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Latest trends in human resource management (By- Ravi Thakur from CMD)Ravi Thakur
This document discusses several topics related to human resource management including the nature, scope, and trends in HRM. It describes HRM as bringing people and organizations together to meet mutual goals. The scope of HRM is divided into personal, welfare, and industrial relations aspects. Key trends discussed include outsourcing HR functions, managing diversity, addressing talent scarcity, emphasizing industrial relations, using social media, and adopting HR technology.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
This document discusses strategic human resource management. It defines HRM and outlines several models of HRM, including the matching model, strategic management model, and control-based model. It also discusses the strategic management process, strategic planning, types of strategies, and strategic HRM. Strategic HRM aims to improve business performance by taking a strategic approach to managing human capital. While strategic HRM can benefit organizations, it also faces some limitations that must be addressed. Overall, managing human resources strategically is important for organizations to gain a competitive advantage.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
In this presentation, i am present how HRM changes with business environment and taken some important aspects - Recruitment, training, compensation, performance appraisal & organisational communication, tell how they are transform from past to future.......
Latest trends in human resource management (By- Ravi Thakur from CMD)Ravi Thakur
This document discusses several topics related to human resource management including the nature, scope, and trends in HRM. It describes HRM as bringing people and organizations together to meet mutual goals. The scope of HRM is divided into personal, welfare, and industrial relations aspects. Key trends discussed include outsourcing HR functions, managing diversity, addressing talent scarcity, emphasizing industrial relations, using social media, and adopting HR technology.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
This document discusses strategic human resource management. It defines HRM and outlines several models of HRM, including the matching model, strategic management model, and control-based model. It also discusses the strategic management process, strategic planning, types of strategies, and strategic HRM. Strategic HRM aims to improve business performance by taking a strategic approach to managing human capital. While strategic HRM can benefit organizations, it also faces some limitations that must be addressed. Overall, managing human resources strategically is important for organizations to gain a competitive advantage.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
In this presentation, i am present how HRM changes with business environment and taken some important aspects - Recruitment, training, compensation, performance appraisal & organisational communication, tell how they are transform from past to future.......
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
Human Resource Management (Issues) in Multi-National CompaniesUsmanNasir1277FMSMSF
A detailed overview of human resource management operations in multinational companies, domain of HRM in MNCs, Areas of thematic emphasis, approaches, Methodological concerns and Direction for future research.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
This document discusses HR practices in India and the problems faced by HR managers. It outlines the responsibilities of HR managers, which include effectively managing people, linking appraisal to competencies, developing competencies, and managing various HR processes. It then discusses the challenges faced by HR managers in an era of globalization, such as managing a diverse workforce and outsourcing. Finally, it lists several problems faced by HR managers, such as racial/ethnic demographics, requirements around immigrant workers, and talent management issues.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses the system approach to human resource management (HRM). It defines HRM and explains how HRM systems merge HRM processes with information technology. Before systems, HR functions varied by organization and were administrative. Now, HRM systems automate processes like payroll, benefits administration, recruiting, training and performance tracking to reduce manual work and provide standardized, integrated information to support strategic HR goals.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
The document discusses several technological challenges facing human resource managers, including technological changes, workforce diversity, and how technology is impacting human resource management practices. Specifically, it notes that technology requires fewer skills from workers, has led to deskilling of some jobs and the need to retrain existing workers. It also discusses how technology allows for more efficient work and remote work. Human resource managers must adapt practices like training, recruitment, and retention to address these technological challenges.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Problems and limitations of manpower planningjpbbk
Manpower planning is the process by which a firm ensures it has the right number and type of people in the right positions at the right time. It involves forecasting personnel needs, determining current staffing levels, adjusting supply and demand, and creating an optimal work environment. Accurate forecasts, support from top management, and reliable data systems are important for effective manpower planning. However, uncertainties in the external environment and resistance from employees can pose challenges. Regular coordination with other management functions and a balanced qualitative and quantitative approach are suggested to improve the manpower planning process.
The document discusses the process of recruitment. It defines recruitment as locating and attracting qualified individuals to fill job vacancies. The recruitment process involves identifying job requirements, advertising positions, screening and selecting applicants, and hiring new employees. Effective recruitment requires strategies to attract suitable candidates, assess person-job and person-organization fit, and achieve organizational recruitment objectives like filling vacancies quickly with high-quality performers. A variety of internal and external recruitment sources can be used as part of an overall recruitment plan.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Influence Of Technology On Human Resource ManagementNavitha Pereira
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
Sample Assignment on Human Resource ManagementAdam Jackson
Are you facing assignment related problems? Don't worry read the samples provided by Assignment Prime which helps the students to improve their grades. For online assignment help you can contact our professional writers at any time. Place your order now to achieve academic success.
This document defines human resource management and outlines some of its key objectives and functions. It discusses how human resource management involves developing and retaining a high-performing workforce through policies and practices related to staffing, planning, controlling, organizing, and leading employees. Some objectives of human resource management include achieving organizational goals, fostering a positive work culture, integrating teams, providing training and development opportunities, motivating and empowering employees, retaining top talent, and ensuring compliance with data and legal requirements. The document also examines factors that influence the establishment of a human resource department in an organization, such as company size, level of unionization, ownership structure, and management philosophy.
The document discusses key topics in human resource management including gaining competitive advantage through people, the impact of globalization and technology, managing change, developing human capital, responding to market pressures, containing costs, and addressing demographic and employee concerns. It outlines objectives for understanding how these factors influence HR strategies and the roles and competencies of today's HR managers.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
Human Resource Management (Issues) in Multi-National CompaniesUsmanNasir1277FMSMSF
A detailed overview of human resource management operations in multinational companies, domain of HRM in MNCs, Areas of thematic emphasis, approaches, Methodological concerns and Direction for future research.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
This document discusses HR practices in India and the problems faced by HR managers. It outlines the responsibilities of HR managers, which include effectively managing people, linking appraisal to competencies, developing competencies, and managing various HR processes. It then discusses the challenges faced by HR managers in an era of globalization, such as managing a diverse workforce and outsourcing. Finally, it lists several problems faced by HR managers, such as racial/ethnic demographics, requirements around immigrant workers, and talent management issues.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Strategic human resource management (SHRM) involves using people strategically to achieve organizational goals. There are four main approaches to SHRM: resource-based, high-performance management, high-commitment management, and high-involvement management. SHRM requires understanding the internal and external environment, including trends in technology, organizational structure, employee values and attitudes, management practices, demographics, and international factors. The environment shapes HR strategies around skills, training, compensation, and organizational design.
The document discusses the system approach to human resource management (HRM). It defines HRM and explains how HRM systems merge HRM processes with information technology. Before systems, HR functions varied by organization and were administrative. Now, HRM systems automate processes like payroll, benefits administration, recruiting, training and performance tracking to reduce manual work and provide standardized, integrated information to support strategic HR goals.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
The document discusses several technological challenges facing human resource managers, including technological changes, workforce diversity, and how technology is impacting human resource management practices. Specifically, it notes that technology requires fewer skills from workers, has led to deskilling of some jobs and the need to retrain existing workers. It also discusses how technology allows for more efficient work and remote work. Human resource managers must adapt practices like training, recruitment, and retention to address these technological challenges.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Problems and limitations of manpower planningjpbbk
Manpower planning is the process by which a firm ensures it has the right number and type of people in the right positions at the right time. It involves forecasting personnel needs, determining current staffing levels, adjusting supply and demand, and creating an optimal work environment. Accurate forecasts, support from top management, and reliable data systems are important for effective manpower planning. However, uncertainties in the external environment and resistance from employees can pose challenges. Regular coordination with other management functions and a balanced qualitative and quantitative approach are suggested to improve the manpower planning process.
The document discusses the process of recruitment. It defines recruitment as locating and attracting qualified individuals to fill job vacancies. The recruitment process involves identifying job requirements, advertising positions, screening and selecting applicants, and hiring new employees. Effective recruitment requires strategies to attract suitable candidates, assess person-job and person-organization fit, and achieve organizational recruitment objectives like filling vacancies quickly with high-quality performers. A variety of internal and external recruitment sources can be used as part of an overall recruitment plan.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Influence Of Technology On Human Resource ManagementNavitha Pereira
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
Sample Assignment on Human Resource ManagementAdam Jackson
Are you facing assignment related problems? Don't worry read the samples provided by Assignment Prime which helps the students to improve their grades. For online assignment help you can contact our professional writers at any time. Place your order now to achieve academic success.
This document defines human resource management and outlines some of its key objectives and functions. It discusses how human resource management involves developing and retaining a high-performing workforce through policies and practices related to staffing, planning, controlling, organizing, and leading employees. Some objectives of human resource management include achieving organizational goals, fostering a positive work culture, integrating teams, providing training and development opportunities, motivating and empowering employees, retaining top talent, and ensuring compliance with data and legal requirements. The document also examines factors that influence the establishment of a human resource department in an organization, such as company size, level of unionization, ownership structure, and management philosophy.
The document discusses the key role of human resources (HR) in organizations. It argues that HR is the "heartbeat" and "pacemaker" of any organization, managing human talent and keeping business processes rhythmic. HR is seen as a strategic partner rather than just an administrative function. The document emphasizes aligning HR processes like talent management to build an effective workforce and stay competitive in a changing business environment. It also discusses the importance of employee health, wellness programs, and matching talents to jobs for organizational success.
Evaluation Of The Performance ManagementCheryl Brown
Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning and development, succession planning, and compensation to align them with business goals.
3) Developing a talent management strategy requires integrating existing HR functions, using competency management, and maturing software solutions to link all talent processes.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning, succession planning, and other processes to ensure an organization has the right people with the right skills.
3) Implementing a talent management strategy requires integrating HR functions, using competency frameworks, and maturing software solutions.
1. The document discusses various topics related to human resource management including planning, recruitment, selection, performance, succession, development, and relations.
2. It provides information on forecasting staff requirements, job analysis, position analysis questionnaires, and job design.
3. The document also examines how HR can support the business strategy by understanding the company, customers, competitors, industry trends, and existing HR operating models.
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This document discusses various aspects of human resource management. It covers recruiting employees, motivating and retaining talent, and ending employment. It describes the functions of HR departments including recruitment, compensation, and ensuring fair workplace policies. It also examines the roles of line managers in overseeing employees and discusses how legal frameworks impact HRM. The document outlines the stages of recruitment including job analysis, advertising, interviews and final selection. It compares the recruitment processes between two companies. It explores reward systems for motivating workers and monitoring their performance. Finally, it addresses the reasons and procedures for ending a person's employment.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
The document discusses issues in the nursing work environment and ways to improve it. It mentions that structural and psychological empowerment of nurses can help create a better work environment. When employees feel empowered and have confidence, autonomy, and impact, it reduces feelings of powerlessness. Proper training of managers is also important, as they play a role in retention. Developing employee skills and evaluating attitudes can further strengthen commitment and engagement.
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.
Human resource consultancy vital entity behind achievement of small and mid...Praveen Rangi
Human Resource Consultancy is an absolutely vital part of each and every association and is utilised to boost the employed efficiency of the workers in an association. Part of new age hr administration perform, it is offered as a part of management consulting and are used to refocus on oft neglected human capability and other associated activities.
Difference between personnel management and hrm assignmentOZ Assignment help
Difference between Personnel Management HRM Assignment for service industry explains all elements related to HRM, HND provides 100% original Assignment
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Human Resource Management Assignment Sample - Assignment Prime
1. Human Resource Management
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2. TABLE OF CONTENTS
INTRODUCTION ..........................................................................................................................1
DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT....................................1
FEASIBLE HRM FUNCTIONS.....................................................................................................2
ROLES AND RESPONSIBILITIES OF LINE HR MANAGERES...............................................2
LEGAL AND REGULATORY ASPECTS OF HRM......................................................................3
NEED FOR HUMAN RESOURCE PLANNING ..........................................................................3
COMPARING RECRUITMENT AND SELECTION PROCEDURE...........................................4
LINK BETWEEN MOTIVATIONAL THEORY AND REWARDS...............................................6
IMPORTANCE OF JOB EVALUATION .......................................................................................7
DIFFERENT REWARD SYSTEMS ..............................................................................................8
TECHNIQUES OF PERFORMANCE APPRAISAL.....................................................................9
WAYS TO REDUCE EMPLOYEE TURNOVER .......................................................................10
EXIT INTERVIEW PROCEDURE...............................................................................................10
STEPS IN CASE OF REDUCNDANCY OR DISMISSAL.........................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
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3. INTRODUCTION
Human resources are the most critical and vital assets that a business organization can
obtain through a variety of sources (Kleynhans and et.al., 2009). They are the facets on which
operations as well as success of a corporation depends along with its survival. Present research
paper sheds light on various aspects of human resource management (HRM) that authorities at
the small sized company must consider so as to effectively manage and supervise the human
resources. It describes about differences between HRM and personnel management in addition to
various legal and regulatory aspects of human resource management which needs to be given
with prime importance by the small sized company during course of their operations.
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DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT
In human resource management, there are a wide variety of aspects and functions
involved that essentially helps in the process of effectively managing human resources and also
in ensuring optimal performance from them along with commitment towards the workplace.
Personnel management is a very traditional approach for managing and supervising conduct of
people in an organization; while human resource management is a contemporary and renewed
aspect of the same (Marchington and Wilkinson, 2008). On one hand, focus of personnel
management is on personnel administration, employee welfare and labor relations etc. On the
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4. other hand, human resource management states that company must lay emphasis on acquisition,
development, motivation and maintenance of human resources in an organization. Under
personnel management, managers believe that people are a source through whom company can
fulfill its desired goals and objectives. For such managers, people are not an asset, but rather they
are a source that can help in the process of fulfilling corporate targets. On the contrast to it,
concepts of human resource management considers employees and people as vital assets for an
organization, as they help and contribute to process of attainment of corporate goals and
objectives. Employees under the two of them feel much comfortable and highly motivated
through techniques of HRM (Afiouni, 2013). Therefore, it can be said that the small sized
company must use HRM techniques as it would enable them to effectively manage and supervise
the human resources and motivate in a manner that would eventually help in process of attaining
corporate goals and targets.
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5. FEASIBLE HRM FUNCTIONS
There are many functions and processes related to human resource management that the
company should consider as it would help them in effectively supervising the manpower and
monitoring their work in relation to corporate goals and objectives. Some such functions are
recruitment, selection, training & development, employee relations as well as compensation and
benefits, etc (Bernardin and et.al., 2011). Considering nature of operations of the company, it can
be suggested to authorities of small sized company that they should carry out functions of HRM
such as training & development, selection, compensation and benefits in their regular operations.
By implementing these functions, management of the firm can experience significant
improvement and enhancement in organizational performance as well as in the ways different
tasks and duties are carried out by the employees. There are many benefits that company can
obtain by implementing these functions at the workplace (Fox, 2008). One of them is
enhancement of organizational performance along with quality of various tasks carried out by
individuals. Through functions such as training and development, significant improvements can
be seen in conduct, loyalty and commitment of employees, thus it leads to their contribution
towards corporate goals and objectives. Further, through function of selection, company will
have the final say in recruitment process and employ only those who possess required skills and
capabilities and can work in synchronization as well as orientation with company’s mission &
vision.
ROLES AND RESPONSIBILITIES OF LINE HR MANAGERS
In small business organizations, usually there is no HR department and the line managers
have to carry out tasks and duties of HR managers. In this sense, it can be said that there are
numerous roles and responsibilities which such managers are required to carry out. One of the
major responsibilities is related to employee engagement. Often in small business firms, it has
been observed that line managers are required to develop a culture that may motivate team
members and also make them contribute in significant terms to organizational goals and
objectives (Johnston, Bringall and Fitzgerald, 2002). Therefore, it can be said that line managers
will have the responsibility to engage employees into organizational working and make sure that
they are well oriented with corporate goals and objectives, thus making the task of meeting
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6. mission and vision a lot simpler yet effective. Other than this, line managers will also be required
to conduct performance appraisal of the employees. Although, it is the responsibility of HR
managers and executives, but in small organization, line managers will be required to carry out
role of a performance appraiser (Boselie and Paauwe, 2005). This is because of the reason that
they are the one who would be monitoring work of employees and guiding them. Thus, they
would have access to a plethora of information that is related to the tasks of employees. Herein,
they will be required to closely supervise work of the workforce.
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LEGAL AND REGULATORY ASPECTS OF HRM
Human Resource Management has always been an aspect of business operations which is
affected due to legal and regulatory requirements of the state and realm. In UK, there is a wide
variety of legal principles, rules and regulations that companies have to follow so as to become
able to effectively manage the man power and also for making the workplace an employee
oriented firm. By carrying out such an activity, management can experience significant growth
and improvement in organizational operations and also image the enterprise that enjoys in target
market. One such regulation is that of the Equality Act 2010 (Khatri, 2000). This piece of
regulation states that company must treat its employees equally and must not be discriminate
them on any basis at the workplace. Such an act is very useful in terms of that it enables
management of the company in ensuring that it treats its employees in a proper manner, thus
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7. impacting their relations with the company in a positive manner. This way authority will be able
to ensure that the employees are able to work for a long term in the market and also contribute in
optimal terms to corporate goals and objectives (Gellner, 2004). For developing an HR driven
workplace, some changes and developments will have to be brought about at the workplace. One
such change would be that the authorities should consider changing organizational culture and
operating systems in such a manner that would help in building a human friendly organization.
NEED FOR HUMAN RESOURCE PLANNING
One very crucial and important element of HRM is that of human resource planning. It
enables the management in understanding HR requirements of the organization. Planning for
manpower is of utmost importance. There are a lot many reasons that describe need and
importance of human resource planning for the firm. First and foremost, planning is a step of
great essence in developing any strategy and also helping the firm to fulfill its goals and
objectives (Armstrong, 2012). Since, human resources are the most important assets that an
organization can gain access to, it may not be wrong to say that through human resource
planning, management can prolong its existence. Another reason is employment patterns,
policies and practices change on a constant basis, due to which the company needs to plan ahead
(Dimba, 2010). By following concepts and techniques of human resource planning, management
at the small size firm can be sure that company can face all such changes and developments in
the market, thus contribute in great numbers to organizational goals and objectives. Other than
this, management needs to conduct task of human resource planning mainly because it would
enable authorities to ensure high motivation level of the employees along with good commitment
and loyalty towards the workplace.
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Analysis of human resource
requirements in organization
Demand forecasting
Supply forecasting
Matching of demand and supply
8. The very first stage that needs to be undertaken to plan for human resource requirements is
conduct an analysis of the organization itself with a view to determine HR needs of the company.
This stage would provide authorities knowledge that would help them to understand kind of
personnel that are required at the workplace. Such an analysis would provide information to
management about existing HR inventory levels in company. Next stage is that of demand
forecasting. It is a process of determining future needs for HR in terms of quantity and quality. It
is done to meet the future personnel requirements of the organization to achieve the desired level
of output. This will help in identifying the quantity in which man power is needed in the
company. Supply forecasting is another stage, through which relevant authorities will get
information about process and state of supplying human resources in the future. Next demand
and supply has to be matched. This means that a balance would have to be brought about in
terms of demand for man power by company, as well as the supply side of it in future. Last step
of this whole process is to develop and implement an action plan. Under it, the HR plan is
executed through the designation of different HR activities. The major activities which are
required to execute the HR plan are recruitment, selection, etc.
COMPARING RECRUITMENT AND SELECTION PROCEDURE
For ensuring that the organization functions in a highly efficient and effective fashion
along with fulfilling its goals and objectives with great ease and comfort, recruitment and
selection process plays a significant role. In this context, the same procedure of the small size
firm – Cloudreach, a cloud computing company with Jaguar that is one of the leading automobile
companies in the world can be of great use (Dimba, 2010).
Cloudreach is a UK based cloud computing company, which recently was voted as the
best small business enterprise in the country. It was founded in 2009 and provides cloud based
services, wherein it develops various solutions for business organizations to help them use clouds
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Action plan
9. in an effective manner and get much greater control over their data sets, such as ones about
customers, like customer database management systems, etc (Us, 2015). The small size firm uses
only the traditional methods of recruitment and selection so as to employ people at the
workplace. Main reason behind it is that it is a small scale organization and does not have
sufficient funds at its disposal. This means, management of the firm give precedence to
traditional methods such as advertising job vacancies through print media like newspapers and
ads. HR department at the cited firm gives precedence to those candidates who possess superior
technical knowledge about computers and also have education in the same field. To hire new
employees, authorities advertise about different vacant positions at workplace and invites for
applications from prospective candidates. Next the shortlisted applicants are called for interview
with the HR manager, clearing which another interview is conducted with head of the technical
department.
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On the other hand, authorities at Jaguar use both traditional and conventional methods to
carry out the task of recruitment and selection. Jaguar is world's one of the leading brand names
in the automobile industry. It was founded in 1922 and currently is owned by Tata Motors, which
bought it in 2008 (About Us, 2015). Today it is considered as one of the leading firms in this
sector and manufacturers of some of the best sports and luxury cars in the world. Herein, job
vacancies are posted not only in the form of advertisements, but methods like taking help of
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10. recruitment agencies and job portals, etc are also used extensively by the organization. Both the
companies have very different requirements because of which their selection procedure is also
very different from one another (Kozlowski and Salas, 2009). Authorities at Jaguar uses both
traditional as well as modern methods of inviting applications and recruit new people at the
workplace. Herein, jobs are advertised through various mediums like newspapers or with job
portal sites. Once applications are received, they are scrutinized and shortlisted ones are called
for rounds of interview first with HR manager and then with related department head. Such
interviews are usually conducted in company's offices only, but in special cases, applications like
Skype are also used by the management.
One of the best ways to assess usefulness and effectiveness of recruitment and selection
procedure used by both the organizations is to evaluate improvement in overall organizational
performance. One of the many reasons behind using these processes is to enhance the way a
corporation operates and makes attainment of organizational goals and objectives a lot simpler
that is highly effective for the firm. Thus, if there is an improvement in performance of the firm
in terms of its sales, market image, etc, it can be said that recruitment and selection procedure
used by the management has proved to be very effective (Laroche and Rutherford, 2007).
Recruitment and selection process used by management at Cloudreach has not been very
successful and effective, mainly because of reason that the company has not been able to attract
prospective employees. Since nature of work of the firm is more technical in nature, but the
approach that it uses for hiring new people at the workplace has not been very useful, because
nature of work as well as techniques used by company are not connected with one another. One
might develop a negative perception of the organization, as there is no match between its nature
of work, its industry of operations and recruitment process. Rather, the company should use
social networking sites like Facebook, Google+, etc. to advertise for a vacancy as well as to
shortlist candidates and interview them.
On the other hand, at Jaguar both traditional and modern methods of recruitment and
selection are used. Herein the company reaches out to customers through different social
networking channels and scrutinizes their applications through it only. Many times, digital
mediums are used to conduct interviews of the shortlisted applicants. This has helped in
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11. development of a positive image of company among numerous stakeholders as well as the ability
to attract and retain employees easily.
LINK BETWEEN MOTIVATIONAL THEORY AND REWARDS
Motivation and rewards are some of the most important aspects of human resource
management to which authorities of an organization needs to pay a lot of attention mainly
because they have a direct relationship with that of organizational performance and also with
workforce loyalty. Motivational theories and rewards are linked with one another as both of them
are dependent on each other. These concepts and theories are associated not only with motivation
levels of the employees but also with rewards that they get from the organization. It can be
supported through the fact that through help of these theories, the management can motivate its
employees (Huemann, Keegan and Turner, 2007). Higher their motivation level; better would be
the performance of them which eventually would lead to get better and optimal rewards from the
company. The small business organization provides regular incentives to employees on the basis
of their performance at workplace during a given time period. During the same time, they also
conduct different sessions and workshops with a view to motivate the employees. In this way,
they intend to extract the best performance out of them, coupled with higher level of dedication
and commitment to the tasks as well as duties assigned to them.
For the purpose of increasing motivation of employees, it can be suggested to authorities
at small business organization that they must use both financial and non-financial methods so as
to motivate them. Other than this, by providing satisfaction to the employees, their motivational
level can also be improved by a significant margin. To do the same, it can be suggested that the
authorities must conduct regular training and development sessions of employees. Along with
this, regular feedbacks and appraisals can also prove to be of great use in the same context. In
addition to it, techniques such as employee recognition can also play a substantial role in the
same (Budhwar, 2000). Recognition here means to appraise their performance and/or conduct at
the workplace in front of everyone, i.e. other staff and managerial level employees. This would
also motivate and encourage them to give their best performance for the organization.
IMPORTANCE OF JOB EVALUATION
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12. Job evaluation is a key component of HRM process as it helps the management in
evaluating jobs that people have been employed at. In order to analyze a job, here are four steps
which have to be undertaken by HR department of an organization. The first stage is to conduct
Job Analysis. Herein information about various aspects of the job has to be obtained and used
properly. There are two major features which would have to be paid a lot of attention by the
management (Azmi, 2010). One of them is job description. Herein a thorough profile of the job
is prepared and consists of information such as tasks and duties to be carried out; roles and
responsibilities of the individual who would be appointed at the post, working conditions, etc. In
essence it can be said by studying job description, significant information can be obtained about
the job and thus make the process of evaluating a lot simpler and effective. Similarly job
specification is another aspect that would have to be paid ample amount of attention. Focus of
authorities will have to be on understanding skills and abilities that an individual may require to
work at the given post. Areas such as skills, abilities, knowledge, experience have a crucial role
to play in this regard. Next stage of this process is Job rating. Here, methods that have been used
for studying job description and job specification will be used to provide relative weight-age to
the job. Once jobs have been rated, next stage of the process of job evaluation would be to
determine a pay structure and allocate money to the job. This means on basis of worthiness of the
job as well as skills required and responsibilities to be performed in the given job role, package
that an individual would be paid for same can be determined. Last step of this process is job
classification. Herein, jobs would be categorized on basis of their pay scale.
There are a large number of factors that affect the process of determining pay, i.e. salaries
or wages employees receive for their efforts in the company. They all partially are related to
aspects of job description and various other factors as well. For instance, job experience is one of
the many factors that determine pay-package or salaries of people working in the company. If an
individual has past experience of working in the industry with same job profile, then their pay
structure would be high. Similarly location of the job also determines salaries that an individual
working at the profile would receive. If a job is at different location than the place where the
applicant lives, then his salary would be much higher. Educational background also has a critical
role to play in this relation. A person with many educational qualifications and degrees would get
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13. higher salaries than those individuals who do not possess such skills. Soft skills like
communication, listening, etc. also have a crucial role to play in this regard.
DIFFERENT REWARD SYSTEMS
Pay, compensation and benefits are very important features of handling and managing
employees in an organization as they help the management in making sure that organizational
goals and objectives are attained to a great extent. Usually, rewards are given in monetary forms
only as money is considered to be the biggest motivator to people. But studies and industry
experts have claimed that it is not the only aspect that motivates and encourages employees in an
organization. In many cases, non-monetary rewards also have a very important role to play
(Caldwell and et.al, 2011). There are various reward systems that can be followed by the
management. It includes likes of variable pay systems, bonuses, profit sharing and stock options
etc. All these methods would help in motivating employees with great ease, effectiveness and
efficiency (Colbert, 2004).
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In situations such as when employees of an organization may be on strike, reward
mechanism like monetary approach can be very useful. It is a well known fact that money is the
biggest motivator and usually employees protest or strike because they want their salaries or
wages to be increased. Thus by providing financial rewards to such employees, scenario of strike
or protest can be eliminated easily and effectively. In contrast to it, non-monetary rewards are
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14. best suited to those employees who are working at high posts in an organization. For instance, in
situations where staff at top echelons of the organization is not happy and satisfied, then
approaches of non-monetary reward mechanism can be used. In such situations this method can
prove to be very effective and useful, primarily because of reason that monetary benefits do not
motivate such employees. Rather if they are given rewards in form of shares of the company, or
promotion or any other such non-monetary reward then they can be motivated to a great extent
and full value of the rewards can be enjoyed by both the company as well as the concerned
employee.
TECHNIQUES OF PERFORMANCE APPRAISAL
Performance appraisal is very important for managing the human resources as they help
the management in not only assessing and evaluating performance or conduct of employees
during a time period, but also aids in the process of motivating and encouraging them. There are
many techniques that can be used in the same context by management of the small organization.
Presently, small business organization uses rating scales technique so as to appraise and evaluate
performance of workforce with great efficiency and effectiveness (Huemann, Keegan and Turner,
2007). One of them is of forced distribution. It entails that the management must assign certain
percentage of rates. Here, employee’s performance would be assessed on the basis of these
percentages due to which biases that usually happen in ranking system can be eliminated. Other
than this, 360 degree feedback technique can also be used by management of the small business
firm in this regard. Here, management will have to contact and interact with all those individuals
such as superiors, co-workers and juniors etc along with making inquiry about them regarding
the performance of an individual i.e. the employee (Laroche and Rutherford, 2007). Another very
popular and prominent technique for managing employee performance is by developing and
setting some Key Performance Indicators (KPIs). Herein, management of company would have
to set some specific benchmarks on basis of which performance of employees will be measured
and monitored. This technique can prove to be very useful, mainly because of reason that it
would allow management of the company to compare performance of employees with certain
standards and benchmarks. By comparing conduct of staff members at workplace, monitoring
their performance can become a lot simpler and effective task. This is mainly because of reason
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15. that the authorities would have some substantial numbers and standards on basis of which their
performance can be monitored.
WAYS TO REDUCE EMPLOYEE TURNOVER
Rate of employees leaving the organization is one of the biggest issues in a firm and if the
ratio of employee turnover becomes too high, it can build a very bad and negative image in the
market. Usually, there are a lot many reasons behind why employees leave an organization. One
of them is that they are not happy and satisfied with the firm due to the reason like bad relation
with colleagues and co-workers. But the primary reason for such a turnover is of very less pay
and compensation by management. Over the years, it has been observed as one of the major
cause behind employees who are resigning and leaving an organization. There are many ways
through which management of the small firm can attempt to reduce employee turnover rate
(Beattie, 2002). One of them is that they can be provided with regular feedbacks and guidance so
that they may improve their conduct and performance in the firm. This would provide them
satisfaction and also make them to stay in the organization.
EXIT INTERVIEW PROCEDURE
Exit interviews are those interviews that are conducted at the time when an individual,
i.e. employee of the organization leaves his workplace. It has emerged to be one of the very
important forms of interview due to a variety of reasons. One of them is that it helps the
management in ‘making peace’ with those employees who may be dissatisfied or unhappy with
the company due to different reasons (Kozlowski and Salas, 2009). Through exit interviews, an
interactive session can be conducted between management and those employee(s) who may be
leaving the organization. Other than this, it may also help in building a positive culture at the
workplace which may prove to be of great use for existing employees, thus motivating them as
well.
At Cloudreach, employment exit procedure used consists of a large variety of steps. The
first stage in this regard is to accept letter of resignation from the concerned employee; or in case
of terminating them from workplace, then a letter of termination. Once one of these activities has
been performed, next the HR department informs about same to related employee's department
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16. head or superior. In the final stage, exit interview of the employee is conducted. Purpose of this
interview is to determine reason(s) for leaving by the concerned staff member. In the end, all
dues and remaining salary is credited to the employee.
But on the other hand, employees at Jaguar are required to serve a notice period of at
least 60 days, before they are relieved from the company. If an employee is not able to serve this
notice period then they are required money worth their two month's salary. Once the related
employee has finished the notice period, then they are provided with a letter of experience and an
exit interview is conducted. Through this approach authorities aim at extracting information and
understanding reasons why the employee decided to leave the company. Finally, all dues are paid
to them.
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STEPS IN CASE OF REDUCNDANCY OR DISMISSAL
Over the years, in many cases, it has been observed that employees have become either
redundant or have been dismissed or terminated from the company due to a wide variety of
reasons. But for organizations to carry out the same process, they need to follow some rules and
regulations as laid down by the government (Dismissal: your rights, 2014). One of them is
related to rights of employees in the same context. It states that they must be given with a notice
period so that they can arrange and prepare themselves for the same. Due to this reason,
management of an enterprise, even if they would want to terminate an employee with immediate
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17. effect, cannot do so because of guidelines given in the current regulation. Furthermore, if
companies do not provide such written notice to concerned individual, then the employee can sue
the firm and claim for damages. In this sense, it may not be wrong to say that process of
terminating employee(s) has become a lot more complicated for companies, regardless of market
that they may be operating in.
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CONCLUSION
Human resources are the most important assets for an organization, regardless of the
market in which it may be operating mainly because of the reason that they are the one who will
have to perform different tasks and duties. During the report, it was observed that management at
the small business organization follow traditional techniques of recruitment and selection, while
Jaguar, a leading name in the automobile industry uses both traditional as well as conventional
methods.
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18. REFERENCES
Books
Armstrong, M., 2012. Armstrong’s Handbook of Human Resource Management Practice. 12th
ed.
SAGE.
Kleynhans, R. and et.al., 2009. Fresh Prespectives: Human Resource Management: UJ Custom
Publications. Pearson South Africa.
Kozlowski, S. and Salas, E., 2009. Learning, Training and Development in Organizations. Taylor
& Francis.
Laroche, L. and Rutherford, D., 2007. Recruiting, retaining and promoting culturally different
employees. Oxford: Butterworth Heinemann.
Marchington, M. and Wilkinson, A., 2008. Human Resource Management at Work. Wiltshire:
CIPD.
Journals
Afiouni, F., 2013. Human capital management: a new name for HRM. International Journal of
Learning and Intellectual Capital. 1(10). pp. 18-34.
Azmi, F. T., 2010. STRATEGIC HUMAN RESOURCE MANAGEMENT: SCALE
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Beattie, S. R., 2002. Understanding Human Resource Management. Employee Relations. 24(1).
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Boselie, P. and Paauwe, J., 2005. Human resource function competencies in European
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Budhwar, S. P., 2000. Evaluating levels of strategic integration and devolvement of human
resource management in the UK. Personnel Review. 29(2). pp. 141-157.
Caldwell, C. and et.al., 2011. Strategic Human Resource Management as Ethical Stewardship.
Journal of Business Ethics. 98(1). pp. 171-182.
Colbert, B., 2004. The Complex Resource-Based View: Implications for Theory and Practice in
Strategic Human Resource Management. The Academy of Management Review. 23(4). pp.
341-358.
Dimba, A. B., 2010. Strategic human resource management practices: effect on performance.
African Journal of Economic and Management Studies. 1(2). pp. 128-137.
Fox, A., 2008. Get in the business of being green. HR Magazine. 53(6). pp. 44-50.
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19. Gellner, U., 2004. Personnel Economics: An Economic Approach to Human Resource
Management. Management Revue. 15(2). pp. 215-227.
Huemann, M., Keegan, A. and Turner, R. J., 2007. Human resource management in the project-
oriented company: A review. International Journal of Project Management. 25 (3). pp. 315-
323.
Johnston, R., Bringall, S. and Fitzgerald, L., 2002. ‘Good Enough’ Performance Measurement: A
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Khatri, N., 2000. Managing human resource for competitive advantage: a study of companies in
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Article. [Online]. Accessed through <http://nraomtr.blogspot.in/2011/12/human-resource-
management-introduction.html>. [Accessed on 14th
January 2015].
Dismissal: your rights. 2014. [Online]. Available through: <
https://www.gov.uk/dismissal/overview>. [Accessed on 15th
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Us., 2015. [Online]. Available through: <http://www.cloudreach.com/us-en/cloudreach/?
topic=aws>. [Accessed on 9th
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About Us., 2015. [Online]. Available through: <http://www.jaguar.co.uk/about-
jaguar/index.html>. [Accessed on 9th
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