This document discusses how perspectives from service science and service-dominant logic can impact core concepts of human resource management. It presents new perspectives that view employees as intrinsic resources that can apply themselves through mutual agreements. This implies redesigning the relationship between organizations and human workers through co-creative models and institutional arrangements. It also discusses human resources taking on the role of steward that shapes new forms of cooperation and facilitates organizational change. The document concludes that applying these new perspectives would position human resources as a steward unifying interests of employees, organizations, and society through fundamental redesign of jobs and work operations.
César Ritz CollegesBachelor of Arts in Hos.docxalisondakintxt
César Ritz Colleges
Bachelor of Arts in Hospitality Business Management
Human Resource Strength perceived by employees
Student's Name
Luowenwen 743553
Wint war war phoo(Wayne) 739348
Jiayi Lyu(Grace) 742336
Date
11/01/2022
Instructors Name
Dr. Evelina Gillard
Course Name
SOCIAL PSYCHOLOGY OF HOSPITALITY
Words:2554
Table of Contents
Assessment 1 3
Article 1 3
Article 2 3
Article 3 4
Article 4 5
Article 5 6
Article 6 7
Summary of assessment 1 9
Assessment 2 10
Summary 17
Assessment 1
Article 1
Journal title: Individual perceptions of HR practices, HRM strength and appropriateness of care: A Meso, multilevel approach
Reference: Dello Russo, S., Mascia, D. and Morandi, F. (2016) “Individual perceptions of HR practices, HRM strength and appropriateness of care: A Meso, multilevel approach,” The International Journal of Human Resource Management, 29(2), pp. 286–310. Available at:
https://doi.org/10.1080/09585192.2016.1165276
Overview:
This article aims to provide a multilevel analysis of the effects of individual employees' perceptions of HR practices on the productivity of the work climate. Employee perception variability is also portrayed as the prerequisite for the excellence of an organization. The article elaborates that Human resource equips employees with skills and practical knowledge, which is imperative for gaining proactivity in their work. This article has also provided a piece of evidence that human resource management provides assurance of job security and diminishes the fear of facing the consequences of job loss. Conclusively, the objective of human resources, which is to promote the shared interest of the workers, is discussed in detail. This article is useful as it states that Human resource management imbibes a sense of responsibility and helps employees to fulfill organizational expectations. The article is scholarly and peer-reviewed, authored by and reviewed by field experts. It is also published in a credible international journal of human resource management. It is authentic and reliable research conducted in 44 departments of 27 different hospitals and includes 2821 participants. This work will reinforce the topic by proving its validity. It will help understand the processes of HR practices, their effectiveness, and important implications for HR managers regarding the involvement of people in HR tasks.
Article 2
Journal title: HRM system strength and HRM target achievement-toward a broader understanding of HRM processes
Reference: Hauff, S., Alewell, D. and Katrin Hansen, N. (2016) “HRM system strength and HRM target achievement-toward a broader understanding of HRM processes,” Human Resource Management, 56(5), pp. 715–729. Available at:
https://doi.org/10.1002/hrm.21798
Overview:
The author's purpose is to analyze the HRM system strengths to bridge the gap for professional achievements and provide evidence regarding th.
Strategic human resource management technology effect and implication for dis...IJECEIAES
Strategic human resource management involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to major long-term business objectives. HR management has changed dramatically in recent decades. It was once largely an administrative function focused on day-to-day responsibilities such as employee recruiting and selection and managing employee benefits. Changing labor market conditions and new business thinking call for HR business strategies that include recruiting and retaining the right people, as well as providing ethical and cultural leadership[1].This paper discusses the following issues : The importance of human resource activity , The importance of strategic human resource planning, The changing role of human resource management and nature of work and non government organizations , Technology effect on human resource management and implications for distance training and learning .A field study was conducted to know the attitude of one hundred and five Saudi employees towards the effect of distance learning and training on human resource management and development
9
Management
2014
Vol.18, No. 1
MAŁGORZATA GABLETA
ANDRZEJ BODAK
Professor Małgorzata Gableta
Wroclaw University of Economics
Ph.D. Andrzej Bodak
Wroclaw University of Economics
MAŁGORZATA GABLETA
ANDRZEJ BODAK
Employee interests in the
light of human resource
management concepts
1. Introduction
The category of employee interests is seldom
addressed in professional literature. Broad
empirical studies of the subject are sporadic.
However, respecting the employee interests is
of considerable value for company operation,
due to its strong impact on behaviours of
both individuals and employee groups, with
important consequences for the survival and
development of the organization. Realization
of employee interests is, in fact, the main reason
for taking up certain activities, which makes
it the prime mover of desired attitudes in the
work process. As a subject of such importance,
the problem is not adequately represented in
the concepts of human resource management.
Some references to the notion of employee
interests are present in the Harvard model
of Human Resource Management (HRM). At
present, the HRM concept may be regarded as
the most fundamental of modern approaches
to personnel in business organizations. It
seems that, for the purpose of this study, the
somehow associated concept of Human Capital
Management (HCM) may be omitted here,
at least insofar as it relates to the problem
of respecting employee interests (Baron,
Armstrong 2008, pp. 37-39). HCM represents,
DOI:
10.2478/manment-2014-0001 ISSN 1429-9321
10
Management
2014
Vol.18, No. 1
Employee interests in the light of human
resource management concepts
in essence, a variant of the HRM model (Oleksyn 2011, pp. 47, 52). However, it may
be interesting to analyse the evolution of the concept by evoking the associated
trend of High Performance Work Systems (HPWS). The systems in question are
characterized by formation of the so-called pillars (key management practices)
in the sphere of personnel management, aimed at increasing the effectiveness of
management processes. Moreover, the above trend is often associated with the
concept of High Involvement Work Practices (HIWP), with the dominant position
of the term involvement. The notion of employee involvement may be understood
as “...intellectual and emotional dedication to the organization or as a measure of the
work effort on the part of the employee” (Juchnowicz 2010, p. 35), which is in direct
relation to certain approaches to the realization of employee interests and the
interests of the employing organization.
This study represents an attempt at emphasizing the importance of employee
interest realization from the viewpoint of human resource management concepts.
The authors work on the assumption that the realization of employee interests
should be the core of any management practices that constitute the above
approaches to human resource management. This approach is re.
César Ritz CollegesBachelor of Arts in Hos.docxalisondakintxt
César Ritz Colleges
Bachelor of Arts in Hospitality Business Management
Human Resource Strength perceived by employees
Student's Name
Luowenwen 743553
Wint war war phoo(Wayne) 739348
Jiayi Lyu(Grace) 742336
Date
11/01/2022
Instructors Name
Dr. Evelina Gillard
Course Name
SOCIAL PSYCHOLOGY OF HOSPITALITY
Words:2554
Table of Contents
Assessment 1 3
Article 1 3
Article 2 3
Article 3 4
Article 4 5
Article 5 6
Article 6 7
Summary of assessment 1 9
Assessment 2 10
Summary 17
Assessment 1
Article 1
Journal title: Individual perceptions of HR practices, HRM strength and appropriateness of care: A Meso, multilevel approach
Reference: Dello Russo, S., Mascia, D. and Morandi, F. (2016) “Individual perceptions of HR practices, HRM strength and appropriateness of care: A Meso, multilevel approach,” The International Journal of Human Resource Management, 29(2), pp. 286–310. Available at:
https://doi.org/10.1080/09585192.2016.1165276
Overview:
This article aims to provide a multilevel analysis of the effects of individual employees' perceptions of HR practices on the productivity of the work climate. Employee perception variability is also portrayed as the prerequisite for the excellence of an organization. The article elaborates that Human resource equips employees with skills and practical knowledge, which is imperative for gaining proactivity in their work. This article has also provided a piece of evidence that human resource management provides assurance of job security and diminishes the fear of facing the consequences of job loss. Conclusively, the objective of human resources, which is to promote the shared interest of the workers, is discussed in detail. This article is useful as it states that Human resource management imbibes a sense of responsibility and helps employees to fulfill organizational expectations. The article is scholarly and peer-reviewed, authored by and reviewed by field experts. It is also published in a credible international journal of human resource management. It is authentic and reliable research conducted in 44 departments of 27 different hospitals and includes 2821 participants. This work will reinforce the topic by proving its validity. It will help understand the processes of HR practices, their effectiveness, and important implications for HR managers regarding the involvement of people in HR tasks.
Article 2
Journal title: HRM system strength and HRM target achievement-toward a broader understanding of HRM processes
Reference: Hauff, S., Alewell, D. and Katrin Hansen, N. (2016) “HRM system strength and HRM target achievement-toward a broader understanding of HRM processes,” Human Resource Management, 56(5), pp. 715–729. Available at:
https://doi.org/10.1002/hrm.21798
Overview:
The author's purpose is to analyze the HRM system strengths to bridge the gap for professional achievements and provide evidence regarding th.
Strategic human resource management technology effect and implication for dis...IJECEIAES
Strategic human resource management involves a future-oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to major long-term business objectives. HR management has changed dramatically in recent decades. It was once largely an administrative function focused on day-to-day responsibilities such as employee recruiting and selection and managing employee benefits. Changing labor market conditions and new business thinking call for HR business strategies that include recruiting and retaining the right people, as well as providing ethical and cultural leadership[1].This paper discusses the following issues : The importance of human resource activity , The importance of strategic human resource planning, The changing role of human resource management and nature of work and non government organizations , Technology effect on human resource management and implications for distance training and learning .A field study was conducted to know the attitude of one hundred and five Saudi employees towards the effect of distance learning and training on human resource management and development
9
Management
2014
Vol.18, No. 1
MAŁGORZATA GABLETA
ANDRZEJ BODAK
Professor Małgorzata Gableta
Wroclaw University of Economics
Ph.D. Andrzej Bodak
Wroclaw University of Economics
MAŁGORZATA GABLETA
ANDRZEJ BODAK
Employee interests in the
light of human resource
management concepts
1. Introduction
The category of employee interests is seldom
addressed in professional literature. Broad
empirical studies of the subject are sporadic.
However, respecting the employee interests is
of considerable value for company operation,
due to its strong impact on behaviours of
both individuals and employee groups, with
important consequences for the survival and
development of the organization. Realization
of employee interests is, in fact, the main reason
for taking up certain activities, which makes
it the prime mover of desired attitudes in the
work process. As a subject of such importance,
the problem is not adequately represented in
the concepts of human resource management.
Some references to the notion of employee
interests are present in the Harvard model
of Human Resource Management (HRM). At
present, the HRM concept may be regarded as
the most fundamental of modern approaches
to personnel in business organizations. It
seems that, for the purpose of this study, the
somehow associated concept of Human Capital
Management (HCM) may be omitted here,
at least insofar as it relates to the problem
of respecting employee interests (Baron,
Armstrong 2008, pp. 37-39). HCM represents,
DOI:
10.2478/manment-2014-0001 ISSN 1429-9321
10
Management
2014
Vol.18, No. 1
Employee interests in the light of human
resource management concepts
in essence, a variant of the HRM model (Oleksyn 2011, pp. 47, 52). However, it may
be interesting to analyse the evolution of the concept by evoking the associated
trend of High Performance Work Systems (HPWS). The systems in question are
characterized by formation of the so-called pillars (key management practices)
in the sphere of personnel management, aimed at increasing the effectiveness of
management processes. Moreover, the above trend is often associated with the
concept of High Involvement Work Practices (HIWP), with the dominant position
of the term involvement. The notion of employee involvement may be understood
as “...intellectual and emotional dedication to the organization or as a measure of the
work effort on the part of the employee” (Juchnowicz 2010, p. 35), which is in direct
relation to certain approaches to the realization of employee interests and the
interests of the employing organization.
This study represents an attempt at emphasizing the importance of employee
interest realization from the viewpoint of human resource management concepts.
The authors work on the assumption that the realization of employee interests
should be the core of any management practices that constitute the above
approaches to human resource management. This approach is re.
HR ANALYTICS: A MODERN TOOL IN HR FOR PREDICTIVE DECISION MAKINGIAEME Publication
Developments in Human Resources Management (HRM) are fast being integrated
with corresponding changes in data and information processing, which are
restructuring our environments. The domain of human resource analytics, which can be
understood as a data and analytical thinking-centred approach to Human Resources
Management, is fast becoming an indispensable part of organisational setups. The
present study explores the existing literature in the field of HR analytics and their
implications for predictive decision-making in organisations. This will also include
critically reviewing the literature on the integration of HR analytics in organisational
setups through the introduction of relevant IT infrastructure and provisions.
This paper demonstrates that Leadership - and Human Resource Management literature is moving towards a Service Science perspective in which value creation unfolds out of action situations embedded in polycentric systems interconnected by value propositions (Boxall & Purcell, 2016; Hartmann, Wieland, & Vargo, 2018; Ostrom, 1990). To contribute to this grounding, the authors draw on the perspectives of IAD-framework, Service Science and Service-Dominant Logic to provide further theoretical foundation for leadership (Kiser & Ostrom, 1982; J. Spohrer, Maglio, Bailey, & Gruhl, 2007; Stephen L. Vargo & Lusch, 2004). The purpose of this conceptual paper is to derive implications for the foundation, design and output of leadership by theory synthesis.
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
Without implementing HRM theories and best practices organizations would not achieve their desired goals and objectives. using class information and any other sources, discuss this statement giving relevant examples.
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
Whatever happened to humanresource managementperformance.docxphilipnelson29183
Whatever happened to human
resource management
performance?
Peter Prowse and Julie Prowse
University of Bradford, Bradford, UK
Abstract
Purpose – The purpose of this paper is to critically explore the evidence that human resource
management (HRM) could contribute to the improvement of organizational and individual
performance. It aims to examine the historical development of HRM and its emergence as a distinct
management discipline. The evidence indicates that HRM is the product of several different traditions
that range from a concern with employee welfare to the development of workplace relationships. The
paper critically re-evaluates what human performance is and assesses its contribution to
organizational effectiveness. What is particularly important is the lack of empirical literature on the
contribution of HRM and business performance. This paper will call for the re-evaluation of more
contemporary criteria of how people contribute to organizational performance in private, public and
the emerging non-profit making sectors.
Design/methodology/approach – The methodology adopted in this research uses critical
literature on the contribution of human resource management performance.
Findings – The main finding of this research is the understanding of the problems of research design
in measuring the contribution of HRM to develop performance in organizations.
Research limitations/implications – The research presented in this paper needs to review and
standardize comparative research design to confirm the performance of HRM in organizations. It
compares the alternative perspectives of measuring performance in financial criteria.
Originality/value – This paper reviews the research between key authors for exploring the
correlation between HRM and organizational performance for future research and examines the
influence of human resource professional bodies.
Keywords Human resource management, Performance measurement (quality), Critical success factors
Paper type Literature review
Introduction
This chapter evaluates the contribution of human resource management (HRM) to
improving organisational performance. What is evident from the literature is the
linkages between human resource management and organizational performance. One
of the key issues that needs to be examined is exactly what type of performance and
the contribution of HR techniques to increase performance.
Initially, the chapter evaluates the historical development of performance
management from the HRM literature before evaluating the debates on efficiency
and performance. It then outlines the development of HRM techniques designed to
evaluate the outcomes of HRM to improve organizational and individual performance,
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-0401.htm
The authors would like to thank the Editor and anonymous referees for their helpful comments
and suggestions.
Human resource
management
performance
.
Human Resource Management Policies and Supply Chain Management in Apparel Ind...journal ijrtem
Background: This study aims to determine the impact of human resource management (HRM) practices on supply chain management (SCM) in garment manufacturing firms.
Methods: This study found that garment manufacturing firms perform moderate level of HRM which have an impact on Supply chain Management (SCM).There is a correlation between HRM practices that proactively contributes in supply chain success. Training, an important HRM practise contributes greater to SCM success.
A two way approach was followed to collect Data which was from research papers and garment manufacturing firms. A Questionnaire was prepared which was filled by middle level managers of garment industry in order to know their perception as well as to understand the existing HRM practices which have or can have an impact on SCM.
Keywords: Human resource management, supply chain management, organization structure, competitive advantage, SME.
Best perspectives to human resource management by Arrey Mbongaya Ivoivo arrey
Publication
Best perspectives to human resource management
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
P.O. Box 181 Limbe Cameroon
Content
1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management
1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system
1.2 Personnel management/ Personnel Manager
1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management
1.4 What is ‘Hard’ and ‘Soft’ HRM?
1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM)
1.6 The Human Resource Manager and his role
2.0 Attempting a framework for Human Resource Management(HRM)
2.1 Using HRM as a style, a strategy and an outcome
2.2 Is HRM a restatement of Personnel Management?
2.3 Is HRM a new managerial discipline?
2.4 HRM as a resource-based dimension of management
2.5 The Strategic and international possibilities of HRM
3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches.
3.1The Harvard Model
3.2The Michigan Model
3.3Guest comparative models
3.4The ‘Choice Model’ and its benefits.
4.0The influence of senior management and their Effectiveness
4.1 policy makers
4.2 senior managers and their frames of reference
4.3 The more effective the better the policies
4.4 The Japanese example
5.0 Conclusion, limitations and proposals
5.1HRM a widespread contemporary, evolving & contingent tool
5.2The ‘softness’ of HRM, “bundles” and performance
5.3 Holistic thinking, right and egalitarian based HRM
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
More Related Content
Similar to Frosch M., Warg M., Lange M., (2021) HR Management - Impacts from Service (Eco) Systems.pdf
HR ANALYTICS: A MODERN TOOL IN HR FOR PREDICTIVE DECISION MAKINGIAEME Publication
Developments in Human Resources Management (HRM) are fast being integrated
with corresponding changes in data and information processing, which are
restructuring our environments. The domain of human resource analytics, which can be
understood as a data and analytical thinking-centred approach to Human Resources
Management, is fast becoming an indispensable part of organisational setups. The
present study explores the existing literature in the field of HR analytics and their
implications for predictive decision-making in organisations. This will also include
critically reviewing the literature on the integration of HR analytics in organisational
setups through the introduction of relevant IT infrastructure and provisions.
This paper demonstrates that Leadership - and Human Resource Management literature is moving towards a Service Science perspective in which value creation unfolds out of action situations embedded in polycentric systems interconnected by value propositions (Boxall & Purcell, 2016; Hartmann, Wieland, & Vargo, 2018; Ostrom, 1990). To contribute to this grounding, the authors draw on the perspectives of IAD-framework, Service Science and Service-Dominant Logic to provide further theoretical foundation for leadership (Kiser & Ostrom, 1982; J. Spohrer, Maglio, Bailey, & Gruhl, 2007; Stephen L. Vargo & Lusch, 2004). The purpose of this conceptual paper is to derive implications for the foundation, design and output of leadership by theory synthesis.
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
Without implementing HRM theories and best practices organizations would not achieve their desired goals and objectives. using class information and any other sources, discuss this statement giving relevant examples.
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
Whatever happened to humanresource managementperformance.docxphilipnelson29183
Whatever happened to human
resource management
performance?
Peter Prowse and Julie Prowse
University of Bradford, Bradford, UK
Abstract
Purpose – The purpose of this paper is to critically explore the evidence that human resource
management (HRM) could contribute to the improvement of organizational and individual
performance. It aims to examine the historical development of HRM and its emergence as a distinct
management discipline. The evidence indicates that HRM is the product of several different traditions
that range from a concern with employee welfare to the development of workplace relationships. The
paper critically re-evaluates what human performance is and assesses its contribution to
organizational effectiveness. What is particularly important is the lack of empirical literature on the
contribution of HRM and business performance. This paper will call for the re-evaluation of more
contemporary criteria of how people contribute to organizational performance in private, public and
the emerging non-profit making sectors.
Design/methodology/approach – The methodology adopted in this research uses critical
literature on the contribution of human resource management performance.
Findings – The main finding of this research is the understanding of the problems of research design
in measuring the contribution of HRM to develop performance in organizations.
Research limitations/implications – The research presented in this paper needs to review and
standardize comparative research design to confirm the performance of HRM in organizations. It
compares the alternative perspectives of measuring performance in financial criteria.
Originality/value – This paper reviews the research between key authors for exploring the
correlation between HRM and organizational performance for future research and examines the
influence of human resource professional bodies.
Keywords Human resource management, Performance measurement (quality), Critical success factors
Paper type Literature review
Introduction
This chapter evaluates the contribution of human resource management (HRM) to
improving organisational performance. What is evident from the literature is the
linkages between human resource management and organizational performance. One
of the key issues that needs to be examined is exactly what type of performance and
the contribution of HR techniques to increase performance.
Initially, the chapter evaluates the historical development of performance
management from the HRM literature before evaluating the debates on efficiency
and performance. It then outlines the development of HRM techniques designed to
evaluate the outcomes of HRM to improve organizational and individual performance,
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-0401.htm
The authors would like to thank the Editor and anonymous referees for their helpful comments
and suggestions.
Human resource
management
performance
.
Human Resource Management Policies and Supply Chain Management in Apparel Ind...journal ijrtem
Background: This study aims to determine the impact of human resource management (HRM) practices on supply chain management (SCM) in garment manufacturing firms.
Methods: This study found that garment manufacturing firms perform moderate level of HRM which have an impact on Supply chain Management (SCM).There is a correlation between HRM practices that proactively contributes in supply chain success. Training, an important HRM practise contributes greater to SCM success.
A two way approach was followed to collect Data which was from research papers and garment manufacturing firms. A Questionnaire was prepared which was filled by middle level managers of garment industry in order to know their perception as well as to understand the existing HRM practices which have or can have an impact on SCM.
Keywords: Human resource management, supply chain management, organization structure, competitive advantage, SME.
Best perspectives to human resource management by Arrey Mbongaya Ivoivo arrey
Publication
Best perspectives to human resource management
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
P.O. Box 181 Limbe Cameroon
Content
1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management
1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system
1.2 Personnel management/ Personnel Manager
1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management
1.4 What is ‘Hard’ and ‘Soft’ HRM?
1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM)
1.6 The Human Resource Manager and his role
2.0 Attempting a framework for Human Resource Management(HRM)
2.1 Using HRM as a style, a strategy and an outcome
2.2 Is HRM a restatement of Personnel Management?
2.3 Is HRM a new managerial discipline?
2.4 HRM as a resource-based dimension of management
2.5 The Strategic and international possibilities of HRM
3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches.
3.1The Harvard Model
3.2The Michigan Model
3.3Guest comparative models
3.4The ‘Choice Model’ and its benefits.
4.0The influence of senior management and their Effectiveness
4.1 policy makers
4.2 senior managers and their frames of reference
4.3 The more effective the better the policies
4.4 The Japanese example
5.0 Conclusion, limitations and proposals
5.1HRM a widespread contemporary, evolving & contingent tool
5.2The ‘softness’ of HRM, “bundles” and performance
5.3 Holistic thinking, right and egalitarian based HRM
Similar to Frosch M., Warg M., Lange M., (2021) HR Management - Impacts from Service (Eco) Systems.pdf (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Frosch M., Warg M., Lange M., (2021) HR Management - Impacts from Service (Eco) Systems.pdf
1. HR-Management: Impacts from Service (eco) Systems
Markus Warg
Institut für Service Design,
Hamburg, Germany
www.ifsd.hamburg
Markus Frosch
Founder Projekt 3T
www.projekt-3t.com
Maren Lange
Fresenius–University of Applied
Sciences, Hamburg, Germany
www.maren-lange.de
2. Agenda
HR-Management: Impacts from Service (eco) Systems
// 2
01
02
03
05
06
Need for a New Understanding of Human Resources and Human Resource Management
Impacts from Service (eco) Systems
Implications for Practical HR Management
Findings and Outlook
Research question and Methodology
04 New Perspectives for HR Management
3. HR-Management: Impacts from Service (eco) Systems
// 3
Research question Methodology
What impacts result for the core
concepts of human resources
management from the
adaptation of the perspectives of
service science and service-
dominant logic?
We apply the research methodology of a conceptual paper for bridging
existing theories and broaden the scope of thinking.
Starting point of this paper is the problemizing of the domain theory of
hr management.
Within the methodology of a conceptual paper we use the research
design of "theory adaptation". By introducing perspectives of service
science, service-dominant logic and institutional economics a
contribution for revising the existent knowledge within given key
concepts of hr is intended.
01
4. HR-Management: Impacts from Service (eco) Systems
// 4
Problemizing
Need for a New Understanding of Human Resources and
Human Resource Management
Core concepts of
hr management
Many texts and dictionaries mistakenly define ‘human resources’ (hr) as the
people employed in an organization, a notion that obscures the meaning of
human resources and that critics see as impugning the dignity and denying the
independence of human agents. This definition of hr is controversial argued
because it reduces people to the same category of value as materials and
technology.*
In the recent hr literature, on the other hand, a different understanding of hr has
prevailed „human resources are more accurately understood as the resources
that are intrinsic to human beings, which they can apply to the various tasks of
life, both in workplaces and in activities such as relationship building, child raising
and community service.
*Armstrong, M., Taylor, S.: Armstrong's handbook of human resource management practice. Kogan Page Publishers (2020)
02
5. HR-Management: Impacts from Service (eco) Systems
// 5
Adapted theories Impacts from Service (Eco) Systems
Concepts of
service science,
service-dominant logic and
institutional economics
- service (eco) systems are relatively self-contained and have fuzzy boundaries,
- actors are relatively self-adjusting, as they show adaptive behaviour,
- actors are resource integrators that overcome the traditional view of
enterprises too much focused on their internal resources and their mono-
directional approach ‘to’ market,
- actors are connected by shared institutional logics,
- service exchange in service ecosystems results in mutual value creation.
03
6. HR-Management: Impacts from Service (eco) Systems
// 6
New Perspectives
HR Management
Towards a new perception of the employee
HR as steward shaping new forms of cooperation
HR management as result and process of institutionalising
new forms of work
04
Revising concepts of HR by
adapting new perspectives
7. HR-Management: Impacts from Service (eco) Systems
// 7
Implications for Practical HR Management
HR Management as value co-creation approach
HR as facilitator of change and organizational development
HR as creator of new workforce design
05
HR Management
HR concepts with adapted
perspectives
8. HR-Management: Impacts from Service (eco) Systems
// 8
06
HR concepts with adapted
perspectives
Findings & Outlook HIER 2-3 Sätze
• ……..
The concepts of service science, service-dominant logic and institutional economics essentially lead
to three new perspectives for hr and hr management. First to a new perception of the employee and hr.
Hr understood as intrinsic resources which humans can apply for themselves or apply by mutual
agreement in an organization. The implication for hr is to redesign the relationship between the
organization and the human worker by approaching cocreative working models and the necessary
institutional arrangements. The second new perspective is the understanding of hr as steward shaping
and institutionalizing new forms of cooperation. The resulting implication is the relevance of hr as
facilitator of change and thus as developer and implementer of mutually agreed common purpose
within holistic change strategies. The third perspective is the relevance of institutionalizing new forms
of work within actor-to-actor networks of value cocreation, e.g. agile, self-contained and self-
organized instead of command and obedience. For the implementation this means the necessity for a
fundamental redesign of jobs and work operations. In summary it can be stated that if these new
perspectives will be established in the organization and its institutional arrangements, hr will take on
the role of steward, unifying the interests of employees, the organisation and society.
Findings and Outlook
9. References: hier die Quellen die vorne genannt werden
A Conceptual Framework for Workforce Management
// 9
Armstrong, M., Taylor, S.: Armstrong's handbook of human resource management practice. Kogan Page Publishers (2020)