This document discusses adopting an investment perspective when managing human resources. It argues that employees should be viewed as human assets or investments rather than variable costs. Viewing employees as investments allows organizations to strategically develop policies to increase the value of employees and gain a competitive advantage. However, investing in human capital also carries more risk than physical assets since employees can leave the organization. The document recommends organizations evaluate and retain valuable employees in order to maximize returns on their human resource investments.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
It is well known that employees and their skills, abilities represent a significant asset for organization. It is an serious issue for any organization to measure this value as well as its contribution to the organization.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
It is well known that employees and their skills, abilities represent a significant asset for organization. It is an serious issue for any organization to measure this value as well as its contribution to the organization.
MacroEnterprises Case StudyHRM498Miriam Dozier.docxsmile790243
MacroEnterprises Case Study
HRM/498
Miriam Dozier
INTRODUCTION
Human resource is a management function that aims at maximizing employees performance with regard to the organization’s set objectives.
Focuses on the management of individuals within an organization.
Human resource exists as one of the departments within a given organization.
It performs various activities ranging from recruiting employees, development and training, performance appraisals to monitoring employee benefits.
It also look into matters concerning industrial relations, organizational change and transformations.
Human resource management covers the following areas, job designing and analysis, workforce planning, selection and recruitment, development and training, compensations and legal issues. Human resource management walks hand in hand with human relation movement and focuses on issues of strategic management.
2
WHY HR SHOULD BE A STRATEGIC PARTNER AT MACROENTERPRISE
Some people might argue that human resource management is not an important part of a vast business , the truth is, HR plays an important role in macro enterprises.
Human resource enhances the skills of employees within an organization, through this, the employees are able to meet the demands of the business.
Meeting the business demands by employees results in the rise of profit margins.
Human resource helps in improving the productivity of a given firm and employee satisfaction as it decreases the chances of employee stagnation and monotony.
Human resource boosts productivity through training of employees. Training helps employees to acquire confidence thus making them ready to handle challenges associated with business demands and production, the end result of all this is that, the organization ends up making lots of profits.
Profitability is one of the fundamental reasons why human resources management should be a strategic business partner. Full participation of all departments within an organization through the collaborative actions of the human resource department, promotes maximum reaping of profits by an organization.
3
WHY HR SHOULD BE A STRATEGIC PARTNER AT MACROENTERPRISE
Another key reason as to why human resource should be a strategic partner at a macro enterprise relates to issues concerning funds within an a organization,
Human resource can justify the usage of funds within a business enterprise.
For instance, it can justify why a certain project requires a certain amount of funds and why a certain amount should be allocated to certain projects and not others.
It can help in proper distribution of an organizations financial resources.
Through human resource, funding of training, implementation of competitive salaries, employee development programs can be effected.
Human resource department, looks into the welfare of employees, through the implementation of beneficial activities, the companies competitiveness and position rises thus attracting ...
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
C H A P T E R 1An Investment Perspective ofHuman Resource .docxjasoninnes20
C H A P T E R 1
An Investment Perspective of
Human Resource Management
Human Resources at Nordstrom
How can a retailer gain a competitive advantage in a cut-throat marketplace?
Middle- and high-end retailers generally locate in close proximity to each other
and often carry similar—but not identical—merchandise. Consequently their
sales and profit margins are usually in tandem. Nordstrom, however, has consis-
tently produced above-industry-average profits and continues to be profitable
when its competitors’ profits are falling or flat.
The key to Nordstrom’s success lies with the different way it manages its
employees. Sales employees are known as “associates” and considered the orga-
nization’s most valuable asset. The company’s success is rooted in its strategy of
providing superlative customer service. Associates are encouraged to act as
entrepreneurs and build strong personal relationships with customers, or
“clients.” In fact, many clients shop only with a particular Nordstrom associate
and call in advance to determine the associates’ schedules or to make
appointments.
Nordstrom’s strategy involves a heavy investment in the organization’s sales
force. Nordstrom provides associates with extensive training on merchandising
and product lines and offers high compensation. Its commitment to its employ-
ees is evident from the fact that the company’s organization chart is depicted
inverse from that of a traditional retailer. Associates are at the highest level on
the chart, followed by department and merchandise managers and, finally,
executives. This depiction cements the organization’s philosophy that the
customer is king. All efforts of senior-, middle-, and lower-level managers should
support the efforts of the sales force.
L E A R N I N G
O B J E C T I V E S
• Understand the sources of
employee value
• Gain an appreciation of
the importance of human
capital and how it can
be measured
• Understand how
competitive advantage can
be achieved through
investment in employees
• Gain an appreciation of
metrics, their measures,
and their usefulness
• Understand the obstacles
that prevent organizations
from investing in their
employees
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
E
ffective organizations are increasingly realizing that of the varied factors that contribute to perfor-
mance, the human element is clearly the most critical. Regardless of the size or nature of an organi-
zation, the activities it undertakes, and the environment in which it operates, its success is
determined by the decisions its employees make and ...
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Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
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To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
Firms consider pursuing various market segments as part of their overall growth strategies, which may include the four major strategies that are:Market Penetration, Market Development, Product Development and Diversification.
This presentation ion tell about the growth strategies that how various successful firms have adopted and got success.
History shows that the companies that continue to invest in their innovative capabilities during tough economic times are those that get best when growth returns.
This aspect of marketing provides place, time & possession utility to the customer. If a consumer wants to buy a tube of Colgate toothpaste, then the company ensures that toothpaste is made available to this consumer at a retail shop near by his residence- thus providing the ‘place utility’.
Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.The Service Strategy provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
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1.4 modern child centered education - mahatma gandhi-2.pptx
Adopting an investment prespective 1
1. INVESTMENT
PRESPECTIVE OF HUMAN
RESOURCE MANAGEMENT
Adopting an investment perspective (outlook)
Valuation of Assets.
Understanding & Measuring Human Capital.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
2. Introduction:
HR practitioners and management scholars
have long advocated that Human Resource
should be viewed from investment Perspective.
In current practice many organization
indicates that employees are viewed as valuable
investments ,however some still view that their
employees are variable cost of production while
their physical assets are treated as investments.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
3. When the EMPLOYEES are viewed as
VARIABLE COST then:
There is little recognition of the firms contribution
to their Training or the Cost of recruitment &
Training their replacement.
A focus purely on the investment of Physical
resources is shortsighted, Strategist believe
that Superior Production facilities or superior
product are usually not enough to sustain an
advantage over competitors
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
4. Investment in Human Resource &
Physical Facility
HUMAN RESOURCE
PHYSICAL FACILITY
– Can not be duplicated
– Cannot be reverse
engineered
– Provides a sustainable
advantage
– Can be duplicated
– Can be reverse
engineered
– In a long run it no
longer provide
sustainable advantage.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
5. According to Edward Lawler a
management scholar describe
investment in HR as under:
“To be COMPETITIVE , organizations in
many industries must have highly skilled
knowledgeable workers. They must
have a stable workforce ,since employee
turnover works directly against obtaining
the kind of coordination and organization
learning that leads to fast response & high
quality products & services.”
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
6. A Human Resource Management plays a
meaningful role in STRATEGIC MANAGEMENT
of Organizations.
An Investment Perspective Provides a valuable
guide for strategic Management.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
7. Adopting an investment perspective
(outlook)
Adopting a strategic view of HR in large
part involves:
Considering employees as human “Assets”
and developing appropriate policies and
programs as investments in these assets
to increase their value to the organization
and to the market place.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
8. Effective organizations realize that their employees do
have value, much as organization’s PHYSICAL CAPITAL
ASSETS, the following illustration states some of the value
employees bring to an organization:Technical Knowledge
Markets
Customers
Process
Environment
Ability to Learn& Grow
Openness to new Ideas
Acquisition of Knowledge /Skills
Decision making Capabilities
Motivation
Team Work
Interpersonal Skills
Leadership Quality
Commitment
Sources of Employee Value
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
9. The characterization of employees as
human
assets
has
important
implications
for
the
strategic
management of human resources in
that it allow us to consider HR from an
investment perspective.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
10. Physical and Capital assets in
organizations such as plant, property,
machinery and technology are
acquired and subsequently managed
most effectively by treating them as
investments.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
11. Viewing HR from an investment
perspective, much as Physical
assets are viewed rather than as
variable costs of production allows
an organization to best invest in its
people.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
13. Investment in HR
When an organization plans to invest in Human
Resource there is considerable risk and returns
associated to it .
for example-an organization needs to consider
not only the out-of-pocket costs for the training
but also the related opportunity cost such as lost
time on the job etc. against the enhanced
performance, potential increased loyalty and
motivation.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
14. Taking an investment perspective of HR having the
consideration that the physical resources / assets
such as facilities , products and services,
technologies and markets can be easily cloned or
imitated by the competitors.
Human assets can not be duplicated and
therefore become the Competitive Advantage
that an organization enjoys in its market.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
15. Rapid and ongoing advances in technology have created a
workplace where laborers are being replaced by
knowledge workers.
An organization technology is
invested in people than in capital.
becoming
more
As an example consider an organization whose primary
strategic objectives involves innovation.
An organization pursuing an innovation strategy cannot
afford high level of turnover within its rank. It needs to
retain employees and transfer among employees, the new
knowledge being developed in- house.
It also cannot afford to have its employees develop
innovative products, services and then take this
knowledge to a competitor for implementation.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
16. The significant investment in research and
development ends up having no return.
Because the outcome of the expenditure
(research & development) is the knowledge the
employees have developed .
It should be the strategy of the organization to
retain these employees and their knowledge
bases until an “new knowledge “
becomes
“owned “by the organization itself.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
17. This may leads to dilemma that whether an organization
should invest in human resource or not:
An organization investing in HR An organization not investing in HR
Attractive to its Prospective
Employees.
Less attractive to prospective
Employees.
Can retain its employees for
longer duration.
More difficult to retain its Employees.
Organizational competitive
position gets strengthen.
Weakening of organization
competitive position.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
18. Risk involved
An organization invests in its HR needs to ensure
that these investments are not lost.
For e.g. Well-trained employees become more
attractive in the market place , particularly to the
competitors who may be able to pay the employee
more because they have not had to invest in
the training that the employee has already
received.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
19. Risk involved contd…
Although an organization Physical assets
cant “walk” its human assets can and
making the later a much more risky
investment.
An organization can certainly buy or sell
their physical assets because it has
ownership of them ,but it does not own its
HR.
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM
20. Consequently an organization needs to
develop strategies to ensure that employees
stay long enough to get the maximum
returns on its investment related to the
employees .
This requires to Value its employees,
valuation of HR has implications for
compensation, advancement opportunities
and retention strategies as well as how much
should be invested in each area for each
employee
Jayant Isaac,Asso.Professor –
Mkt.,Sys.,& HRM