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The importance of Strategic Human Resource Management 1dananai mutandwa
- The document discusses the importance of strategic human resource management for a sports apparel company that is experiencing steady growth. As a new HR manager, the author will introduce strategic HR policies to increase productivity, motivate employees, and give the company a competitive advantage.
- The objectives are to examine the role of strategic HR, provide guidance on formulating sustainable and progressive HR policies, and have a highly skilled and flexible workforce that drives organizational performance and competitiveness.
- Effective strategic HR includes analyzing strengths and weaknesses, identifying opportunities, conducting performance reviews, and ensuring policies support business strategies and goals for sustained organizational success.
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This document discusses strategic human resource management and human resource planning. It defines strategic HRM as creating a unified plan to relate a firm's strategic advantages to environmental challenges. HRM's role in strategy formulation includes balancing internal strengths and weaknesses with external opportunities and threats, and providing competitive intelligence. Human resource planning is defined as determining how an organization should move from its current workforce to the desired workforce, with the right number of people in the right places at the right time. The key steps of human resource planning outlined are planning, identifying talent needs, creating an inventory of current human resources, and forecasting future manpower needs.
Strategic human resource management (HRM) involves aligning human resource policies and practices with organizational strategy to help achieve strategic goals. It focuses on effectively managing employees to maximize organizational performance. Key aspects of strategic HRM include linking recruitment, training, career paths and other HR practices to competitive strategy, implementing high-performance and high-commitment practices, and ensuring the HR function provides the right number of qualified employees with appropriate skills, knowledge and behaviors to meet organizational needs and objectives.
Strategic human resource management (SHRM) involves aligning human resource practices with organizational strategy and goals to improve employee performance and productivity. SHRM utilizes HR techniques like training, recruitment, and compensation to strengthen departments and the overall organization. The primary goal of SHRM is to address long-term business obstacles outside of HR through identifying key HR strategies. Effective communication between HR and top management is important for implementing cooperative SHRM strategies.
The business imperative every hr professional must face : Talent DevelopmentTanuj Poddar
The document discusses the business imperative of talent development for HR professionals. It notes that by 2018, there will be fewer younger generations to replace retiring baby boomers in the workforce. While some executives believe their talent programs are world-class, more see a need for significant or radical improvements. Competition for talent is also increasing. The document advocates developing a talent strategy aligned with business strategy, including effective talent scouting, relationship management, and developing employees. It stresses the importance of organizational branding and having employee experiences that represent the company brand.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
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The importance of Strategic Human Resource Management 1dananai mutandwa
- The document discusses the importance of strategic human resource management for a sports apparel company that is experiencing steady growth. As a new HR manager, the author will introduce strategic HR policies to increase productivity, motivate employees, and give the company a competitive advantage.
- The objectives are to examine the role of strategic HR, provide guidance on formulating sustainable and progressive HR policies, and have a highly skilled and flexible workforce that drives organizational performance and competitiveness.
- Effective strategic HR includes analyzing strengths and weaknesses, identifying opportunities, conducting performance reviews, and ensuring policies support business strategies and goals for sustained organizational success.
Mu0017 – talent management and employee retentionStudy Stuff
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
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This document discusses strategic human resource management and human resource planning. It defines strategic HRM as creating a unified plan to relate a firm's strategic advantages to environmental challenges. HRM's role in strategy formulation includes balancing internal strengths and weaknesses with external opportunities and threats, and providing competitive intelligence. Human resource planning is defined as determining how an organization should move from its current workforce to the desired workforce, with the right number of people in the right places at the right time. The key steps of human resource planning outlined are planning, identifying talent needs, creating an inventory of current human resources, and forecasting future manpower needs.
Strategic human resource management (HRM) involves aligning human resource policies and practices with organizational strategy to help achieve strategic goals. It focuses on effectively managing employees to maximize organizational performance. Key aspects of strategic HRM include linking recruitment, training, career paths and other HR practices to competitive strategy, implementing high-performance and high-commitment practices, and ensuring the HR function provides the right number of qualified employees with appropriate skills, knowledge and behaviors to meet organizational needs and objectives.
Strategic human resource management (SHRM) involves aligning human resource practices with organizational strategy and goals to improve employee performance and productivity. SHRM utilizes HR techniques like training, recruitment, and compensation to strengthen departments and the overall organization. The primary goal of SHRM is to address long-term business obstacles outside of HR through identifying key HR strategies. Effective communication between HR and top management is important for implementing cooperative SHRM strategies.
The business imperative every hr professional must face : Talent DevelopmentTanuj Poddar
The document discusses the business imperative of talent development for HR professionals. It notes that by 2018, there will be fewer younger generations to replace retiring baby boomers in the workforce. While some executives believe their talent programs are world-class, more see a need for significant or radical improvements. Competition for talent is also increasing. The document advocates developing a talent strategy aligned with business strategy, including effective talent scouting, relationship management, and developing employees. It stresses the importance of organizational branding and having employee experiences that represent the company brand.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
This document provides an overview of key concepts in chapter 1 of a human resource management textbook. It discusses the roles and responsibilities of HR departments, including administrative functions, business partner services, and strategic partnering. It also examines competitive challenges that influence HRM, such as sustainability, workforce trends, intellectual capital, employee engagement, and demonstrating performance through a balanced scorecard. The chapter introduces concepts that will be further explained, including strategic HRM, talent management, and quality initiatives.
The document discusses the key functions and concepts of human resource management. It covers the five main HR functions of staffing, human resource development, compensation, employee and labor relations, and safety and health. It also discusses the internal and external factors that influence HRM, such as the economy, technology, unions, and legal considerations. HR's role is changing with more tasks being performed by line managers, outsourcing, and technology.
The document discusses various individual, organizational, and environmental challenges faced in human resource management. Individual challenges include productivity, empowerment, brain drain, ethics and social responsibility, job insecurity, and matching people to organizations. Organizational challenges involve cost controlling, improving quality, developing distinctive competencies, and restructuring. Environmental challenges are forces like rapid change, workforce diversity, technological advances, legislation, skill shortages, globalization, and evolving family roles that are beyond a firm's control but influence its performance.
This book discusses how the Balanced Scorecard can be used as a strategic management tool by introducing five key principles: 1) Translating strategy into operational terms, 2) Aligning the organization to the strategy, 3) Making strategy everyone's everyday job, 4) Making strategy a continual process, and 5) Mobilizing change through executive leadership. When these principles are applied, the Balanced Scorecard transforms from a performance measurement tool into a tool for creating a strategy-driven organization.
Presentation on maximizing employee engagement. Holistic advocacy is discussed, with an emphasis on the employee element. Additional discussion points include barriers to engagement, enablers of engagement, and tips for using employee surveys as ONE data point in an evidence-based approach to enhancing engagement.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses management due diligence in mergers and acquisitions. It describes how RHR International assesses underperforming management teams using a proprietary survey to benchmark performance. High performing executives are identified as having strong business acumen, critical thinking, leadership skills, and insight. When assessing management teams for M&A deals, RHR looks at the capacity of the team to deliver on investment goals by evaluating strengths, weaknesses, team dynamics, and track records. RHR follows a proven process using psychometrics, interviews, and benchmarking to assess management capability.
The document discusses various aspects of corporate communications and marketing, including marketing communication, integrated marketing communications, and different communication tools. It explains that marketing communication aims to disseminate information about an organization to selected markets in order to induce initial purchases and achieve post-purchase satisfaction. Integrated marketing communications involves blending different communication elements, such as advertising, personal selling, and sales promotion, to communicate consistently with the market. Direct marketing and exhibitions are also discussed as important communication tools.
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 theoretical basis of work behaviours of salespeople in the multinational fi...Alexander Decker
This document summarizes a research journal article about motivating salespeople in multinational firms in Nigeria. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. The study analyzed the low motivation of salespeople in selected multinational firms using a survey of 350 salespeople and managers. Statistical analysis found a strong relationship between effort, performance, and desired outcomes, supporting Vroom's expectancy theory. The study recommends strategies for motivating salesforces, such as status rewards, attention to role problems, frequent communication, training, and being available to subordinates.
Strategic human resource management – a case studyMOHAMED HUDAIF T
This document provides an overview of strategic human resource management and different theories related to aligning human resources with organizational strategy. It discusses strategic human resource management, the best fit theory, best practice theory, and resource theory. The best fit theory links human resource strategy to the internal environment and categorizes organizations. The best practice theory aims to improve performance through developing employee commitment. The resource theory views an organization's resources as important assets for strategic positioning.
This document provides information about several risk management job positions, including Chief Risk Officer, Director of Enterprise Risk Management, and Director of Financial Risk Management. It includes descriptions of responsibilities, required experience, competencies, and typical reporting structure for each role. The Chief Risk Officer oversees all aspects of an organization's risk management and ensures communication of risk information to stakeholders. Directors develop risk management tools and frameworks to identify, evaluate and monitor operational and financial risks according to policies.
Your partner in conceiving, implementing and evolving by transforming your corporation to an Institution of Excellence- from good to great and great by choice.
The document discusses the strategic role of HR and how it must link to business strategy, especially for small and medium enterprises (SMEs). It emphasizes that the HR strategy should evolve from the organizational strategy. It also highlights some effective HR practices for driving growth, such as centralizing policies, competency-focused restructuring, and aligning HR practices with strategic business objectives. Finally, it discusses the emerging role of HR and skills needed for HR to become a strategic business partner, including business knowledge, communication skills, and leadership skills.
Total Reward Design for an Intergenerational Workforce - Compensation StrategiesCBIZ, Inc.
Total Reward Design for an Intergenerational Workforce:
This presentation discusses:
• An overview of generations
• Compensation strategies for rewarding and motivating the inter-generational workforce including Base salary, Incentives, Benefits and Pay increases.
Ed Rataj is a nationally recognized compensation expert, Certified Compensation Professional and Managing Director of Compensation Consulting with CBIZ Human Capital Services.
For more information about CBIZ Human Capital Services, visit http://www.cbiz.com/page.asp?pid=6034.
This document discusses concepts related to human resource management, leadership, and performance management. It covers topics such as leadership styles, motivation, management models, sources of power, and the performance management cycle. The key aspects of performance management are identifying performance standards, creating commitment through feedback and dialogue, and assessing performance through objectives, targets, results, and rewards.
Motivation through total reward rbs- haleem sadrey 2010guest9de12d
This document provides an agenda for a presentation on motivating employees through total reward at the Royal Bank of Scotland (RBS). It introduces RBS and discusses its performance management. It defines motivation and explains Maslow's hierarchy of human needs. It then discusses RBS's total reward package, which satisfies various needs, and concludes that RBS's motivational strategies help it attract and retain talented employees.
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
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Call us at : 08263069601
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This document provides an overview of key concepts in chapter 1 of a human resource management textbook. It discusses the roles and responsibilities of HR departments, including administrative functions, business partner services, and strategic partnering. It also examines competitive challenges that influence HRM, such as sustainability, workforce trends, intellectual capital, employee engagement, and demonstrating performance through a balanced scorecard. The chapter introduces concepts that will be further explained, including strategic HRM, talent management, and quality initiatives.
The document discusses the key functions and concepts of human resource management. It covers the five main HR functions of staffing, human resource development, compensation, employee and labor relations, and safety and health. It also discusses the internal and external factors that influence HRM, such as the economy, technology, unions, and legal considerations. HR's role is changing with more tasks being performed by line managers, outsourcing, and technology.
The document discusses various individual, organizational, and environmental challenges faced in human resource management. Individual challenges include productivity, empowerment, brain drain, ethics and social responsibility, job insecurity, and matching people to organizations. Organizational challenges involve cost controlling, improving quality, developing distinctive competencies, and restructuring. Environmental challenges are forces like rapid change, workforce diversity, technological advances, legislation, skill shortages, globalization, and evolving family roles that are beyond a firm's control but influence its performance.
This book discusses how the Balanced Scorecard can be used as a strategic management tool by introducing five key principles: 1) Translating strategy into operational terms, 2) Aligning the organization to the strategy, 3) Making strategy everyone's everyday job, 4) Making strategy a continual process, and 5) Mobilizing change through executive leadership. When these principles are applied, the Balanced Scorecard transforms from a performance measurement tool into a tool for creating a strategy-driven organization.
Presentation on maximizing employee engagement. Holistic advocacy is discussed, with an emphasis on the employee element. Additional discussion points include barriers to engagement, enablers of engagement, and tips for using employee surveys as ONE data point in an evidence-based approach to enhancing engagement.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses management due diligence in mergers and acquisitions. It describes how RHR International assesses underperforming management teams using a proprietary survey to benchmark performance. High performing executives are identified as having strong business acumen, critical thinking, leadership skills, and insight. When assessing management teams for M&A deals, RHR looks at the capacity of the team to deliver on investment goals by evaluating strengths, weaknesses, team dynamics, and track records. RHR follows a proven process using psychometrics, interviews, and benchmarking to assess management capability.
The document discusses various aspects of corporate communications and marketing, including marketing communication, integrated marketing communications, and different communication tools. It explains that marketing communication aims to disseminate information about an organization to selected markets in order to induce initial purchases and achieve post-purchase satisfaction. Integrated marketing communications involves blending different communication elements, such as advertising, personal selling, and sales promotion, to communicate consistently with the market. Direct marketing and exhibitions are also discussed as important communication tools.
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 theoretical basis of work behaviours of salespeople in the multinational fi...Alexander Decker
This document summarizes a research journal article about motivating salespeople in multinational firms in Nigeria. It discusses various motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. The study analyzed the low motivation of salespeople in selected multinational firms using a survey of 350 salespeople and managers. Statistical analysis found a strong relationship between effort, performance, and desired outcomes, supporting Vroom's expectancy theory. The study recommends strategies for motivating salesforces, such as status rewards, attention to role problems, frequent communication, training, and being available to subordinates.
Strategic human resource management – a case studyMOHAMED HUDAIF T
This document provides an overview of strategic human resource management and different theories related to aligning human resources with organizational strategy. It discusses strategic human resource management, the best fit theory, best practice theory, and resource theory. The best fit theory links human resource strategy to the internal environment and categorizes organizations. The best practice theory aims to improve performance through developing employee commitment. The resource theory views an organization's resources as important assets for strategic positioning.
This document provides information about several risk management job positions, including Chief Risk Officer, Director of Enterprise Risk Management, and Director of Financial Risk Management. It includes descriptions of responsibilities, required experience, competencies, and typical reporting structure for each role. The Chief Risk Officer oversees all aspects of an organization's risk management and ensures communication of risk information to stakeholders. Directors develop risk management tools and frameworks to identify, evaluate and monitor operational and financial risks according to policies.
Your partner in conceiving, implementing and evolving by transforming your corporation to an Institution of Excellence- from good to great and great by choice.
The document discusses the strategic role of HR and how it must link to business strategy, especially for small and medium enterprises (SMEs). It emphasizes that the HR strategy should evolve from the organizational strategy. It also highlights some effective HR practices for driving growth, such as centralizing policies, competency-focused restructuring, and aligning HR practices with strategic business objectives. Finally, it discusses the emerging role of HR and skills needed for HR to become a strategic business partner, including business knowledge, communication skills, and leadership skills.
Total Reward Design for an Intergenerational Workforce - Compensation StrategiesCBIZ, Inc.
Total Reward Design for an Intergenerational Workforce:
This presentation discusses:
• An overview of generations
• Compensation strategies for rewarding and motivating the inter-generational workforce including Base salary, Incentives, Benefits and Pay increases.
Ed Rataj is a nationally recognized compensation expert, Certified Compensation Professional and Managing Director of Compensation Consulting with CBIZ Human Capital Services.
For more information about CBIZ Human Capital Services, visit http://www.cbiz.com/page.asp?pid=6034.
This document discusses concepts related to human resource management, leadership, and performance management. It covers topics such as leadership styles, motivation, management models, sources of power, and the performance management cycle. The key aspects of performance management are identifying performance standards, creating commitment through feedback and dialogue, and assessing performance through objectives, targets, results, and rewards.
Motivation through total reward rbs- haleem sadrey 2010guest9de12d
This document provides an agenda for a presentation on motivating employees through total reward at the Royal Bank of Scotland (RBS). It introduces RBS and discusses its performance management. It defines motivation and explains Maslow's hierarchy of human needs. It then discusses RBS's total reward package, which satisfies various needs, and concludes that RBS's motivational strategies help it attract and retain talented employees.
Mu0017 – talent management and employee retentionsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Mu0017 – talent management and employee retentionsmumbahelp
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Ms 10 organisational design, development and changesmumbahelp
This document provides information about getting fully solved assignments for various courses and semesters. Students can email their semester and specialization details to help.mbaassignments@gmail.com or call 08263069601 to get their assignments solved. The document includes an example assignment on organizational design, development and change that covers four questions related to organizational structures, quality of work life, organizational analysis, and managing resistance to change.
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Mu0017 – talent management and employee retentionsmumbahelp
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This document provides information about getting fully solved assignments for an MBA course. It lists an email address and phone number to contact to receive assignments. It then provides details of Assignment Code MS-26/TMA/SEM-II/2014, which covers all blocks and must be submitted by October 31, 2014. It includes 5 questions on topics like group development, organizational stress, transformational leadership, social responsibility of organizations, and strategic alliances. Students are instructed to answer all questions and submit the completed assignment to their study center coordinator.
Mu0011 management and organisational developmentsmumbahelp
This document provides information about an assignment for a Master of Business Administration course. It includes 6 questions related to organizational development topics like importance of organizational development, organizational change strategies, ethical dilemmas, human process interventions, goal setting, and characteristics of a learning organization. Students are instructed to answer all 6 questions within 6-8 pages by the given deadline. They are also provided with contact details to get fully solved assignments.
This document provides information about an assignment for the subject Human Resource Management. It includes the semester, subject code, credit hours and maximum marks. It also contains 5 questions related to HR topics like the functions and overview of HRM in India, components and applications of HRIS, guidelines for a disciplinary policy, causes and procedures for grievance handling, and short notes on competency mapping and flexi time. Students are instructed to answer all questions, with answers for 10-mark questions being around 400 words each.
Dear students get fully solved SMU MBA Fall 2014 assignments
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The document provides information about getting solved assignments for various subjects including Employee Relations Management at a nominal price of Rs. 125 per assignment. It includes sample assignments on topics such as strategy, human resource information systems, grievance handling, collective bargaining, trade unions, and leadership theories. Interested students can contact the provided email address or phone number to obtain solved assignments.
The document provides an overview of various topics related to human resource management including the HRM cycle and model, HR challenges, strategic HRM, human resource information systems (HRIS), employee handbooks, and organizational development. It discusses the outputs of quality of work life, productivity, and readiness for change. It also summarizes HR challenges such as acquisition, managing change, attrition, work-life balance, and globalization.
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Dear students get fully solved assignments
Dear students get fully solved SMU MBA WINTER 2014 assignments
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Self Mastery Skills Training for Working ProfessionalsOtamere Elegon
This document summarizes a training program called "Self Mastery Skills for Working Professionals" provided by Enlightened Services. The program aims to help professionals improve their self-worth through self-mastery skills, which will in turn improve their organization's net worth. It covers topics like self-awareness, communication styles, conflict minimization, and success strategies. The goal is for professionals to function more effectively by gaining excellent professional skills and understanding themselves better. The training focuses on both technical skills and soft skills to help professionals uphold the highest standards of their profession.
This document provides information about getting fully solved assignments for an MBA course on Management of Human Resources. It lists an assignment code and coverage, notes that all questions should be attempted and submitted by October 31, 2013. It then provides 4 questions related to selection tests and interviews in hiring, problems with performance appraisal, the role of training in organizations, and how reward management is applied in the Indian context. Students are directed to provide detail answers drawing from their own experiences and citing credible sources.
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Benefits Of An Effective Leadership Program EssayJessica Lopez
Tanglewood is a large retail company with stores across 12 regions locally and overseas. As many senior employees retire, Tanglewood must develop a talent management strategy to fill vacated leadership roles. An effective strategy would identify and develop high-potential employees internally and implement training programs to prepare them for promotion. A standardized approach across regions is needed while allowing for cultural differences locally. Attracting and retaining talented staff globally will help Tanglewood compete internationally.
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Ms 21 social processes and behavioral issues - copysmumbahelp
This document provides information about getting fully solved assignments for an MBA course. It includes the course code, title, assignment code, coverage, and due date. It lists 5 questions for the assignment covering topics like the challenges of globalization, understanding human behavior in organizations, counseling in organizations, the role of teams and leaders, and attributes of work culture. Students are instructed to answer all questions and submit the assignment by the given due date to their study center coordinator.
This document provides information about an assignment for an MBA course on Employee Relations Management. It includes 6 questions covering topics like conflict management, organizational culture, human resource information systems, grievance redressal, trade unions, and stress and employee wellness. Students are instructed to answer all 6 questions within 6-8 pages total. The document also provides contact information to obtain fully solved assignments.
Similar to Ms 02 management of human resources (20)
1. Dear students get fully solved assignments
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ASSIGNMENT
Course Code : MS-02
Course Title : Management of Human Resources
Assignment Code : MS - 02/TMA/SEM-II/2014
Coverage : All Blocks
1. “Borderless world, Diversity, and Knowledge Power are the three broad phenomena of 21st
century, posing challenges to the corporate world and culminating into fierce competitive
environment”.
Elaborate this statement and discuss the underlying concepts, specifically in respect of the
challenges faced by the corporates in managing Human Resources.
Draw examples from the cases you are aware of. Briefly describe the situation and organizational
limitations you are referring to.
Answer: With the increase in competition, locally or globally, organizations must become more
adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment,
the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate,
and a change mentor within the organization. In order to succeed, HR must be a business driven
function with a thorough understanding of the
2. Define and describe the inter-relationship between Self-Concept, Concept of Role and
Orgnisational Socialisation. Explain with examples, you have come across or aware of. Relate your
response with the socialization factors in organizational socialization process. Briefly describe the
organization you are referring to.
Answer: In order for us to study this theory, we need to know first the history of the development of
self-concept theory. The earliest milestone in the self-concept theory is that of Rene Descartes, who
proposed that a person’s existence depended on how he perceives so. Sigmund Freud, one of the
most prominent psychologists, proposed many
3. What is the role and purpose of Human Resource Accounting? Explain with suitable examples,
citing the limitation this process has in organizational situations. Draw from your own experience
or the ones you are aware of. Briefly describe the organization, situation and organizational
dynamics you are referring to.
2. Answer:HRA seeks to measure the abilities of all employees in a company at all levels to produce
value by way of knowledge & capability. As recession forces consumers to stop investment,
producers are forced to go for employee curtailment.
4. What are the key factors governing motivational aspects of Reward Management, which have
substantial impact on development, implementation, maintenance, communication, and
evaluation of reward process? Explain with examples from your own experience or the ones you
are familiar with.
Briefly describe the organization and the situation you are referring to.
Answer:Reward management policy and practice are subject to a number of influences. As
summarized below, these consist of contextual factors arising from the internal and external
environment and conceptual factors relating to theories and beliefs about strategic management,
total reward, human capital management, the factors affecting pay levels, motivation, engagement,
commitment and the psychological contract.
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