The training enhancement programs need to be designed based on analyzing data for each employee, and giving assessment before training.

•Then I have noticed when I enter certain business there’s a picture of one or more of their top employees. The employee is recognized for that week or month for his or her high quality of work. Recognizing your best employees will give other employees the incentives to produce quality work. Acknowledgement shows that you are a team player. Being a team player builds character in an individual.

•Next, providing incentives boost up moral. I would prefer to initiate the merit pay system for my employees. At my job every year we received a pay raise, not this year the union negotiated to put the raise toward a different cause. The union’s actions cause many employees’ morale to go down. There is nothing like receiving paid reasonable for working excessively.

The two areas that I selected are Labor Relations, and Pay and Benefits. Labor relations play a key role within a company. I have experienced employees having problems with their employers and do not have anyone to fight for his or her rights. Improvements with communication will provide the employees means of better communication within their employers. For instance, having an employee’s feedback box will provide all employees’ access to address different issue without the feeling of intimidation. The employees are aware that these issues can be very damaging to the company, if not addressed in the proper manner. I just think that the employees are more in tuned with the issues that are more pertinent. The area of Pay and Benefits is also an important factor.

Looking at today’s economy people is willing to work any job with good pay and benefits. In today’s society there are employees who expect to get paid for less work. There are employers who will pay less for more work. I think that ever employee needs to be evaluated honestly on his or her work performance. I would also have employee meetings to collect important feedback. In order to receive honest feedback, I will allow the employees to submit their opinions anonymously.

Conclusion After reading the three chapters concerning the ways that human resource management impacts a business. I have realized that I have a lot to learn reading is good but the best teacher is experience. I pray that everything I have and will read stay with me during my future business adventures. A great deal of what I have read, I have been experiencing through the actions of others on my job. Just like with everything else you have to weigh the pros and cons.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts

Human Resource Management Essay

Facebooktwittergoogle_plusredditpinterestlinkedinmail
Human Resource Management Essay
Rate this post

  • University/College:
    University of Arkansas System

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 968

  • Pages: 4

Human Resource Management

Kopanang Batho Cooperation Services is a company that distributes water to all parts of the urban and peri- urban societies. Its vision is to strive to provide clean water services to all stakeholders and the mission is to provide quality water through highly motivated and professional staff. Ogbor (2009:283) believes that, “a business is not defined by its name, status or articles of incorporation. Rather it is defined by what it offers, to whom it is offered and how it is offered.” In this assay discussed are the factors affecting human resource management in global organisations and how they affect human resource management. Firstly described, the economic factors; secondly, the political- legal system, thirdly, education and technology and then culture, how each affect the practice and theory of management. Firstly, the economic factors it is all about the change about the new developments in the wealth that managers need to be aware of. The changes brought about these factors require managers forward thinking and who can handle and adapt to change. According to Kynhans et al(2009), “All these things show how healthy the country is, in other words, how well the country is doing economically”.

Today’s organisations are operating in a global environment, the extents has become exceedingly complex and creates enormous uncertainty for managers. For example, some countries are prepared by the idea of free enterprise, that is people turn to find ways of doing things themselves in order to save costs and companies tend to loose clients due to that fact. Moreover, there are differences in requirements for severance pay and vacation days allowed to workers. Again, human resource management practices tend to change so as to prevent unemployment even at the cost of sacrificing productivity; this means some organisations go to the extent of losing productivity so as to spare its employees’ jobs. Secondly, the political – legal system, which involves the rules and the regulations at local and national level, as well as the activities that influence the company behaviour affect the human resource management.

Legal factors vary from country to country ant the rules and regulations enforced by a legal system can strongly affect human resource management as it states clearly the conditions for certain human resource management practices such as layoffs, hiring, training and compensation. Kynhans et. al cites, “every organisation is run according to the laws and regulation of that country’s government.” This means every organisation in a particular country is ruled by the laws of that country and they can affect that particular organisation. For example, in other counties it is simple to hire and fire employees while in other countries there are procedures to be followed to do both processes. Thirdly, education can also affect human resource management. “An organisation’s potential to find and maintain a qualified workplace is an important consideration in any decision to expand into a foreign market.” describes Sims (2010). This means that organisations consider educational background while selecting their employees and such organisations try all efforts to keep such candidates in the organisation.

For example, some organisations prefer hiring people who studied full time. Again, other companies prefer hiring candidates form certain well know schools around the world. Again, the technological environment in which a business operates also brings change within the organisation, either processes of production or the type of employees required. “Many organisations realise they need to start using new technologies to be able to compete with other business. This can have either a positive or negative effect on the people working in that organisation but companies still need to keep up to date with the latest technology developments to stay ahead of the competition,” cites Kynhans et al (2009:23). For instance, if a company needs to change technology, it might not be easy for other employees to adapt and that might delay production.

Introducing new products also can affect the organisation in a sense that other old working practices might change and be replaced by new practices and the advancement of technology doesn’t affect countries all at the same time thus some countries are not technologically advanced like others and that can affect the human resource management practices especially when it comes to job evolutions. Also culture can determine the other factors affecting human resource management in the marketplace.

“Differences in culture cause a great challenge in HRM,” stresses Francis (2010). Culture often determines the effectiveness of various human resource management practices, for example, a benefit valued to be important in one country can be comparatively worthless in another country and that can affect the HRM practice as the rules or regulations will have to differ from country to country. In conclusion, it is very important for managers to consider the numerous factors of doing business in different countries and organise the work in different nations. As the world is becoming one village, rules and regulations must at least be more or less the same so as to make it easier to run companies globally. For example, globalise the laws regulating employment so as to make it easy to run companies globally.

REFERENCES
Francis, C International Business: Text And Cases.2010(5th Edition).New Delhi: PHI Learning Private Limited
John, O. (2009). Entrepreneurship in Sub Zaharan Africa, A Strategic Management
Perspective
Mitras, D, Shrly .K (2009).Technology, Values and Social Forces in Technology Change Markham, M W. et al. (2009). Human Resource Management: Fresh Perspectives Sims, R, R. (2007). Human Resource Management: Contemporary Issues and Opportunities. USA: Information Age Publishing. Inc.

Facebooktwittergoogle_plusredditpinterestlinkedinmail

About the author

admin

View all posts