This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and some key points about processes and considerations for organizations. The full document is a copyrighted resource from Biz/ed.
This document from Biz/ed covers several aspects of human resource management. It discusses the recruitment process, including identifying job vacancies, advertising positions, and assessing applicants. It also addresses selection methods like interviews and testing. The document outlines important areas of employment legislation regarding discrimination, discipline procedures, employee development through training, and reward systems. Finally, it mentions the roles of trade unions and measuring workforce productivity.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The document serves as a high-level introduction to key HR concepts.
The document discusses various aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of the recruitment and selection processes, outlines key areas of employment legislation like discrimination, and describes different approaches to discipline, development, training, and rewarding employees. It emphasizes the importance of building relationships with trade unions and measuring employee performance.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions, interviews, and appraisals. Regulations around discrimination, health and safety are also addressed.
This document from Biz/ed covers several aspects of human resource management. It discusses the recruitment process, including identifying job vacancies, advertising positions, and assessing applicants. It also addresses selection methods like interviews and testing. The document outlines important areas of employment legislation regarding discrimination, discipline procedures, employee development through training, and reward systems. Finally, it mentions the roles of trade unions and measuring workforce productivity.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The overall document serves as a high-level introduction to key areas within human resource management.
This document from Biz/ed discusses several aspects of human resource management. It addresses topics like recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. For each topic, it provides a brief overview and copyright statement. The document serves as a high-level introduction to key HR concepts.
The document discusses various aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of the recruitment and selection processes, outlines key areas of employment legislation like discrimination, and describes different approaches to discipline, development, training, and rewarding employees. It emphasizes the importance of building relationships with trade unions and measuring employee performance.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions, interviews, and appraisals. Regulations around discrimination, health and safety are also addressed.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions and interviews in recruitment, legal requirements around discrimination, and performance appraisal methods.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions, interviews, and appraisals. Regulations around discrimination, health and safety are also addressed.
This document discusses key aspects of human resource management, including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of processes like recruitment, job descriptions, selection interviews, and performance appraisals. It also outlines important areas of employment legislation around discrimination, discipline procedures, and developing employees through training.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
This document discusses several aspects of human resource management, including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of the key processes and considerations involved in each area for managing employees.
The document discusses asset-led and market-led approaches to business. An asset-led approach uses a business's core competencies and assets like physical assets, brand name, and personnel to develop new products and services. A market-led approach focuses purely on customer needs through market research and being responsive to consumers. It emphasizes putting customers first and developing products based on consumer needs. Building relationships with suppliers and customers is also important for a market-led business to meet expectations and respond flexibly.
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization that influence behaviors. Strategic planning involves setting a vision and objectives, analyzing strengths, weaknesses, opportunities, and threats, and evaluating performance to improve strategy. The analysis techniques of SWOT, PEST, and five forces model are also overviewed to inform strategy development.
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization's employees that influence behaviors. Strategic planning involves setting a vision and objectives, analyzing strengths, weaknesses, opportunities, and threats, and evaluating performance to improve the strategy. The strategic planning process aims to guide an organization's direction.
Stakeholders are individuals or groups that have an interest in or are impacted by a business. This document discusses the types and characteristics of stakeholders including: internal stakeholders like owners, managers, and employees; external stakeholders like customers, suppliers, the community, and government. Some stakeholders can be both internal and external. The document provides details on each stakeholder group and their relationship with and interests in the business.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
This document discusses stakeholders in business organizations. It defines stakeholders as groups that have an interest in a business, whether internal or external. Internal stakeholders include owners, managers, and employees, while external stakeholders are customers, suppliers, the community, and government. The document notes that some stakeholders, like employees who are also local residents, can be both internal and external. It then provides characteristics of various stakeholder groups, including their roles and relationships with the business.
This document discusses different ways that businesses can structure their organizations. It describes organizing by function, product/activity, area, customer, and process. For each structure, it provides examples and lists the potential advantages and disadvantages. Functional structures group departments by specialized tasks, while product structures group them by product lines. Area structures divide the business geographically. The document aims to explain the pros and cons of different organizational structures.
The document discusses the marketing mix, which consists of 7Ps - Price, Product, Promotion, Place, People, Process, and Physical Environment. These elements represent the tools available to businesses to gain reactions from their target markets. Price refers to pricing strategies and factors like elasticity and competition. Product involves differentiating or improving the product. Promotion makes consumers aware through strategies beyond just advertising. Place is how the product reaches consumers. People represent the business's image. Process is how consumers access services. Physical Environment is the mood and presentation of the environment. The optimal marketing mix depends on objectives, the product, market, and position.
The document discusses the marketing mix, which consists of 7Ps - Price, Product, Promotion, Place, People, Process, and Physical Environment. It was originally the 4Ps (Price, Product, Promotion, Place) but was expanded to encompass services. Each P is then defined separately, with Price covering pricing strategies, Product covering product differentiation tactics, Promotion discussing awareness strategies beyond just advertising, and so on. Finally, the marketing mix summary states that the optimal blend depends on various factors like objectives, market structure, and competitors.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions and interviews in recruitment, legal requirements around discrimination, and performance appraisal methods.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes like job descriptions, interviews, and appraisals. Regulations around discrimination, health and safety are also addressed.
This document discusses key aspects of human resource management, including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of processes like recruitment, job descriptions, selection interviews, and performance appraisals. It also outlines important areas of employment legislation around discrimination, discipline procedures, and developing employees through training.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
The document discusses key aspects of human resource management including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of each area, describing common processes and noting the importance of compliance with employment law.
This document discusses several aspects of human resource management, including recruitment, selection, employment legislation, discipline, development, training, rewards systems, trade unions, and productivity. It provides an overview of the key processes and considerations involved in each area for managing employees.
The document discusses asset-led and market-led approaches to business. An asset-led approach uses a business's core competencies and assets like physical assets, brand name, and personnel to develop new products and services. A market-led approach focuses purely on customer needs through market research and being responsive to consumers. It emphasizes putting customers first and developing products based on consumer needs. Building relationships with suppliers and customers is also important for a market-led business to meet expectations and respond flexibly.
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization that influence behaviors. Strategic planning involves setting a vision and objectives, analyzing strengths, weaknesses, opportunities, and threats, and evaluating performance to improve strategy. The analysis techniques of SWOT, PEST, and five forces model are also overviewed to inform strategy development.
The document discusses corporate culture and strategic planning. It defines corporate culture as the shared beliefs and values of an organization's employees that influence behaviors. Strategic planning involves setting a vision and objectives, analyzing strengths, weaknesses, opportunities, and threats, and evaluating performance to improve the strategy. The strategic planning process aims to guide an organization's direction.
Stakeholders are individuals or groups that have an interest in or are impacted by a business. This document discusses the types and characteristics of stakeholders including: internal stakeholders like owners, managers, and employees; external stakeholders like customers, suppliers, the community, and government. Some stakeholders can be both internal and external. The document provides details on each stakeholder group and their relationship with and interests in the business.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
The document discusses factors that influence effective business communication. It states that the medium used to deliver a message must be appropriate for the sender, receiver, and purpose of the communication. An inappropriate medium can hinder understanding. It also emphasizes that understanding who the communication is aimed at and tailoring the message type, content and formality level accordingly are important. Finally, it notes that barriers like emotions and body language can interfere with successful transmission of information between parties.
This document discusses stakeholders in business organizations. It defines stakeholders as groups that have an interest in a business, whether internal or external. Internal stakeholders include owners, managers, and employees, while external stakeholders are customers, suppliers, the community, and government. The document notes that some stakeholders, like employees who are also local residents, can be both internal and external. It then provides characteristics of various stakeholder groups, including their roles and relationships with the business.
This document discusses different ways that businesses can structure their organizations. It describes organizing by function, product/activity, area, customer, and process. For each structure, it provides examples and lists the potential advantages and disadvantages. Functional structures group departments by specialized tasks, while product structures group them by product lines. Area structures divide the business geographically. The document aims to explain the pros and cons of different organizational structures.
The document discusses the marketing mix, which consists of 7Ps - Price, Product, Promotion, Place, People, Process, and Physical Environment. These elements represent the tools available to businesses to gain reactions from their target markets. Price refers to pricing strategies and factors like elasticity and competition. Product involves differentiating or improving the product. Promotion makes consumers aware through strategies beyond just advertising. Place is how the product reaches consumers. People represent the business's image. Process is how consumers access services. Physical Environment is the mood and presentation of the environment. The optimal marketing mix depends on objectives, the product, market, and position.
The document discusses the marketing mix, which consists of 7Ps - Price, Product, Promotion, Place, People, Process, and Physical Environment. It was originally the 4Ps (Price, Product, Promotion, Place) but was expanded to encompass services. Each P is then defined separately, with Price covering pricing strategies, Product covering product differentiation tactics, Promotion discussing awareness strategies beyond just advertising, and so on. Finally, the marketing mix summary states that the optimal blend depends on various factors like objectives, market structure, and competitors.
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Recruitment
• The process by which a job vacancy
is identified and potential employees are
notified.
• The nature of the recruitment process
is regulated and subject
to employment law.
• Main forms of recruitment through
advertising in newspapers, magazines,
trade papers and internal vacancy lists.
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Recruitment
• Job description – outline of the role
of the job holder
• Person specification – outline
of the skills and qualities required
of the post holder
• Applicants may demonstrate their
suitability through application form,
letter or curriculum vitae (CV)
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Selection
• The process of assessing
candidates and appointing a post
holder
• Applicants short listed –
most suitable candidates selected
• Selection process –
varies according to organisation:
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Selection
• Interview – most common method
• Psychometric testing – assessing the
personality of the applicants – will they fit in?
• Aptitude testing – assessing the skills
of applicants
• In-tray exercise – activity based around what
the applicant will be doing, e.g. writing a letter
to a disgruntled customer
• Presentation – looking for different skills
as well as the ideas of the candidate
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Employment Legislation
• Increasingly
important aspect
of the HRM role
• Wide range
of areas for
attention
• Adds to the cost
Even in a small business, the legislation
relating to employees is important – of the business
chemicals used in a hairdressing salon for
example have to be carefully stored and
handled to protect employees.
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Discrimination
• Crucial aspects
of employment
legislation:
– Race
– Gender
– Disability
Disability is no longer an issue for employers
to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu
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Discipline
• Firms cannot just ‘sack’ workers
• Wide range of procedures and steps
in dealing with workplace conflict
– Informal meetings
– Formal meetings
– Verbal warnings
– Written warnings
– Grievance procedures
– Working with external agencies
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Development
• Developing the employee
can be regarded as investing
in a valuable asset
– A source of motivation
– A source of helping the employee
fulfil potential
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Training
• Similar to development:
– Provides new skills for the employee
– Keeps the employee up to date
with changes in the field
– Aims to improve efficiency
– Can be external or ‘in-house’
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Rewards Systems
• The system of pay and benefits
used by the firm to reward
workers
• Money not the only method
• Fringe benefits
• Flexibility at work
• Holidays, etc.
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Trade Unions
• Importance of building relationships
with employee representatives
• Role of Trade Unions has changed
• Importance of consultation
and negotiation and working
with trade unions
• Contributes to smooth change
management and leadership
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Productivity
• Measuring performance:
• How to value the workers contribution
• Difficulty in measuring some types of output –
especially in the service industry
• Appraisal
– Meant to be non-judgmental
– Involves the worker and a nominated appraiser
– Agreeing strengths, weaknesses and ways forward
to help both employee and organisation
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