The significance of human resource has gained tremendous focus in the recent times. At the level of macro-environment, theories related to endogenous growth have suggested tat human capital accumulation is constituted of the main macro-economic growth engine. It is this important feature of HRM that makes organizations all across the world to address it and learn how to improvise it by strategic means. Small to medium enterprises in Australia play a pivotal role in modernized economies accompanied through a rich scientific research flow on economies of entrepreneurship and small businesses (Karami et al 2008). However, not much literature is present on the Human resource practices and its objectives within small to medium enterprises
The SHRM Competency Model outlines nine competencies for HR professionals across four career levels - early, mid, senior, and executive. It provides definitions, behaviors, and standards for each competency to guide professional development. Organizations can use the model to develop HR teams, assess performance, and communicate HR's role and alignment with business goals.
This document discusses managing human capital through merit pay plans. It begins with an executive summary that outlines the purpose of examining factors influencing merit pay plans and debates arguments for and against them. It then provides sections on reward structures, performance appraisal, compensation/benefits, legal considerations, examples of merit pay plans in practice, and guidelines for establishing successful merit pay plans. While merit pay can positively motivate performance, the document notes it is difficult to objectively measure and evaluate merit, and performance evaluations may differ between management and employees. Overall guidelines and considerations are provided, but it concludes there is insufficient evidence to determine if merit pay definitively enhances performance.
The document is a cover sheet and table of contents for a 14 page assignment on developing a strategic human resources plan for Jameson Irish Whiskey to enter the Chinese market over the next two years. It provides background on Jameson as the top selling Irish whiskey in the world and outlines that China is a rapidly growing market for alcohol. The strategic HR plan will address strategic resourcing, reward management, performance management, and learning and development to recruit and retain qualified employees in China, where there is a lack of talent meeting foreign companies' needs. The best fit HRM model will be applied to the Chinese market context.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
The document discusses strategies for developing effective human resource management (HRM) strategies by considering internal and external organizational contexts. It first conducts a PEST analysis of external factors and a SWOT analysis of internal factors to assess the situation of companies in Ireland. It finds that while Irish companies are well-established, their marketing and HRM strategies are not as strong as US multinational companies operating in Ireland. It then discusses developing appropriate HRM strategies, including assessing HR capacity, providing training to improve employee skills, and aligning HRM with business strategies. The goal is for Irish companies to strengthen their HRM practices to better compete internationally.
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
“Human Resource Development Policies in Coordination with Organizational Stra...AMU
1. The document discusses the importance of integrating human resource development policies with organizational strategy. It argues that this alignment allows HR to play a strategic role in helping the organization achieve its goals.
2. Key aspects of strategic human resource development that are discussed include developing core competencies, functional and behavioral competencies in employees, and ensuring training needs are classified and addressed appropriately.
3. When HR is coordinated with organizational strategy from the beginning, it can impact value creation and allow the human capital of the organization to be effectively utilized to support the chosen strategy.
The SHRM Competency Model outlines nine competencies for HR professionals across four career levels - early, mid, senior, and executive. It provides definitions, behaviors, and standards for each competency to guide professional development. Organizations can use the model to develop HR teams, assess performance, and communicate HR's role and alignment with business goals.
This document discusses managing human capital through merit pay plans. It begins with an executive summary that outlines the purpose of examining factors influencing merit pay plans and debates arguments for and against them. It then provides sections on reward structures, performance appraisal, compensation/benefits, legal considerations, examples of merit pay plans in practice, and guidelines for establishing successful merit pay plans. While merit pay can positively motivate performance, the document notes it is difficult to objectively measure and evaluate merit, and performance evaluations may differ between management and employees. Overall guidelines and considerations are provided, but it concludes there is insufficient evidence to determine if merit pay definitively enhances performance.
The document is a cover sheet and table of contents for a 14 page assignment on developing a strategic human resources plan for Jameson Irish Whiskey to enter the Chinese market over the next two years. It provides background on Jameson as the top selling Irish whiskey in the world and outlines that China is a rapidly growing market for alcohol. The strategic HR plan will address strategic resourcing, reward management, performance management, and learning and development to recruit and retain qualified employees in China, where there is a lack of talent meeting foreign companies' needs. The best fit HRM model will be applied to the Chinese market context.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
The document discusses strategies for developing effective human resource management (HRM) strategies by considering internal and external organizational contexts. It first conducts a PEST analysis of external factors and a SWOT analysis of internal factors to assess the situation of companies in Ireland. It finds that while Irish companies are well-established, their marketing and HRM strategies are not as strong as US multinational companies operating in Ireland. It then discusses developing appropriate HRM strategies, including assessing HR capacity, providing training to improve employee skills, and aligning HRM with business strategies. The goal is for Irish companies to strengthen their HRM practices to better compete internationally.
The document presents a project proposal for a study on the effect of talent management practices on organizational performance at Vijayjyot Seats Private Limited. The objectives are to examine the talent management process, understand its importance, study its impact on performance, and provide suggestions. The research design will be exploratory and descriptive. Primary data will be collected through employee questionnaires and interviews. Secondary data sources include literature, journals, books, and company reports. Data analysis methods like content analysis and statistics will be used to draw conclusions on the relationship between talent management and organizational effectiveness.
“Human Resource Development Policies in Coordination with Organizational Stra...AMU
1. The document discusses the importance of integrating human resource development policies with organizational strategy. It argues that this alignment allows HR to play a strategic role in helping the organization achieve its goals.
2. Key aspects of strategic human resource development that are discussed include developing core competencies, functional and behavioral competencies in employees, and ensuring training needs are classified and addressed appropriately.
3. When HR is coordinated with organizational strategy from the beginning, it can impact value creation and allow the human capital of the organization to be effectively utilized to support the chosen strategy.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
The document provides an overview of strategic human resource forecasting and human resource planning. It discusses the importance of people to organizational success and defines key terms like strategy, planning, and forecasting. It also outlines the process of forecasting, which begins with establishing organizational strategy and strategic options. Chapter 2 focuses on human resource planning and the key considerations for a successful approach. The remaining chapters provide profiles of two companies, Voltas and Onida, and their human resource initiatives.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
The document discusses return on talent (ROT) and how companies are increasingly measuring the value generated from their talented employees. It defines ROT as the knowledge generated and applied by employees. To optimize investment in talent, companies must understand the various costs associated with acquiring and utilizing talent, and continuously measure and improve ROT. An effective talent management information system can help companies with tasks like recruiting, onboarding, performance management, training, succession planning, and integrating compensation plans to attract, retain and develop top talent.
The document discusses talent acquisition and development processes. It defines talent acquisition as the practices and activities carried out by an organization to identify and attract potential employees. It also discusses recruitment as seeking and attracting applicants for jobs. Training and development aims to improve employee performance and involves organizational activities. The document also reviews literature related to talent management, which involves attracting, selecting, developing and retaining the right employees.
11.a study of talent management as a strategic tool for the organization in s...Alexander Decker
This document discusses talent management as a strategic tool for organizations in selected Indian IT companies. It provides background on talent management, noting that effective talent management has been identified as a top priority for global CEOs. The document then reviews relevant literature on talent management strategies. It outlines the objectives, scope, hypotheses and research methodology of the study, which involved analyzing talent management processes at two Indian IT companies (Infosys and Tech Mahindra) through surveys. The findings suggest that the companies have talent-specific initiatives and view organizational culture and rewards as important for attracting and retaining talent. The conclusion is that by implementing an effective talent management strategy using integrated data and processes, organizations can help ensure they have the right people in the right roles
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
Introduction Of Human Resource Management (HRM) by Mehmood Ul Hassan QadirMehmoodUlHassanQadir
This document provides an introduction to human resource management (HRM) and strategic human resource management. It discusses how HRM involves managing employees to help a business gain a competitive advantage. Key HRM functions include recruitment, training, performance management, and benefits administration. Strategic HRM connects human resources to an organization's objectives and goals. It aims to develop organizational culture and competitive advantage through flexibility and innovation. The roles of HR managers involve recruitment, learning and development, and linking HR strategy to business strategy.
This document presents a human resource empowerment model that assesses and improves an organization's empowerment of its human resources. The model includes 7 criteria (leadership, policy and strategy, empowerment process, encouragement, involvement, creativity and innovation, key performance) and 106 assessment points. It is intended to help organizations empower their human resources, reduce costs, and increase efficiency and effectiveness through assessing strengths and areas for improvement.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
Solutions Manual for Managing Human Resources 16th Edition by Snellriven013
This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
This document outlines a human resource management plan for Motors and More, Inc. It includes sections on the company background, HR strategic plan, staffing strategy, total rewards strategy, training and development strategy, performance management strategy, and HRIS. The company is experiencing rapid growth and will need to expand its workforce significantly and develop its first HR department. The HR strategic plan focuses on developing the HR department, recruiting and retaining a more diverse workforce, and integrating HR concepts throughout the company.
A detailed document describing the process & procedure of Succession Planning. And also the process adopted in TATA Groups to plan its successor for Ratan Tata.
Talent Management Information Systems aim to assess employee competencies, enable succession planning, support training and professional development, and integrate compensation. An HRIS can help companies implement comprehensive talent management strategies across the entire employee life cycle, from recruiting to performance management to succession planning. It provides structure for talent management strategies by automating HR functions and providing a complete picture of employees.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
The document discusses strategic human resource management (HRM). It defines strategic HRM as ensuring the organization has skilled, engaged employees to achieve competitive advantage. The three key propositions of strategic HRM are that human capital plays a strategic role, HR strategies should integrate with business plans, and individual HR strategies should cohere. The roles of HR managers include translating vision into meaningful formats, acting as change agents and strategic partners. Strategic HRM involves environmental scanning, strategy formulation, implementation, evaluation and control. The goals are to enhance organizational performance and have HR proactively participate in strategic decision making.
This document discusses the importance of human resource management in organizations. It describes how HR helps organizations hire skilled employees, achieve objectives through strategic planning, and provide professional development training. The document also examines how HR can help give organizations a competitive advantage through activities like determining beneficial training programs, managing union relationships, and helping organizations adapt to changes.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
The document provides an overview of strategic human resource forecasting and human resource planning. It discusses the importance of people to organizational success and defines key terms like strategy, planning, and forecasting. It also outlines the process of forecasting, which begins with establishing organizational strategy and strategic options. Chapter 2 focuses on human resource planning and the key considerations for a successful approach. The remaining chapters provide profiles of two companies, Voltas and Onida, and their human resource initiatives.
Focus on Human Resource as Improvement of the Flexible Manufacturing Operatio...ijtsrd
Focus on human resource in organizations regarded as a tool for organizations growth and profitability, strategic innovation, organizational and customer-oriented changes. This article attempts to explain the imperative strategic plan collective by patterns of thinking. The importance of strategic, long-term policy and imperative strategic plan collective is very clear to planners. Imperative strategic managers like to follow a similar and routine imperative strategic behavioral pattern. Imperative strategic plan collective, normally taken, as a part of imperative strategic planning, therefore also tends to run in cycles of around last years. Implementing tailored organization can give a competitive advantage and help foster goodwill toward focus on human resource approach. Studies on corporate organizational imperative strategic have possessed an increasing growth. This paper proposes a learning organization expectations method that considers tailored organization information. In todays tailored organization al environment, there are usually several products and services to fulfill certain functions. The rise of intense competition among the domestic and global markets has revealed the crucial role of organizational imperative strategic in actualization and maintenance of competitive privilege development in the imperative strategic organizations. Dr. Nasser Fegh-hi Farahmand"Focus on Human Resource as Improvement of the Flexible Manufacturing Operation of Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-4 , June 2017, URL: http://www.ijtsrd.com/papers/ijtsrd2187.pdf http://www.ijtsrd.com/management/hrm-and-retail-business/2187/focus-on-human-resource-as-improvement-of-the-flexible-manufacturing-operation-of-organization/dr-nasser-fegh-hi-farahmand
The document discusses return on talent (ROT) and how companies are increasingly measuring the value generated from their talented employees. It defines ROT as the knowledge generated and applied by employees. To optimize investment in talent, companies must understand the various costs associated with acquiring and utilizing talent, and continuously measure and improve ROT. An effective talent management information system can help companies with tasks like recruiting, onboarding, performance management, training, succession planning, and integrating compensation plans to attract, retain and develop top talent.
The document discusses talent acquisition and development processes. It defines talent acquisition as the practices and activities carried out by an organization to identify and attract potential employees. It also discusses recruitment as seeking and attracting applicants for jobs. Training and development aims to improve employee performance and involves organizational activities. The document also reviews literature related to talent management, which involves attracting, selecting, developing and retaining the right employees.
11.a study of talent management as a strategic tool for the organization in s...Alexander Decker
This document discusses talent management as a strategic tool for organizations in selected Indian IT companies. It provides background on talent management, noting that effective talent management has been identified as a top priority for global CEOs. The document then reviews relevant literature on talent management strategies. It outlines the objectives, scope, hypotheses and research methodology of the study, which involved analyzing talent management processes at two Indian IT companies (Infosys and Tech Mahindra) through surveys. The findings suggest that the companies have talent-specific initiatives and view organizational culture and rewards as important for attracting and retaining talent. The conclusion is that by implementing an effective talent management strategy using integrated data and processes, organizations can help ensure they have the right people in the right roles
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
Introduction Of Human Resource Management (HRM) by Mehmood Ul Hassan QadirMehmoodUlHassanQadir
This document provides an introduction to human resource management (HRM) and strategic human resource management. It discusses how HRM involves managing employees to help a business gain a competitive advantage. Key HRM functions include recruitment, training, performance management, and benefits administration. Strategic HRM connects human resources to an organization's objectives and goals. It aims to develop organizational culture and competitive advantage through flexibility and innovation. The roles of HR managers involve recruitment, learning and development, and linking HR strategy to business strategy.
This document presents a human resource empowerment model that assesses and improves an organization's empowerment of its human resources. The model includes 7 criteria (leadership, policy and strategy, empowerment process, encouragement, involvement, creativity and innovation, key performance) and 106 assessment points. It is intended to help organizations empower their human resources, reduce costs, and increase efficiency and effectiveness through assessing strengths and areas for improvement.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
Solutions Manual for Managing Human Resources 16th Edition by Snellriven013
This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
This document outlines a human resource management plan for Motors and More, Inc. It includes sections on the company background, HR strategic plan, staffing strategy, total rewards strategy, training and development strategy, performance management strategy, and HRIS. The company is experiencing rapid growth and will need to expand its workforce significantly and develop its first HR department. The HR strategic plan focuses on developing the HR department, recruiting and retaining a more diverse workforce, and integrating HR concepts throughout the company.
A detailed document describing the process & procedure of Succession Planning. And also the process adopted in TATA Groups to plan its successor for Ratan Tata.
Talent Management Information Systems aim to assess employee competencies, enable succession planning, support training and professional development, and integrate compensation. An HRIS can help companies implement comprehensive talent management strategies across the entire employee life cycle, from recruiting to performance management to succession planning. It provides structure for talent management strategies by automating HR functions and providing a complete picture of employees.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
The document discusses strategic human resource management (HRM). It defines strategic HRM as ensuring the organization has skilled, engaged employees to achieve competitive advantage. The three key propositions of strategic HRM are that human capital plays a strategic role, HR strategies should integrate with business plans, and individual HR strategies should cohere. The roles of HR managers include translating vision into meaningful formats, acting as change agents and strategic partners. Strategic HRM involves environmental scanning, strategy formulation, implementation, evaluation and control. The goals are to enhance organizational performance and have HR proactively participate in strategic decision making.
This document discusses the importance of human resource management in organizations. It describes how HR helps organizations hire skilled employees, achieve objectives through strategic planning, and provide professional development training. The document also examines how HR can help give organizations a competitive advantage through activities like determining beneficial training programs, managing union relationships, and helping organizations adapt to changes.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Presentation from Project Paper.
Course Code : HRM 650
Course Title : Managing High Performance
_______________________________
Consistency
Be prepared to broker any conflict
Talent Management sketch
The Process We Can Manage Talent
Talent Management Model
A Business Driven Approach to High Impact Talent Management
Creating a Talent Management Program for Organizational Excellence
Recruiting
Planning
Job Posting
Communication
Interview
Selection
Onboard
Impact of Talent Management in the Organizational Excellence
Components of Effective Talent Management
Strategic Employee Planning
Talent Acquisition and Retention
______________________________
facebook.com/engr.mirza.ce
Strategic human resource management (SHRM) involves aligning human resource strategies and practices with the overall business strategy to improve business performance and develop a culture of innovation, flexibility and competitive advantage. Key aspects of SHRM include attracting and retaining talent, understanding organizational goals, partnering across departments, and utilizing HR to strengthen other business functions. The goals of the HR department should support and reflect the overall goals of the organization.
M3 CSR - Implementing CSR HR to Maximize European CSR SME Potential.pptxcaniceconsulting
This module provides guidance on implementing a CSR HR strategy focused on employee engagement and CSR integration. It outlines a 5-step process: 1) Develop a vision, mission and values statement that integrates CSR; 2) Establish employee codes of conduct; 3) Integrate CSR into workplace planning and recruitment; 4) Provide CSR orientation, training and competency development; 5) Foster CSR change management. The document emphasizes that HR plays a key role in cultural change management and integrating CSR objectives throughout the company. It provides examples of how to develop CSR strategies and programs focused on employees, such as apprenticeship and education programs.
Here are the key HRM processes and activities and their importance:
Recruitment and Selection - Identifying and hiring the right talent is critical for organizational success. This process ensures the organization hires employees with the right skills, experience, and cultural fit.
Training and Development - Providing ongoing training helps employees expand their skills and advance in their careers. It also keeps the workforce knowledgeable of the latest trends. This benefits both employees and the organization.
Performance Management - Evaluating employee performance helps identify training needs, reward high performers, and manage underperformance. It also provides feedback to employees on how to improve. This leads to increased productivity.
Compensation and Benefits - An attractive compensation and benefits package is important
M3 CSR - Implementing CSR HR to Maximize European CSR SME Potential.pptxcaniceconsulting
This document provides guidance on implementing a CSR HR strategy to drive cultural change in small and medium enterprises (SMEs). It outlines a 5-step approach: 1) Develop a vision, mission and values statement that integrates CSR. HR can help develop and update these statements to embed CSR. 2) Create an employee code of conduct to communicate standards. 3) Integrate CSR into workplace planning, recruitment and communications. 4) Provide CSR orientation, training and skills development. 5) Foster ongoing CSR change management. The document emphasizes HR's key role in successfully implementing CSR strategies and integrating CSR into the company's culture through policies, training and employee engagement. It provides examples of how CSR can be communicated and implemented at different levels of
Strategic human resource management (SHRM) involves aligning human resource strategies and practices with the overall business strategy. It includes attracting, developing and retaining employees while meeting organizational goals. Key aspects of SHRM include interacting across departments, supporting organizational goals, being a strategic partner, utilizing talent, and aligning HR with strategic objectives to improve performance and culture. SHRM aims to build a foundation for strategic advantage through organizational design, culture, communication and preparing for changes. The goals are to develop strategic competencies, provide direction, achieve integration, and formulate business strategy using human resources.
Organizational HR strategies and functional HR strategies.pptxDavidSebastian53
The document discusses organizational HR strategies and functional HR strategies. For organizational HR strategies, it states that these establish priorities and set the direction for a business by creating a people-centric roadmap to solve challenges. It notes several benefits of organizational strategies including strategic alignment of HR, delivering the business strategy, improved recruitment and retention, effective training and development, and having HR drive the overall strategy. For functional HR strategies, it outlines several areas such as business management, workforce planning, human resource development, compensation, employee relations, and risk management.
This document discusses strategic human resource management. It begins by defining strategic HRM as how an organization's goals are achieved through people via HR strategies and integrated policies and practices. It identifies the key functional strategy areas in business as human resource management, operations, production, finance, R&D, and marketing. It then explains that strategic HRM ensures people's talents can be valuable, rare, difficult to imitate, and organized to provide competitive advantage. The document outlines the nuts and bolts of HRM, including strategic planning, staffing, development, performance management, compensation, and labor relations. It emphasizes that vertical fit between strategies at different levels is important for organizational success.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
FINAL StrategicHrm MRP REPORT BY RAVI GOELRavi Goel
The document is a project report on strategic human resource management. It includes an acknowledgement section thanking various professors and industry professionals for their guidance and assistance. The index lists 6 chapters that make up the body of the report, covering topics like SHRM at specific companies Nestle and NTPC, analyses and conclusions. Introduction chapter defines strategic HRM and discusses its importance and key aspects like recruitment, training, performance management, compensation and benefits.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
This document provides an overview of human resource management (HRM). It defines HRM as a function aimed at maximizing employee performance to support business objectives. Key HRM activities include recruitment, training, performance reviews, and compensation. The role of HR has evolved from transactional work to more strategic initiatives. HR ensures laws and regulations are followed and helps balance organizational and employee needs. The document also discusses international HRM trends and the changing role of HR managers in developing skills, managing change, and creating motivated workforces.
The document discusses the global human resource management strategies of McDonalds Corporation. It examines McDonalds' goals of employee commitment, flexibility, equality and strategic integration. HRM strategies help attract, hire and retain talented employees, develop their skills, and ensure the workforce achieves organizational goals. The effectiveness of McDonalds' HRM is evaluated in motivating employees, maintaining competitive compensation, conducting employee surveys, and strengthening employer-employee relationships to boost performance and satisfaction.
This document is a report submitted by Sindhuja V to fulfill requirements for a Master of Business Administration degree. The report focuses on employee absenteeism at Coromandel International Limited in Visakhapatnam, India. It examines the issue of absenteeism based on employee motivation levels. The report includes an introduction, company profile, literature review, data analysis, findings, and recommendations. The objective is to analyze the impact of motivation on employee absenteeism at Coromandel International Limited.
NOTES ON SHRM for mba students . It help in their mba and also helpful for ne...komal549009
Strategic human resource management (SHRM) links human resource management with strategic business goals to improve performance. SHRM views employees as strategic assets and aims to develop a culture and structure that contributes to business objectives. It involves analyzing external opportunities/threats, formulating internal strength-based strategies, implementing those strategies, and evaluating outcomes. Theories of SHRM include the fit perspective of aligning HR practices with business strategy, and the resource-based view of developing rare, valuable human capital for competitive advantage. SHRM has evolved from traditional personnel management to take a more strategic, transformational role.
Similar to Human resource development strategy in a small to medium business enterprise (20)
Increased human activities in the Arctic has led to the diminishment of Arctic sea ice, about 70,000 km2 per year and has raised concerns for the region’s future. Measurements show that the ice has grown thinner, approximately 40% in the last two decades. The region is opened to increased human activities like commercial shipping, Arctic oil and gas exploration, in addition to deposition of soot by the maritime vessels. Black carbon from incomplete combustion is lodging over the ice and is causing graying of ice caps which was once a reflective surface to absorb more of sunlight and warm the water. Increased water temperatures are having grave impacts on the flora and fauna that are dependent on ice. In near future Polar bears are likely to face extinction as their breeding habitat is given to melting ice. Trapped green house gases like methane are released due to the melting areas of permafrost. Some simple maths can give us the glimpse of the complexity faced by the scientists in handling ice-ocean-climate models.
Social construction of race and gender, patriarchy and prejudice and discrimi...Service_supportAssignment
Social construct may be defined as the social mechanism or a category which has been created by the society. It may either be a perception which is created by an individual, a group or an idea which is constructed because of a culture. The present society has created a large number of constructs which are not good. In this research paper, the discussion will be done on the social construction of race and gender and the problems associated with the same. In addition to this, how can social construct forms to be the basis for discrimination and prejudice? Further, racism and sexism will be discussed with examples and the role of power in the same. To end, patriarchy will be discussed and its role in racism and sexism will be added
A daydream has to be sweet and hence the term dream. A coffee day dream for a girl combines not only the right coffee but also gives her a lucid daydream on similar sweet elements, making her a princess in a castle waiting to be rescued by a prince. This pretty much forms the thematic background for the animation advertisement ‘Coffee Daydream’. Visual effects set the mood here as the viewer watches a girl having coffee, she sprinkles sugar on the coffee and when the advertisement is over she has completed her coffee and her dream. The use of visual technology adds the elements for the dream which is very subtly weaved into the story plot. Techniques of compositing, particle effects and smoke animation are used here to represent the goodness of the coffee being advertised for.
Organizational Management has been defined as the style of managing business of an organization is big or small. This management process involves the process of organizing, planning, leading and controlling the resources along with the main essence of achieving the goal of the business as well. The reason why organizational management is approached is that it provides better decision making capabilities which is both effective and useful to the way in which an organization can run and also carry on proper management strategies (Nikolakopulos, n.d.).
This document provides a strategic analysis of Nike. It begins with an external environmental analysis, noting Nike's strong brand and emerging growth opportunities in markets like China, Brazil, and home fitness. An internal analysis identifies strengths in innovation and brand recognition, and weaknesses in competition. A SWOT analysis further examines strengths, weaknesses, opportunities, and threats. The document then discusses Nike's current strategy, and strategic options for success, including market penetration, diversification, and adapting to local markets. It concludes that Nike has strong global presence but needs strategies to establish itself in emerging markets.
The Coca-Cola Company, incorporated on September 5th, 1919 is a well known beverage company. The company has a ownership and licensing of brands and markets over 500 non-alcoholic beverages brands which usually consist of sparkling beverages but also a varied number of still beverages like water , enhanced water , juice and juice drinks , ready to drink teas and coffees and also many sports and energy drinks. For every industry who has to spend reasonable time and effort in marketing, Coca Cola serves as a true inspiration (World of Coca-Cola, 2015).When most of the company belongs to mature stage of the product life cycle, and is operating in a competitive market with little product differentiation, the company has been successful to grow in terms of strength as a brand and its marketing techniques. (Cokecce.com, 2015)
The recent downturn in the economy and recent failures in the business have been merged for the creation of a financial environment to make reports unlike any other within present memory. There has been a major impact on the confidence of investors that had been shaken up by an increase in the volatility within the markets of capital. This has further been followed up by unsettlement in the extremely publicized restatements being drafted for the statements of finance (Bond and Cummins 2010). These have resulted in the generation of several questions regarding the quality being presented in the reports of finance.
Background: Samsung Electronics Ltd is a multinational electronics company which has many manufactory and distribution centers all around the world. A subsidiary of the Samsung Group that is based out of South Korea, the company at presents is much diversified being in the production and sales of consumer electronics.
The country selected to be analyzed from the perspective of international business is Ireland. This country notebook will have its basis on making an organization to expand its operations to the business world of Ireland which has been regarded due to several reasons as the best country for doing business (Hill 2014). The target market selected is the hospitality industry of Ireland and the organization selected is Double Tree Hilton expansion internationally into the realms of Ireland.
The choice of consumers differs from one product to another. For example in case of skincare products, the choices are much different because youth under the age of 20-25 have different mindsets for the products because these age groups youth look for costly, from reputed brands. The lifestyle has changed as so the demand has changed. The consumer behavior and thoughts are changes as the time passes. The skincare or say as cosmetics products are highly concerns for female than male, and therefore this research also focuses on female participants a most to understand their choice criterion for skin care products and the value they perceive. The aim of this report is to understand consumer prospective, thoughts and choices while buying the skincare or cosmetics products. The results are obtained using SPSS software as quantitative analysis and conclusion is drawn based on that only. The results show that lifestyle; variety of products, and interest level of skin care products and more has impacted the choices of the consumers under the age of 20-25 in China. The analysis suggests that there have been done enough spending in last 5 years in China which is many folds of the last decades spending for skin care or cosmetics products. The value of choice of skin care or cosmetics products are also discussed and analyzed in the reports, through understanding of lifestyle, the kind of products, income and more factors that impacts the value of skin care or cosmetics products. The obtained results from the survey it is observed that most of the youth have various choices for skin care products depending on their budget, lifestyle, education and occupation. The upper age youth who used the skin care products mostly belong to employment as they need these products highly. The other group who used mostly was prescribed by the doctors. The rest were dependent on the income group and interests to have different choices for the skin care products and brand
Title: Millennium Bridge at London - Steel Structure Failure
This is 320 m span aluminum and steel bridge across the river Thames. This bridge has steel structure failure because it had vertical, lateral and torsional stiffness. The problem occurred because of side vibration of the bridge deck because of pedestrian lateral excitation. The main reasons for this failure were lateral stiffness of the deck and low damping potential which happens in steel structure only. This bridge was made of two dimensional cable truss. The stiffness in this bridge structure caused this failure in this bridge. Therefore, this bridge was closed for few days to fix the problem. It is therefore highly relates to steel structure failure and is suitable for the case study as well. This problem was rectified with help of installation of lateral dampers. All these characteristics of this bridge failures relates to steel structure failure.
With time the whole of the world is being influenced by the social media like YouTube (Bennett & Strange, 2011). The impact of YouTube can be seen in some recent TV programs and feature films. Some of the new TV programs and feature films have adopted the key elements of YouTube aesthetics, including the found dotage device and hand – held camera work to influence the viewers of the authenticity of a viewpoint of character or of narrative (Snickars & Vonderau,2009).
The following paper compares and contrasts the three recent feature films and TV programs, including 127 Hours, Paranormal Activity 3, and Blue Valentine. Each of these movies utilized the same element of YouTube aesthetics that is hand held camera work
Social media has significantly impacted politics by allowing for more direct communication between politicians and citizens. It has enabled new forms of political organization and activism online. While social media has increased political transparency and participation, it also introduces new challenges. Politicians must now operate in a context of constant public commentary online. Some argue this reduces opportunities for compromise and limits bold policy ideas. Overall, social media is changing how political discourse and campaigns are conducted, with platforms like Twitter and Google+ growing in importance. It remains unclear whether these changes will strengthen democracy or introduce new problems.
This research proposal is on the effect of the lending of bank capital and the link between the actual financial condition and the real activities that has been going around. This has succeeded in gaining a lot of attention in past few times because of the financial crisis the world has seen. The techniques of panel-regression can be used to study the lending techniques of bank’s large holdings and companies and the effects small or big of capital on lending (Pelosky, 1991). Then the effect of the capital ratios will be concluded using a variant model, and again the researcher will look for the results that are in marked contrast to estimate obtained by using simple practical relations between the aggregate commercial-bank assets and leverage growth, this has recently been very powerful which was kind of influential for policy maker’s as a result point of views regarding how the loan growth is affected by the bank capital. The models which have been estimated will be used to understand the recent developments in bank lending
The expression and gesture of an artist worth more than action, in today’s culture Artistic expression pays a civilly prevalent. In today’s society dance plays a very important role, to communicate their ideas through various medium. The variety form of dance use the oldest expressions from the culture, and experiment it in a new style. For many in the society dance are entertainment, education, stress release, and a form of worship. Beyond everything in life the thoughts of dance and art serves a greater purpose, artist believes that dance denotes the meaning of tradition and the results of its expression depicts the reaction of culture on society. Dance is an initiation of culture and tradition to the human torso in its most raw form, whether one is bringing up their hand or performing in ballet, in whatever way the artist is holding out and holding back the tradition and style alive.
Understanding the social gifts of drinking rituals an alternative framework f...Service_supportAssignment
The drinking behavior of the binge was described as the most significant reason for the health issues in college campus. By interrelating the ritual behavior and the health condition of the students, the authors conducted focus groups discussion. Through the in-depth interview they explored the nature of alcohol consumption was high among college students. This report extracted from the discussion provides a clear picture about the role of Ritual with student drinking in the campus. With the interpretation of the subject “Drinking-as-ritual” in a theoretical Framework let the authors to discuss how developers of public service announcement captured and contextually drinking rituals. This study makes PSA a more relevant to the target audience
Music to me is an art that stands amongst a few other things I enjoy profoundly. Music is something I can turn to in whichever mood I’m in. It can cheer me up when I’m feeling down. It can calm me down when I’m worked up and very often it has been able to give me good energy. It can motivate me when I feel demotivated with anything. Music has also been a great source of inspiration to me. Music alone has not captured me but lyrical content has also contributed towards my love for music
Modern HRM practices try to recruit employees within the organization. The reasons for internal recruitment are as follows. It is less time consuming in order to hire resources within the company. There is no need for extensive skill assessment process. Employee is well known to the company. There is no need to scout for new candidates. This increases procedural efficiency (Moser, 2005). This process of internal hiring ensures that the employees within the organization sense job security (Chan, 1996). Apart from this it has been observed that new hires joining rate is lesser when compared to internal employees. It takes time for the external candidate to understand the official process of the company. During certain times for some positions there is high employment rate. There is lack of external resources during this time internal sourcing is preferred by the companies (Moser, 2005). This process is saves time. This is found to boost productivity and overall morale of the company
Nike is basically an American establishment for athletic merchandises. It has managed to garner immense brand recognition around the world. They design, manufacture, produce and have an effective distribution system. The company is involved in a number in selling number of sporting gears and athletic accessories (Osayawe Ehigie, 2006). Nike has adopted multi level marketing channels in order to sell. Logistic management of the company is well known. There are a number of factors that needs to be changed in the marketing strategy in order to ensure that Nike presence increases sales in the Nigerian markets and the company manages to expand its consumer base. There is potential for the company emerges as a strong brand in under serviced Nigeria and in African continent. The purpose of this thesis is to look into current Nike presence in Nigeria and recommendations will be proposed based on the analysis
The basics needs of human existences are food, clothing’s & shelter. From times immemorial man has been making efforts in improving their standard of living. The point of his efforts has been to provide an economic and efficient shelter. The possession of shelter besides being a basic, used, gives a feeling of security, responsibility and shown the social status of man.
Every human being has an inherent liking for a peaceful environment needed for his pleasant living, this object is achieved by having a place of living situated at the safe and convenient location, such a place for comfortable and pleasant living requires considered and kept in view.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
2. Table of Contents
Introduction..................................................................................................................................... 2
1. Nature of Human Resource Development strategy at AMC consultants, Australia ............... 2
3. Implications existing for ongoing practise and the prevailing theory ..................................... 4
4. Provision for adult learning, up-skilling, on-the-job as well as training and development
stemming......................................................................................................................................... 6
5. Evidence of Core Values ......................................................................................................... 7
Conclusion ...................................................................................................................................... 7
References....................................................................................................................................... 7
3. Introduction
The significance of human resource has gained tremendous focus in the recent times. At the
level of macro-environment, theories related to endogenous growth have suggested tat human
capital accumulation is constituted of the main macro-economic growth engine. It is this
important feature of HRM that makes organizations all across the world to address it and learn
how to improvise it by strategic means. Small to medium enterprises in Australia play a pivotal
role in modernized economies accompanied through a rich scientific research flow on economies
of entrepreneurship and small businesses (Karami et al 2008). However, not much literature is
present on the Human resource practices and its objectives within small to medium enterprises.
This report has been developed to address the various human resource related strategies and
measures considered by small to medium enterprises for which AMC consultant, a small to
medium sized firm of Australia has been selected (Karami et al 2008). The scope of this report
lies in addressing the HRD strategy nature according to the organization’s members perspectives,
highlighting the important HRD strategy developing features explicitly and implicitly from the
perspective of business, current practices implications existing and the organizations prevailing
theory along with identifying whether there is evident of adult learning provision, up skilling on
the job along with practices to train and develop.
1. Nature of Human Resource Development strategy at AMC consultants,
Australia
Human resource management in accordance to company website of AMC consultants is all
about work force of organization being managed in a way that it is productive and highly
efficient. To manage a work force initially all that is required is the work force satisfaction and
this lies at the core of AMC consultant’s mission and vision when outlining their Human
resource development strategy (Karami et al 2008). At AMC consultants the satisfaction of work
force lies at the heart of the company and therefore human resource development to the company
is extremely important.
According to Anderson, it has been suggested that HRM researchers have ignored largely the
small to medium enterprises even after acknowledging that small companies can help in
providing elaborative empirical and scientific investigation because of the enhanced numbers
4. and contexts of marketing. It can be similarly argued that small to medium enterprises have
ignored often the main human resources values as the main assets to secure and maintain
advantage in the competitive environment. A similar perspective has been evident at AMC
consultants as well who did not implement any human resource development strategy until 2010
as evident from their company reports. After being highly exposed to the pressures in the market,
the organization recognized the advantage that it can enjoy from enhanced flexibility and
capability to become highly innovative.
This helped the company register the growth of their human resource employees at the centre
of the company’s growth (Karami et al 2008). The central perspective is that human resource
development should involve training the employees in traditional ways, developing the
organization and developing career of the employees. From this perspective, AMC consultant’s
human resource development nature lies in obtaining competence of its work force, development
of skills and quality along with motivating the organization employees towards organizational
commitment, henceforth leading to team development.
2. Key features of a Human Resource Development strategy that are explicit and implicit
from a business perspective
Human Resource Development strategy is often mentioned by the authors such as Becker et al
2001 and Ericson 2006 as a strategic human resource development concept. As an example, the
statement of Ericson in his research study in 2006 quoted that for being engaged in human
resource development strategy, it is required to understand the significance of human resources.
Furthermore, Lee 2003 argued that practices to develop human resources should be in alignment
with the human resource development strategy that addresses the human conditions underlying
assumptions and helps positively influence the condition of human resources in an organization.
At AMC consultants, as it is a small to medium enterprise based exclusively to provide
consultation to mining companies believed in strategic human resource development to be at the
core of the organization. From his perspective, Garaval et al, can be quoted who contended that
human resource development is applied in various perspectives and has wider activities that
vastly different from each other. Therefore a strategy to develop human resources should have 9
prominent elements according to Torres et al 2001 which are inclusive of managing change
proactively to ensure no influence of negative nature is experienced by employees, thinking
5. critically to develop human resources, ensuring that they are productive, ensuring their strategic
growth with the company’s strategic growth, recruiting and appraising and involving all
important stakeholders when discussing a training program related to development of human
resources. However, according to Garavan, 2001, on the contrary, the important characteristics
of a strategic human resource development perspective from organizations perception should be
inclusive of integrating the missions and goals of the organizations, gaining support from top
management, scanning the environment for negatively influencing factors, planning and
developing policies for human resource development, gaining commitment and involvement of
line managers, complementing the HRM activities existing in the company, expanding the role
of trainer’s, recognizing the culture and emphasizing on evaluation (Armstrong 2009). From the
perspective of AMC consultant, their fundamental policy lies in reduction of expenses such as
through training and development and so the role of HR professional’s in the company has
increased as the organization cannot provide the programs of training and developing the
employees and so various talented professionals are recruited and retained in order to follow the
key characteristics of human resource development strategy for SMEs (Armstrong 2009). The
strategy followed by AMC consultants is Knowledge management as an innovative strategic
human resource development strategy. Knowledge development is defined comprehensively as
the set of emerging designs and principles related to organizations along with structures and
applications that support workers knowledge in a dramatic manner to leverage the creativity and
ability of delivering enhanced value in business. Knowledge management for AMC consultants
is based on 3 factors as essential human resource practices inclusive of support from senior
management and leadership, a culture which is knowledge friendly and highly shared along with
a clear strategy to manage knowledge.
3. Implications existing for ongoing practise and the prevailing theory
The organizational level and the frontline phase are both used as an essential part of this
investigation which will be analyzed from the perspective of several strategies, systems and
technologies applied in the organization to analyze whether their HRD strategy that is the
strategy of knowledge management at AMC consultants is appropriate or not along with its
implications. It was evident from the data gathered on the organization’s closer outlook, the
frontline strategy and the organizational level strategy were both different and the related needs
6. to manage knowledge was also different. Personalization strategy was used by frontline level of
the company to develop and enhance employee development process ( Boxall et al 2008).
Frontline adopted the personalization approach to their needs of knowledge management by
creating new knowledge in an informal manner predominantly with limitedly gained knowledge
by learning methods of form nature. Other methods to create knowledge by personalization
strategy are inclusive of practice communities, on-the-job training and learning-by-doing which
will be detailed in the next section. On the other hand, at the organizational level, AMC
consultants were applying codification strategy to meet the needs of knowledge. It was evident
that the selected SMEs organizational level made use mostly of formal and explicit mediums to
create knowledge and to transfer it. This type of creating knowledge through formal methods s
inclusive of using external training organized and programmes to learn established externally
such as courses to train employees formally. From this scenario, it is evident that in the SME
there are 2 different strategies of knowledge management applied as a SHRD approach (Karami
et al 2008). The alignment between both the strategies was not apparent leading towards the
various implications in the future and hence failure of knowledge management as a strategy.
Explicit knowledge creation was done by the management level through technological
techniques and these techniques had several problems. The problems were inclusive of irrelevant
information production and saturation of information. These tools to knowledge management in
the SME were not able to perform the creation of knowledge and sharing it as an objective for
which it was initially applied. In brief it can be said that dependence on some selected
technologies of IT used for facilitating the knowledge creation and transfer means implied that a
dominant strategy of codification will crash with knowledge creation processes social orientation
present in the SMEs front line (Lekovic et al 2009). Furthermore, in the frontline there were only
few systems with recognition placed for actually encouraging and accommodating the creation of
tacit knowledge. This was due to the inadequate knowledge on managing the new knowledge the
company created and transferred across its frontline. It was evident that the frontline managers
had forged indirectly their individually created knowledge through the medium of practicable
community’s formation, learning by doing and making use of social media that provides transfer
of tacit knowledge. However no alignment between the strategies will lead towards negative
implications for the company in future.
7. 4. Provision for adult learning, up-skilling, on-the-job as well as training
and development stemming
According to Shick, 2005, there are several factors that present as advantage or disadvantage for
workplace development programs for employees and these are inclusive of attitude of the
manager and training commitment, requirements of job skill, work place firms, industry type and
rate and change in work place, market changes, change in customer needs, pressures of
regulations, conditions in the industry and culture of training (Mayrhofer et al 2010). According
to Schick, 2005, most SMEs that is approximately 48 percent indicated that the reason behind
investing in training related investments lies in the shortage of skill experienced by them. A
similar issue was also experienced by AMC consultants and due to this itself they adopted
knowledge management. For the development of their frontline managers, knowledge
management strategy known as personalization strategy was used. Frontline created new
knowledge in an informal manner with limitation on knowledge access and lesser knowledge
enhanced by formal methods of learning (Milikic et al 2008). These methods were inclusive of
communities of practice, training on-the-job and learning-by doing. Informal knowledge creation
has a main characteristic which lies in establishing and using practicable communities. At certain
situations employees with complimentary knowledge tend to form smaller groups and these are
those entities which share general practices of working, behaviors and objectives. These groups
are known as practicable communities which were formed in the selected MNS. The formation
of these groups was intentional and development did not spontaneously emerge.
Training through on-the-job forms an important knowledge creation and transfer proportion
across the workers in the frontline. This learning type is started with workers at the beginning
and across the employment course with lesser official amount and explicit directives given
formally. All functional aspects relate to frontline roles and positions were covered under this
informal type of training (Nikandrou et al 2005). Another method incorporated was learning by
doing and its significance lies in learning from what and how co-workers are performing and
producing actions. The front line employees learn mainly by actual performance and task
repetition when under on-the-job training but learning by doing is an approach where co-workers
provide training for tasks in majority and explain the frontline roles performance leading to
knowledge creation.
8. 5. Evidence of Core Values
The selected SME, AMC consultants, Australia believes in integrating its core values for
establishing a human resource development strategy and these core values are based on creating
knowledge for all the employees (Rasmussen et al 2010). This has been evident from the
company mission and vision related objectives in relation to human resources development
which lies in its core values. The core values are inclusive of open and honest communicating
technique, Integrity enhancement, respecting each other, diversifying and including along with
performing by comprehensive knowledge development.
Conclusion
From the perspective of this report, it was evident that AMC consultant, a mining consultancy
company understood the important of applying a human resource development strategy by
keeping it at the heart of their functions and also understood the important characteristics
implicitly and explicitly present when development a strategy for development of human
resources. Knowledge management was recognized by the SME as an important tactic to human
resource development strategically (Roca-Puig et al 2012). However the company had
misalignment of its SHRD approach leading to negative implications in future but with
alignment of its strategy and by appropriate training and development initiative takes across the
operations in the SME will result in development of its employees along with the developed
knowledge creation and transferability.
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