The document discusses various aspects of human resource management including human resource information systems (HRIS), HR audits, international HR practices, diversity and cross-cultural management, work-life integration, and HR outsourcing. It provides definitions and descriptions of each topic, highlighting key functions, benefits, and considerations. For example, it notes that HRIS systems can increase efficiency and effectiveness by facilitating more transactions with fewer resources and providing more accurate information. It also outlines some potential risks of HR outsourcing such as nonperformance of key functions and loss of institutional knowledge.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
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
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
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
Consumer attitude towards consumer behaviourArun Gupta
Attitude, nature of attitude, factors of attitude, consumer attitude, components of attitude, structural models of attitude, issues in formation of attitude, conclusion
Apple is using unethical business practices despite of being such a renowned company.Apple is using slave labour and harmful chemicals which are harmful for their employees
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
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.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
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Emerging trends in HRM
1.
2. Human resource management (HRM or simply
HR) is the management of human resources. It is
designed to maximize employee performance in
service of an employer's strategic objectives. HR is
primarily concerned with the management of people
within organizations, focusing on policies and on
systems
3. Human Resource Information System (HRIS)
HR Audit
IHRM Practices
Cross Cultural and diversity management
Work Life integration
Human Resource Outsourcing
4.
5. HRIS can be briefly defined as integrated systems used to
gather, store and analyze information regarding an
organization’s human resources.
HRIS is not limited to the computer hardware and software
applications that comprise the technical part of the system:
it also includes the people, policies, procedures and data
required to manage the HR function.
6. Large and small businesses are utilizing HRIS
Personal computers have made HRIS available
and affordable for any sized firm
HRIS has evolved from simple record-keeping to
complex analytical tools to assist management
decision making
7. HR Professionals
Reporting and compliance
Payroll and compensation analysis
Benefits administration
Applicant tracking, skills inventory
Functional Managers
Performance management and appraisal
Recruitment and resume processing
Team and project management
Training and skills testing
Management development
8. Individual Employees
Self-service benefit options
Career planning
Training and development
9. Increased Efficiency –
more transactions with fewer resources
Increased Effectiveness –
more accurate information and simplification of
processes
10.
11. Human Resource Audit or HR Audit is the process of
examining policies, procedures, documentation,
systems, and practices with respect to an
organization's HR functions.
12. To assess the effectiveness of the Human Resources
function to ensure regulatory compliance.
To look for potentially serious problems.
To find areas needing improvement .
To document processes for use in merger, reorganization or
inspection.
To address compliance issues .
13. Create an HR business plan
Streamline HR work process
Monitor compliance with established regulations and
procedures
Develop user friendly HR systems
14.
15. International Human Resource Management Practices
Simple definition – the process of managing people in
international setting
Someone defined it as “the HRM issues and problems
arising from internationalization of business and the
HRM strategies, policies and practices which firm
pursue in response to internationalization process
HRM is the management of HR in business operations
in atleast two nations
16. Address a broad range of HRM
activities
HR issues relate to employees
belonging to more than one
nationality
Greater involvement of HR
manager in personal life of
employees
Greater exposure to risk in
international assignments
Has to manage several
external factors such as govt.
Regulation of foreign country
Address a narrow range of
HRM activities
HR issues relate to employees
belonging to single
nationality.
Limited involvement of HR
manager in personal life of
employees
Limited risk in domestic
assignments
Limited external factors to
deal with
17. International Staffing
Pre-departure training for international assignment
Repatriation
Performance management in international
assignments
Compensation issues in international assignments
18.
19. Culture is relative that guide the behavior of people in
a society or community and that are passed on from
one generation to the next
20. Language
Nationality
Sex
Education
Profession
Ethnic group
Religion
Social class
Corporate culture
Family
Values
Norms
Attitudes
Customs
21. “Cross culture management involves managing work
teams in way that considers the differences in cultures,
practices and preferences of consumers in a global or
international business context”. CCM is a fairly new field
that is based on theories and research from:
Cross Culture Psychology
International Business
Organizational Behaviour
Human Resources
Anthropology(study of human’s aspect of society)
22. Cross Culture Management seeks to
Understand how national cultures affect management
practices
Identify the similarities and differences across cultures
in various management practices and organizational
contexts
Increase effectiveness in global management
23. Diversity management is the strategy of using best
practices with proven results to find and create a diverse
and inclusive workplace.
Best Practices Include:
Employee resource groups
Diversity councils
Mentoring and sponsorships
Supplier diversity
24. 1. Define your terms - define diversity for your
organization as there is no one-size-fits-all solution
2. Be realistic - when setting goals, involve everyone who has
a responsibility for diversity
3. Build in metrics- Diversity management should measure
progress toward specific, quantifiable long and short term
goals
4. Setup a system
5. Educate-Everyone needs to be trained
6. Assemble your resources
7. Demonstrate CEO support
25.
26. Work-life integration is an outcome of people
exercising control & choice in their life to meet life’s
challenges
This can be managing work responsibilities alongside
their personal & family needs.
The areas of a person’s life which require integration
will change based on the individual’s life stages
A person in his or her 20s may be balancing career
development and social activities
27. In 30s, when a person gets married & starts a family,
family & job responsibilities become competing
challenges
28. Work & life stressors will continue to increase, as
expectations & choices compel us to seek for what is a
“good life’’.
Our core values & life goals become the skill-set that
enables us in work-life balancing and in living & work
efficiently and effectively.
When organization take cognizance of this work-life
imperative and designs a conducive work environment
it motivates the employees to work more efficiently
and productively.
29. 1
Establish the
need to
implement/
modify work-life
strategy
2
Assess business
needs and
employee’s
work-life needs
3
Implement
work-life
programmes
4
Evaluate work-
life programmes
30. Organizations implement work-life programmes for
one or more of the following reasons:
Attract and/or retain talent
Raise morale
Increase productivity
Save on real estate and overhead expenses
Reduce healthcare costs
Provide work flexibility in response to changing
employee needs
31. Increase commitment
Combat burnout
Be an employer of choice
Stay ahead of the competition
32. Business needs include corporate values, objectives
and operational standards that cannot be
compromised for any reason.
If a business revolves around customer-facing services
(e.g in a retail outlet) it may be possible to implement
flexi-time with some creative scheduling
33. Develop a communication plan – Successful
implementation of work-life programmes hinges on proper
communication of the programmes to employees
Employees needs to be aware of work-life programmes to
reap its benefits, thereby improving employee engagement
& turnover.
Senior management support – Support from senior
management for work-life strategy, will make employees
feel comfortable in supporting, participating and using the
work-life programmes.
34. Measuring the effectiveness of work-life programmer
allows us to determine whether we have met the
objectives
Utilization rate of the work-life programmes
Absenteeism
Employee job satisfaction, engagement, ect.
Turnover rate
Feedback from employees about the work-life
programme in meeting their needs
Feedback from exit interviews
35.
36. The performance
by outside parties,
on a recurring basis,
of tasks that would
otherwise be
performed in-house.
37. 58% of companies outsource some HR function
91% of companies with $1 billion+ annual revenues
are now considering HRO
HRO grew 28% from second half of 2004 to first half
of 2005
38. Allow HR to focus on core competencies
Creates strategic opportunities for HR
professionals
Improve quality, efficiency, and effectiveness
Relief from administrative burdens
Reduce operating costs
39. Access to outside HR expertise
Greater diversity of HR services
Leverage vendor investments in technology rarely
available to HR organization
Limit fiduciary, audit, and litigation risks and
liabilities
Upgrade level of customer service
Ease time pressure demands
“Better, faster, cheaper”
40. Over promise and under deliver
Nonperformance of key function
Cost
Loss of institutional knowledge
Difficulty managing vendor relationship
Change in provider’s business or financial stability
Lack of fit with company culture
Organizational resistance or unreadiness