This document discusses how Barnsley Hospital NHS Foundation Trust uses the Employee Relations module in ESR to record and manage employee relations cases such as grievances, disciplinaries, and flexible working requests. It allows the Trust to track key details and outcomes for each case, report on case volumes and protected characteristics, and efficiently answer Freedom of Information requests. Recording cases electronically in ESR rather than on paper files saves resources and helps the HR team manage caseloads and meet deadlines.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
Payroll processing involves complex calculations and ensuring compliance with tax regulations. Outsourcing payroll processing reduces costs and penalties from errors, frees up time to focus on core business activities, and leverages an outsourcer's payroll expertise. Innovation Infosoft Technologies offers customized payroll processing solutions using their versatile payroll software. They process payroll accurately each month, provide reports to employees and employers, and ensure tax compliance.
This document discusses reward systems and employee motivation. It defines rewards as benefits received by employees for job performance. There are intrinsic rewards like a sense of achievement, and extrinsic rewards provided by managers like recognition and bonuses. An effective reward system aligns rewards with organizational goals to motivate employees. It should involve employees and set transparent standards. Recognizing accomplishments, offering varied rewards, and changing rewards frequently can help consider different employees. The conclusion emphasizes the importance of a comprehensive reward system that provides both intrinsic and extrinsic factors to create long-lasting employee engagement.
The document discusses the implementation of broad banding at Habib Bank Limited (HBL) in Pakistan. It summarizes that HBL previously had a two-tier compensation system of regular and contractual employees that led to demotivation, which broad banding aimed to address. Broad banding involved merging job levels and salary grades into wider pay bands to increase pay flexibility and internal equity. It outlines the key steps taken by HBL to implement broad banding, including realigning job levels and titles, redistributing employees into new pay bands, and communicating changes to employees through town hall meetings. The goal was to create a unified one-tier compensation system and improve the employee experience at HBL.
The document discusses job analysis which is defined as the process of gathering and analyzing information about job content, requirements, and context. It involves identifying job characteristics, tasks, skills, qualifications, and relationships to other jobs. Job analysis is used for human resource planning, recruitment, personnel selection, training, performance appraisal, and health and safety. It provides the basis for creating job descriptions which outline duties and responsibilities, and job specifications which define minimum qualifications. Various techniques are used in job analysis including observation, interviews, questionnaires, and log records.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
The document discusses the functions of human resource management which include planning, organizing, staffing, directing, and controlling as managerial functions and employment, human resource development, compensation management, and employee relations as operational functions. It also outlines the roles of HR executives as service providers, administrative experts, facilitators, consultants, auditors, change agents, and employee advocates.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
Payroll processing involves complex calculations and ensuring compliance with tax regulations. Outsourcing payroll processing reduces costs and penalties from errors, frees up time to focus on core business activities, and leverages an outsourcer's payroll expertise. Innovation Infosoft Technologies offers customized payroll processing solutions using their versatile payroll software. They process payroll accurately each month, provide reports to employees and employers, and ensure tax compliance.
This document discusses reward systems and employee motivation. It defines rewards as benefits received by employees for job performance. There are intrinsic rewards like a sense of achievement, and extrinsic rewards provided by managers like recognition and bonuses. An effective reward system aligns rewards with organizational goals to motivate employees. It should involve employees and set transparent standards. Recognizing accomplishments, offering varied rewards, and changing rewards frequently can help consider different employees. The conclusion emphasizes the importance of a comprehensive reward system that provides both intrinsic and extrinsic factors to create long-lasting employee engagement.
The document discusses the implementation of broad banding at Habib Bank Limited (HBL) in Pakistan. It summarizes that HBL previously had a two-tier compensation system of regular and contractual employees that led to demotivation, which broad banding aimed to address. Broad banding involved merging job levels and salary grades into wider pay bands to increase pay flexibility and internal equity. It outlines the key steps taken by HBL to implement broad banding, including realigning job levels and titles, redistributing employees into new pay bands, and communicating changes to employees through town hall meetings. The goal was to create a unified one-tier compensation system and improve the employee experience at HBL.
The document discusses job analysis which is defined as the process of gathering and analyzing information about job content, requirements, and context. It involves identifying job characteristics, tasks, skills, qualifications, and relationships to other jobs. Job analysis is used for human resource planning, recruitment, personnel selection, training, performance appraisal, and health and safety. It provides the basis for creating job descriptions which outline duties and responsibilities, and job specifications which define minimum qualifications. Various techniques are used in job analysis including observation, interviews, questionnaires, and log records.
hrm definition ,importance and internal sourcesKetan Rai
This document discusses human resource management (HRM). It defines HRM as putting the right people in the right jobs to maximize their talents and abilities. The document outlines the importance of HRM at the enterprise, individual, societal, and national levels. This includes attracting and retaining top talent, increasing productivity and profits, promoting career growth, and facilitating industrial and economic development. Finally, it lists some internal sources of recruitment such as transfer, promotion, internal advertisements, and employee recommendations.
This document discusses traditional pay systems, merit pay systems, and effective performance appraisal plans for merit pay. It describes how merit pay ties compensation to performance evaluations using objective and subjective metrics. An effective merit pay program requires non-discriminatory performance appraisals that limit biases, establish clear job standards, and differentiate pay based on achievement of goals. However, merit pay programs can fail if they do not accurately measure and reward performance or if other factors influence compensation decisions.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
The document discusses various job evaluation methods, including ranking, classification, factor comparison, and point methods. It provides details on the advantages and disadvantages of each. It also provides an in-depth explanation of the Hay Guide Chart-Profile Method, including the three factors it uses (know-how, problem solving, and accountability) and how jobs are evaluated using questionnaires and a committee. The document outlines steps taken, such as periodic retraining and correlation studies, to ensure the Hay system is applied fairly. It explains how Hay points are used to determine salary ranges but do not directly impact individual salaries.
Job analysis is the process used to identify the tasks, duties, responsibilities, required skills, and working conditions of a job. It involves analyzing each job separately, rather than the person in the job. The results of a job analysis are used for training, performance reviews, compensation, and selection procedures. Common methods for conducting job analysis include interviews, questionnaires, observation, and reviewing work diaries.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Viva Note for MBA Exam (Major in Human Resource Management (HRM))Azim Uddin Khan
This document provides an overview of management concepts for an MBA viva voce exam in human resource management. It discusses fundamental management topics like the management process, decision making, organizational environment, motivation theories, and schools of management. It also covers fundamental human resource management areas like job analysis, recruitment, selection, and performance appraisal. Overall, the document serves as a study guide for an MBA student to review important management and HRM concepts for their exam.
The document discusses performance appraisal methods used to evaluate employee performance. It describes comparative appraisal methods like ranking, paired comparisons, and forced distribution that compare employees' performance. Behavioral appraisal methods like graphic rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales evaluate employees based on important job behaviors. Output-based appraisals assess performance based on quantifiable outcomes. The document also introduces a proposed new hybrid appraisal method that combines aspects of comparative, behavioral, and output-based approaches.
The document discusses placement, which is defined as the process of assigning a specific job to selected candidates by matching job requirements with candidate qualifications. It covers topics like the definition and concept of placement, its significance and benefits, and problems that can occur in the placement process. The document also outlines the key steps involved in placement, including constructing candidate profiles, comparing profiles to job families, and assigning individuals to specific roles.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
This document discusses Behaviorally Anchored Rating Scales (BARS) which are used to rate employee performance based on specific behaviors associated with different levels of performance. BARS define behaviors that correspond to exceptional, excellent, fully competent, and unsatisfactory performance for key job tasks. For example, a BARS for completing status change forms would define behaviors for a 5 (exceptional) as completing forms within an hour, 4 (excellent) as verifying information with managers, etc. BARS aim to provide an objective, equitable and individualized approach to performance evaluation, though developing and maintaining them can be time-consuming.
The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's personality, traits, and job performance. It aims to determine an employee's contributions and value. Some key methods discussed include rating scales, checklists, forced distribution, and behavioral anchored rating scales. Performance appraisal provides benefits like improving performance, making correct decisions, and minimizing dissatisfaction. Future-oriented methods covered are management by objectives, psychological appraisal, and 360-degree feedback.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Pay for performance and financial incentive Payam Nasehi
This document discusses pay for performance and financial incentive programs. It provides a brief history of such programs dating back to the 1800s and scientific management movement. It then outlines several major theories on motivation and incentives. The rest of the document describes different types of individual, professional, sales, and executive incentive programs, including piecework plans, standard hours plans, recognition awards, commission plans, annual bonuses, and stock options. It notes both the pros and potential cons of these various approaches.
Dell was founded in 1984 by Michael Dell to develop, sell, and support personal computers directly to customers. It pioneered the direct sales model of PCs and grew to become the largest PC manufacturer in the world. Dell employs strategies like cost effectiveness, customization, and direct-to-customer sales. It faces competition from companies like Lenovo, Acer, and Compaq. Dell's HR department focuses on recruitment, training, performance management, compensation & benefits to attract and retain talented employees.
Executive compensation consists of salary, bonuses, stock options, and other benefits provided to executives in exchange for their services to an organization. It aims to attract, retain, and motivate skilled executives through sufficient pay that takes into account performance, government regulations, and tax law. Compensation typically includes short-term pay like salary and bonuses as well as long-term pay like stock options and restricted stock to align executive interests with shareholders and company performance over time. Common forms of compensation include cash, deferred compensation, retirement packages, and perks.
'How Women Directors Can Contribute to Excellence in Corporate Governance'Dolly Dhamodiwala
The document discusses corporate governance and the role of women on company boards. It defines corporate governance and outlines its key pillars. It discusses how gender diversity, particularly having women on boards, leads to better company performance and decision making. It provides perspectives on how women directors can positively impact board dynamics, governance, and stakeholder relationships through qualities like inclusion, social awareness, and risk aversion. Statistics on women directors globally and in India are also presented. The document advocates expanding the pipeline of women directors through various measures.
establishing strategic pay plans
equity and its impact on pay rates
job evaluation methods
how to create a market-competitive pay plan
pricing managerial and professional jobs
contemporary topics in compensation
A study on stress management with special reference to a private sector unitIAEME Publication
This document summarizes a study on stress management conducted with employees at low levels of the SRF Limited company in India. The study aimed to identify organizational and individual stress factors experienced by employees and recommend solutions. A questionnaire was administered to 85 employees to collect primary data on stressors like job role, leadership, work-life balance issues, facilities etc. Analysis found high stress from job responsibilities, infrastructure issues, salary policies and physical threats. The document provides background on the company and outlines the research methodology used in the study.
This case study compares two competitive hotels, Sunrise and Beachside, located in a tourist city in Northeast United States. Sunrise had a 98% occupancy rate while Beachside had 71%. Sunrise's manager Joe implemented training and development programs, resulting in high guest satisfaction ratings and low turnover. Beachside's manager Sunny lacked human resources experience and knowledge, leading to high staff turnover. The case analyzes the strengths, weaknesses, opportunities, and threats between the two hotels, concluding Beachside needs to implement training and other HR initiatives to improve service quality and compete with Sunrise.
The document discusses issues that arose at Watson Public Ltd related to quality, packing, labeling, and on-time delivery of materials. The HR manager determined the issues were related to recently hired employees, not system problems. Specifically, the company hired new employees for higher positions without considering internal candidates and paid the new employees higher packages than existing employees in the same roles. This dissatisfied the current employees and likely led to the issues as a form of slowdown strike without formally striking. The HR manager's view that a lack of employee recognition and equality, rather than just equality, caused the problems.
hrm definition ,importance and internal sourcesKetan Rai
This document discusses human resource management (HRM). It defines HRM as putting the right people in the right jobs to maximize their talents and abilities. The document outlines the importance of HRM at the enterprise, individual, societal, and national levels. This includes attracting and retaining top talent, increasing productivity and profits, promoting career growth, and facilitating industrial and economic development. Finally, it lists some internal sources of recruitment such as transfer, promotion, internal advertisements, and employee recommendations.
This document discusses traditional pay systems, merit pay systems, and effective performance appraisal plans for merit pay. It describes how merit pay ties compensation to performance evaluations using objective and subjective metrics. An effective merit pay program requires non-discriminatory performance appraisals that limit biases, establish clear job standards, and differentiate pay based on achievement of goals. However, merit pay programs can fail if they do not accurately measure and reward performance or if other factors influence compensation decisions.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
The document discusses various job evaluation methods, including ranking, classification, factor comparison, and point methods. It provides details on the advantages and disadvantages of each. It also provides an in-depth explanation of the Hay Guide Chart-Profile Method, including the three factors it uses (know-how, problem solving, and accountability) and how jobs are evaluated using questionnaires and a committee. The document outlines steps taken, such as periodic retraining and correlation studies, to ensure the Hay system is applied fairly. It explains how Hay points are used to determine salary ranges but do not directly impact individual salaries.
Job analysis is the process used to identify the tasks, duties, responsibilities, required skills, and working conditions of a job. It involves analyzing each job separately, rather than the person in the job. The results of a job analysis are used for training, performance reviews, compensation, and selection procedures. Common methods for conducting job analysis include interviews, questionnaires, observation, and reviewing work diaries.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Viva Note for MBA Exam (Major in Human Resource Management (HRM))Azim Uddin Khan
This document provides an overview of management concepts for an MBA viva voce exam in human resource management. It discusses fundamental management topics like the management process, decision making, organizational environment, motivation theories, and schools of management. It also covers fundamental human resource management areas like job analysis, recruitment, selection, and performance appraisal. Overall, the document serves as a study guide for an MBA student to review important management and HRM concepts for their exam.
The document discusses performance appraisal methods used to evaluate employee performance. It describes comparative appraisal methods like ranking, paired comparisons, and forced distribution that compare employees' performance. Behavioral appraisal methods like graphic rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales evaluate employees based on important job behaviors. Output-based appraisals assess performance based on quantifiable outcomes. The document also introduces a proposed new hybrid appraisal method that combines aspects of comparative, behavioral, and output-based approaches.
The document discusses placement, which is defined as the process of assigning a specific job to selected candidates by matching job requirements with candidate qualifications. It covers topics like the definition and concept of placement, its significance and benefits, and problems that can occur in the placement process. The document also outlines the key steps involved in placement, including constructing candidate profiles, comparing profiles to job families, and assigning individuals to specific roles.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
This document discusses Behaviorally Anchored Rating Scales (BARS) which are used to rate employee performance based on specific behaviors associated with different levels of performance. BARS define behaviors that correspond to exceptional, excellent, fully competent, and unsatisfactory performance for key job tasks. For example, a BARS for completing status change forms would define behaviors for a 5 (exceptional) as completing forms within an hour, 4 (excellent) as verifying information with managers, etc. BARS aim to provide an objective, equitable and individualized approach to performance evaluation, though developing and maintaining them can be time-consuming.
The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's personality, traits, and job performance. It aims to determine an employee's contributions and value. Some key methods discussed include rating scales, checklists, forced distribution, and behavioral anchored rating scales. Performance appraisal provides benefits like improving performance, making correct decisions, and minimizing dissatisfaction. Future-oriented methods covered are management by objectives, psychological appraisal, and 360-degree feedback.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Pay for performance and financial incentive Payam Nasehi
This document discusses pay for performance and financial incentive programs. It provides a brief history of such programs dating back to the 1800s and scientific management movement. It then outlines several major theories on motivation and incentives. The rest of the document describes different types of individual, professional, sales, and executive incentive programs, including piecework plans, standard hours plans, recognition awards, commission plans, annual bonuses, and stock options. It notes both the pros and potential cons of these various approaches.
Dell was founded in 1984 by Michael Dell to develop, sell, and support personal computers directly to customers. It pioneered the direct sales model of PCs and grew to become the largest PC manufacturer in the world. Dell employs strategies like cost effectiveness, customization, and direct-to-customer sales. It faces competition from companies like Lenovo, Acer, and Compaq. Dell's HR department focuses on recruitment, training, performance management, compensation & benefits to attract and retain talented employees.
Executive compensation consists of salary, bonuses, stock options, and other benefits provided to executives in exchange for their services to an organization. It aims to attract, retain, and motivate skilled executives through sufficient pay that takes into account performance, government regulations, and tax law. Compensation typically includes short-term pay like salary and bonuses as well as long-term pay like stock options and restricted stock to align executive interests with shareholders and company performance over time. Common forms of compensation include cash, deferred compensation, retirement packages, and perks.
'How Women Directors Can Contribute to Excellence in Corporate Governance'Dolly Dhamodiwala
The document discusses corporate governance and the role of women on company boards. It defines corporate governance and outlines its key pillars. It discusses how gender diversity, particularly having women on boards, leads to better company performance and decision making. It provides perspectives on how women directors can positively impact board dynamics, governance, and stakeholder relationships through qualities like inclusion, social awareness, and risk aversion. Statistics on women directors globally and in India are also presented. The document advocates expanding the pipeline of women directors through various measures.
establishing strategic pay plans
equity and its impact on pay rates
job evaluation methods
how to create a market-competitive pay plan
pricing managerial and professional jobs
contemporary topics in compensation
A study on stress management with special reference to a private sector unitIAEME Publication
This document summarizes a study on stress management conducted with employees at low levels of the SRF Limited company in India. The study aimed to identify organizational and individual stress factors experienced by employees and recommend solutions. A questionnaire was administered to 85 employees to collect primary data on stressors like job role, leadership, work-life balance issues, facilities etc. Analysis found high stress from job responsibilities, infrastructure issues, salary policies and physical threats. The document provides background on the company and outlines the research methodology used in the study.
This case study compares two competitive hotels, Sunrise and Beachside, located in a tourist city in Northeast United States. Sunrise had a 98% occupancy rate while Beachside had 71%. Sunrise's manager Joe implemented training and development programs, resulting in high guest satisfaction ratings and low turnover. Beachside's manager Sunny lacked human resources experience and knowledge, leading to high staff turnover. The case analyzes the strengths, weaknesses, opportunities, and threats between the two hotels, concluding Beachside needs to implement training and other HR initiatives to improve service quality and compete with Sunrise.
The document discusses issues that arose at Watson Public Ltd related to quality, packing, labeling, and on-time delivery of materials. The HR manager determined the issues were related to recently hired employees, not system problems. Specifically, the company hired new employees for higher positions without considering internal candidates and paid the new employees higher packages than existing employees in the same roles. This dissatisfied the current employees and likely led to the issues as a form of slowdown strike without formally striking. The HR manager's view that a lack of employee recognition and equality, rather than just equality, caused the problems.
The HR manager should not terminate the employee solely due to her pregnancy or poor performance during probation. Before termination, performance issues must be documented through warnings, memos, and an extended probation period. The employee's health and well-being should be prioritized over work. New guidelines are needed to protect women employees and ensure fair treatment.
The document discusses a task force assembled to address the problem of excess skilled bottling staff at Company XYZ between October and February each year. The task force proposes several alternatives to ensure the skilled employees are utilized year-round, including recycling bottles during the off season to reduce material costs, shifting employees to the company's hard drinks bottling process which has higher demand seasonally, outsourcing the skilled employees to other companies during the off season, and implementing a variable pay structure to incentivize employees to work during the off season. The task force will present these alternatives to management for consideration as future strategies.
The document discusses employee relations and outlines several key aspects of maintaining good employee relations. It discusses the importance of communication between employers and employees as well as among employees. Specifically, it outlines downward communication from employers to employees regarding training, benefits, safety, career development and other topics. It also discusses upward communication from employees to employers through feedback and performance appraisals. Finally, it discusses the advantages of maintaining good employee relations such as reduced absenteeism, improved morale and motivation, and increased productivity.
Watson Public Ltd is a manufacturing company known for its employee welfare schemes for over 10 decades. It has over 800 workers, 150 administrators, and 80 managers. The company treats all employees equally, with the same uniforms and cafeteria amenities regardless of position. The company has a cordial relationship with its registered trade union and has never had a strike. Recently, the company has been facing issues with quality, packaging mistakes, and delays. The HR department was tasked with solving the problems and discovered the issues were related to employees, not systems. The reasons identified were hiring new employees for higher positions without considering internal candidates and paying new employees higher salaries than existing employees in the same roles.
Zafar, the manager of a systems development department, saw many of his trained managers leave the company after obtaining advanced degrees through the company's educational reimbursement program. Ms. Sridhar, an electrical engineer, informed Zafar she was leaving for a competitor despite getting an MBA through the program, saying she saw no opportunities for advancement. Zafar was furious as this had happened several times, and wanted to meet with the VP of operations to complain about the policy and lack of planning for staff retention.
SAIL'S
SAIL was the world's 10th largest and India's largest steel manufacturer with a 33% share in the domestic market. In the financial year 1999-2000, the company generated revenues of Rs. 162.5 billion and incurred a net loss of Rs 17.2 billion. Yet, as on February 23, 2001, SAIL had a market valuation of just Rs. 340.8 billion, a meager amount considering the fact that the company owned four integrated and two special steel plants.
International HRM case study by Jayadeva de SilvaSelf-employed
1. Germany was one of the first developed countries to utilize foreign workers due to declining birthrates, bringing in many workers from Turkey. However, after its growth period ended, Germany encouraged Turkish workers to return with lump-sum payments.
2. Japan is also facing an aging population with low birth rates and is seriously considering utilizing foreign workers. However, its policy is to accept professional workers while prohibiting simple labor, and to accept technical interns to support partner countries' development.
3. Japanese companies have difficulties with their seniority-based personnel systems, where age and tenure are highly valued over performance. This system is unpopular among foreign workers who have trouble getting promoted or pay raises.
Top 10 employee relations specialist interview questions and answersjomkeri
This document provides resources for preparing for an employee relations specialist interview, including common interview questions, examples of different types of interview questions (situational, behavioral, etc.), and links to additional preparation materials. The body of the document lists and discusses answers to 10 common employee relations specialist interview questions. Useful links are provided throughout for additional reference materials on interview preparation.
HCL is a leading global technology company with core competencies in various areas including human resources, marketing, R&D, and financial management. It has a large, skilled workforce and focuses on training and developing its employees. HCL also has a strong global presence through its marketing and partnerships. Additionally, it continuously upgrades its technology through investments in R&D and has a strong financial position with above average returns. These core competencies across key business areas have allowed HCL to gain and sustain a competitive advantage in the industry.
Club Mediterranean, a large hotel company, was facing high turnover rates of around 50% among its GOs (congenial hosts). Issues included cultural and language differences between European and North American GOs, lack of training for new GOs, insufficient entertainment and feedback. The organizational structure consisted of a Chief of Village at each resort and Chiefs of Service who managed GOs within different functions. Suggestions to address turnover included providing proper training, year-round recruitment, more recreation, changed rotation policies, positive feedback, and stability to build group cohesiveness.
Scaling the Content Audit: ConfabMN 2014 Misty Weaver
How to scale content audits to map your ecosystem. Methods for quantitative, qualitative, and competitive analysis. This is intended as an introduction and work of inspiration, if you have questions about details involved in research please contact me via Twitter at @meaningmeasure. Let's get a lot of people to help provide answers that benefit all of us :)
If hired as the HR manager of a footwear company, I would:
1) Analyze job requirements and recruit the right candidates with the needed skills through various sources like internal promotions, advertisements, employment agencies and consultants.
2) Use a selection process including application reviews, interviews, tests and medical examinations to evaluate candidates.
3) Onboard new hires by providing orientation, training them on their roles and integrating them into the organization.
Best Practices for Campus Recruitment: A Case Study of Freddie MacCollegeRecruiter.com
Presentation delivered by Jennifer Henley of NAS Recruitment Communications on 12/7/2011 and 12/8/2011 at The George Washington University at the FedCollege recruiting conference co-organized by RECSOLU and CollegeRecruiter.com.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
This document discusses absenteeism in the workplace. It defines absenteeism and categorizes different types of absences. Absenteeism can negatively impact organizations by disrupting work schedules, lowering productivity and morale, and increasing costs. The document then examines common causes of absenteeism, such as job factors, economic pressures, social/cultural influences, and psychological reasons. Finally, it explores using incentives to reduce absenteeism by motivating employees to avoid unnecessary absences.
This document discusses Nestle, the largest food company in the world. It outlines Nestle's brand portfolio structure, from corporate brands to local brands. Nestle has a hierarchical brand portfolio structure to manage its many brands globally. The document also discusses Nestle's branding strategy, including establishing branding standards and linking corporate communications to product advertising. It provides the example of Nestle's acquisition of the Kit Kat brand and the challenges of applying its double branding strategy internationally.
Descriptive Statistics Name hereCourse hereDue dat.docxtheodorelove43763
Descriptive Statistics
Name here
Course here
Due date
Tutors name
Running head: DESCRIPTIVE STATISTICS
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DESCRIPTIVE STATISTICS
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Descriptive Statistics
Descriptive statistics is the analysis and summarization of data in such a way that it can show some pattern. This makes us to be able to make some conclusion regarding any hypothesis we have made (Evans, 1972). In descriptive statistics there are two main types which are analyzed .They include measures of central tendency and measure of spread.
Measure of central tendency
This describes the central position of a frequency distribution of data being analyzed .some techniques which can be used for this include; calculation of mode, medium and mean.
Measure of spread
This is used to describe the distribution of data. We can use; range, quartiles, absolute deviation, variance and standard deviation (Oja, 1983).
In our previous assignment we have been looking at how the hacking of Base Thrainssons’ Company system affected customers’ loyalty and we obtained the data below.
Response
Customer shops through out
Customer shops frequently
Customer shops
Occasionally
Customer does not shop at Base Thrainsson Company due to other reasons
Customer does not shop at all
Frequency
9
15
30
12
14
The analysis of this data is done on an excel document
The most applicable descriptive analysis is measure of central tendency. Measure of central tendency includes mean, mode and median (Evans, 1972). As seen in the analysis done on the spreadsheet and the table above, the class with the highest frequency is composed of customers who shop at Base Thrainsson Company occasionally. It has 30 customers.
As calculated in the excel document, the mean of the data collected is 16.
Mean =
Mean =
Mean= 16
Median is the separation between the higher half of data from the lower half. It is difficult to obtain the median in our data because our classes do not contain numerals.
Our data was normally distributed and not skewed.
Standard deviation is a measure of spread of data from its mean.
Where: is standard deviation
X is total number of interviewed customers
is the mean
n is the number of classes
Numeric Variable Name1
Distribution: State if not normally distributed
Central Tendency: mean =16, mode = 30
Dispersion: standard deviation = 32, range = 21
Number: 80
Min/Max: Min= 9 Max= 30
Confidence Interval: (if distribution is normal) 95%
Numeric Variable Name2 (if applicable)
Distribution: State if not normally distributed
Central Tendency: not applicable
Dispersion: not applicable
Number: not applicable
Min/Max: not applicable
Confidence Interval: (if distribution is normal) not applicable
Descriptive Statistics Interpretation
Numeric Variable Name1
Variable 1 is the number of customers who were interviewed. It represented the frequencies of different customers who shop at Base Thrainsson Company.
Numeric Variable Name2 (if applicable)
Variable 2 represents the different.
GROUP WORK - HRIS.pptx Bishop Stuart Universitymwesigye jimmy
The document discusses human resource information systems (HRIS). It defines HRIS and outlines its objectives, types, components, implementation steps, applications in HR management, benefits, and conditions for effectiveness. Specifically, it notes that HRIS is a technology-based system for acquiring, storing, and distributing relevant employee information. It aims to facilitate decision-making and reporting in HR. The document also describes the three levels at which HRIS operates - EDP, MIS, and DSS - and their purposes.
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Know more details here: https://www.tadalive.com/blog/41857/the-essential-modules-for-hrms-software-that-are-developing-an-efficient-hu/
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Human Resource Information System (HRIS) is an electronic system used to store and manage HR-related data. It helps HR managers perform functions more effectively and systematically. The key modules of an HRIS include payroll, recruitment, training and development, benefits administration, and performance management. Successful implementation of an HRIS provides benefits like increased efficiency and accuracy, while challenges may include lack of management support or communication issues.
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Document 1Instructions Write at least 500 words and Include at .docxelinoraudley582231
Document 1
Instructions: Write at least 500 words and Include at least 2 APA-cited references. Cite information and add a body of knowledge and relevance.
Why has risk modeling become pervasive in the security management professions? Why do you believe that MSRAM has become a favored Risk Management tool? Support your answer with the readings.
Number of Pages: 2 Pages
Number of Slides : No slides needed
Deadline: 3 days
Academic Level: College
Paper Format: APA
Document 2
Instructions: 1) Responded to message below. Should be at minimum of 250 words include direct discussion of the main points, answers, and question. Include at least 2 APA-cited references. Cite information and adding a body of knowledge and relevance.
Risk modeling is prevalent in the security management profession due to the fact that it gives professional guidance and adaptability. Utilizing a risk model help the owner know where business assets are and what needs to be considered and done to protect them from attack. It also help to figure out consequences if assets are exploited and what needs to be done to restore business continuity. It also gives opportunity for testing of policies and procedures and allows management to see real time errors and approve modifications.
The MSRAM was designed after the 2001 attacks on us citizens, with a focus on the critical infrastructures, Ports and Waterways. With so many different Risk Management tools it truly is difficult to pick the right tool for the job. But like stated below the MSRAM has been approved by the DHS and incorporates much from the DHS but also gives more detail which can and will help keep those who use this tool more informed of what they are doing. MSRAM generally aligns with DHS risk assessment criteria, but additional documentation on key aspects of the model could benefit users of the results. MSRAM generally meets DHS criteria for being complete, reproducible, documented, and defensible. Further, the Coast Guard has taken actions to improve the quality of MSRAM data and to make them more complete and reproducible, including providing training and tools for staff entering data into the model. (2011)
MSRAM methodology is a Microsoft Access application in two versions. The field-level version supports data collection, analysis, and "what if" analysis. The HQ version supports analysis and "what if" analysis of combined data at the classified level. The USCG MSRAM Model is supported with geographic risk displays at the local and HQ's levels.(2017)
2) Responded to message below. Should be at minimum of 250 words include direct discussion of the main points, answers, and question. Include at least 2 APA-cited references. Cite information and adding a body of knowledge and relevance.
Risk modeling has become pervasive in the security management professions especially because of the lack of accurate data it presents. One of the major responses within studies per.
