The document outlines key aspects of human resource management including defining HRM, environmental factors affecting HRM, HRM activities, HR planning, recruitment, selection, pay and benefits, performance management, and training and development. It discusses defining HRM and its objectives of ensuring the business is appropriately staffed and high performance. Key HRM activities include HR alignment, planning, recruitment, selections, pay and benefits, and training. HR planning involves demand and supply analysis to determine deficits or surpluses. Recruitment methods include internal and external approaches while selection involves interviews, references checks, and tests.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
FedEx's recruitment process involves job analysis, writing job descriptions and person specifications, deciding recruitment methods, application methods, and marketing vacancies. Candidates are shortlisted and selected through application forms, interviews, ability testing, and personality tests. Factors like internal HR planning, budget, reputation, and economic conditions impact recruitment. To improve, FedEx should avoid common interview mistakes, thoroughly screen resumes and applications, be aware of employment laws globally, and leverage technology and social media throughout the process.
The role of Human Resources Management in Today's business Environmentminnoo
The document discusses the role of human resource management in business. It outlines the manager's HR responsibilities, which include recruiting, training, rewarding and evaluating employees. It also discusses attracting, developing and retaining an effective workforce. The document emphasizes the importance of employee engagement and building engagement through aspects like the work itself, rewards and organizational commitment. It provides examples of HR job duties and discusses measuring HR's contribution to organizational strategy and performance.
HRM involves evaluating an organization's human resource needs, recruiting and selecting employees to fill those needs, and motivating employees to help achieve organizational goals. The key functions of HRM include staffing through recruitment and selection, training and developing employees, motivating performance, and maintaining employees through performance appraisal and compensation. An effective HRM system is important for maximizing employee productivity and retention, and provides a competitive advantage.
This document examines approaches to human resource management in the hotel industry of Barbados. It finds that Barbados hotels have adopted HR strategies and practices to a greater extent than UK hotels. Barbados hotels scored higher in recruitment/selection, training, job design, and communication. They also had higher integration of HR policies with business strategies and each other. The Barbados hotel industry emphasizes service quality and delivering excellent service through HR practices to support its tourism-based economy.
The document discusses key aspects of human resource management including:
1) The human resource management process which involves planning, recruitment, selection, training, performance management, compensation, and career development to obtain and maintain a qualified workforce.
2) Important considerations like job analysis, descriptions, specifications, recruitment sources, selection methods, orientation, training types, performance appraisal techniques, and compensation goals and trends.
3) Current issues HR managers face including managing diversity, harassment, and achieving work-life balance for employees.
The document discusses the roles and responsibilities of the human resources department in a hotel. The HR department helps with recruitment, selection, orientation, training, performance evaluations, compensation, and legal compliance. It oversees policies and programs related to employee safety, development, and maintaining a diverse and high-quality workforce.
The document discusses various aspects of human resource management (HRM) including the key activities, importance for managers, changing environment, and strategic approach. It outlines the eight main HRM activities as planning, recruitment, selection, orientation, training, performance management, compensation and benefits, and career development. It emphasizes that HRM is important for managers to hire the right employees, reduce turnover, ensure training, and comply with legal requirements. New trends like globalization, technology, and workforce changes are altering the HRM field. An effective strategic HRM approach aligns HR activities with the company's overall strategic plan and goals.
The document discusses various topics related to human resource management including the functions and remit of HRM, changing patterns of employment, reasons for subcontracting, human resource planning, recruitment, selection, training, staff development, employee relations, and relevant legislation. Key areas covered are the role of HRM in promoting staff development and managing employee relations, Maslow's hierarchy of needs, methods of motivation, internal and external recruitment, selection techniques like interviews and tests, types of training, performance appraisal, the role of trade unions and collective bargaining, grievance procedures, and major employment laws.
The document discusses key aspects of human resource management, including the four parts of the HR process, job analysis, recruiting, selection, orientation, training, performance appraisal, compensation, and benefits. It provides exhibits that define terms like job descriptions and specifications. The exhibits describe sources for recruiting, types of interviews and questions, training methods, performance appraisal processes, and compensation considerations.
Here is my suggested order of priority for the most important characteristics of a superstar HR manager in the 21st century:
1. E. Understands the business/industry
2. C. Has a strategic mindset
3. A. Good with people
4. D. Knows HR content
5. B. Operationally efficient
6. G. Compassionate
7. F. Compliance Expert
Understanding the business and having a strategic mindset are most critical so the HR function can effectively support business goals and strategy. Strong interpersonal skills and HR expertise are also very important. Operational efficiency, compliance, and compassion are still valuable but less central to being a true strategic partner and driving
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
This document provides an overview of the MBA Human Resource Management course being taught by Mrinalini Arora. The purpose of the HRM course is to develop critical thinking and communication skills important for HRM. The learning outcomes include effective communication, ethical behavior, and relationship building skills. The course will cover topics such as introduction to HRM, manpower planning, developing people, compensation management, recruitment and selection, and emerging HRM trends. It will examine the functions, principles, and importance of HRM, as well as the differences between HRM and personnel management. Current challenges in HRM include hiring the right people, employee engagement, succession planning, managing change, and a diverse workforce.
Human resource management involves four key activities: staffing, training, motivation, and maintenance. It aims to recruit qualified employees, develop their skills, motivate them, and ensure workplace health and safety. HRM functions include acquisition, development, motivation, and maintenance of employees. It is influenced by internal corporate strategies and external factors like government regulations, technology changes, and economic conditions. Strategic HRM links human resource goals to organizational strategies through job analysis, planning, recruitment, selection, and development of employees.
what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
This document provides an overview of human resource management (HRM). It discusses the key terms, functions, evolution and challenges of HRM. Specifically, it outlines the four main functions of HRM as staffing, training and development, motivation, and maintenance. For each function, it describes the objectives and components. It also discusses the roles of HR managers and common challenges faced, such as economic changes, workforce issues, and organizational restructuring.
This document discusses the 7 R's of human resources: recruiting, routing, retaining, resonating, reviewing, rewarding, and retooling. It provides brief explanations of each term, such as that recruiting involves hiring for attitude and developing competence, routing is having a strategy to optimize employee value over the long term, and retaining means keeping employees that the company wants to keep. Recycling allows giving employees new jobs or career opportunities.
This document discusses career planning and performance appraisals. It provides definitions of career, career planning, and career development. It outlines common employee concerns regarding career advancement and what employees want from career planning like equity, supervision, opportunities awareness and satisfaction. It also discusses individual career development factors and benefits of career planning. The document then discusses performance appraisals including definitions, uses, challenges and past oriented appraisal methods. Finally, it covers wages, salaries and compensation objectives and phases including job analysis, evaluation, surveys and compensation management.
This document provides an overview of human resource management. It begins with definitions of HRM and discusses the main functions of HRM like recruitment and selection, training and development, performance appraisal, payroll and compensation & benefits. It also explains key HR concepts such as manpower planning and the recruitment cycle. The document aims to introduce HRM and its various processes and roles to understand how HR supports organizations.
Human resource management involves matching an organization's needs to its employees' skills. The four basic HR functions are recruitment and hiring, compensation and benefits, training and development, and performance management. Recruitment begins with identifying job needs through analysis. Jobs are described and specifications are created. Recruitment sources can be internal or external. Selection involves screening, testing, interviews, and hiring. New employees undergo orientation and training. Performance is evaluated and rewarded through management systems.
Human Resource Mgmt Questions (worth having a look)Nikita Nagwani
The document discusses how human resources are the most valuable asset for organizations and countries. It argues that while China has a larger population than India, China has developed more because it utilizes its large population as a resource. It states that no matter how advanced machines become, humans will always be needed to operate, maintain, and innovate for organizations. The document provides examples of how companies like Infosys grew due to the efforts of their employees. It emphasizes that coordinated efforts of employees working individually yet together is what leads to organizational success.
Human Resource Environmental Challenges by Mahmood QasimMahmood Qasim
The document discusses various challenges faced by Mahmood Qasim in his professional role, including external challenges, technological challenges, and economic challenges. It then outlines steps to deal with environmental challenges, which include monitoring the environment, evaluating impact, taking productive measures, and obtaining/analyzing feedback. The document concludes with Mahmood Qasim's professional code of ethics.
SAP HCM Structural Authorization Overview PresentationKenBowers
Structural authorization permits access to personnel data based on a user's position in the organizational structure. It is configured by creating an organizational structure, personnel records, evaluation paths, structural authorization profiles, and linking profiles to user IDs. A profile defines the objects and attributes a user can access based on their assigned root organizational unit. This can be determined dynamically using function modules or manually. The configuration is tested to restrict user access according to the organizational structure.
This document discusses organizational management in SAP, including:
- Maintaining organizational structures, forecasting manpower needs, and streamlining business processes.
- Key components like organizational plans, objects, relationships, statuses, and evaluation paths used to depict organizational hierarchies.
- Methods for creating and maintaining organizational structures like organization and staffing mode, expert mode, and simple maintenance.
- Transactions for creating and modifying organizational units, positions, and staff assignments within organizational plans.
Human Resources 101 provides an overview of human resources (HR) functions including recruitment and selection, training and development, and performance management. It discusses the history of HR evolving from personnel management to human resources to human capital management. The document also outlines HR positions, divisions, and strategies for attracting, developing, and retaining top talent through competitive compensation, learning opportunities, and effective performance management.
Chapter 1—the challenge of human resources managementAbdulla Alshehry
The document is a chapter from a human resources management textbook that discusses key concepts and challenges in HRM. It includes a true/false quiz covering topics like the demand for knowledge workers, use of HRIS systems, globalization strategies, managing human capital, and reducing labor costs. The quiz questions cover topics around the changing workforce, technology's impact on HR, and the roles and responsibilities of HR managers.
Challenges of 21st century managers and humanityRishabh Maity
The document outlines 20 major challenges facing humanity and managers in the 21st century: (1) saving the Earth from environmental degradation, (2) reversing extreme poverty worldwide, and (3) steadying unsustainable population growth. Other challenges include achieving sustainable lifestyles, preventing all-out war, dealing with globalization, protecting biodiversity, defusing terrorism, cultivating creativity, and conquering disease. Bridging the growing gap between technical skills and wisdom is also a concern, as is ensuring global food and health security amid a rising population and new health threats.
The document provides an overview of HR due diligence. It discusses:
- The importance of due diligence and identifying risks and issues before making decisions
- The key areas of focus for HR due diligence including personnel, management, contracts, and financial areas
- The steps involved in conducting HR due diligence for a merger or acquisition, including comprehensively studying the firms, assessing risks, negotiating, and integrating policies and processes
- A case example of how to handle HR due diligence for an upcoming merger between two companies to ensure post-merger talent retention
This document discusses the recruitment and selection process of sales personnel at Hemas, a Sri Lankan healthcare product distributor. It outlines Hemas' objectives in recruitment which include acquiring and retaining the best talent. The selection process is described in 7 stages from pre-interview screening to induction. Key factors like sources of recruitment, criteria for medical representatives, and a survey of factors affecting recruitment policy are also summarized. The conclusion emphasizes that selecting the right person for the right job is important for pharmaceutical companies to face market challenges.
This document discusses frameworks for developing human resource and organizational strategies. It covers several topics:
1) It describes different types of corporate strategies like growth, stability, and retrenchment as well as business strategies like cost leadership, differentiation, and focus.
2) It discusses Dyer and Holder's typology for matching HR strategies to organizational strategies, including investment, inducement, and involvement strategies.
3) It outlines the steps in developing an HR strategy framework, including external and internal analysis of factors like the environment, competitors, stakeholders, and internal capital.
4) It examines issues around managing diversity and the challenges of a changing business environment.
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.
The document discusses organizational structure and human resource management. It covers topics like formal and informal organizations, tall and flat organizational structures, line and staff functions, and the roles of human resource development in an organization. Different approaches to organizational design are presented, including the classical, task-technology, and environmental approaches. The relationship between human resources and other organizational functions like products, technology, and marketing are also discussed.
This document provides an overview of the functionality available in the SAP Human Resources (HR) module. It describes the main components and subsystems for personnel administration, organizational management, recruitment, training and development, time management, benefits administration, and qualifications and requirements. Key features and processes are summarized for each area, such as maintaining master data, recording employee information over their lifecycle, managing organizational structures and positions, and generating reports.
1. Sri Lankan law has been influenced by Sinhala, Tamil, Muslim, Kandyan, Thesawalamai, Portuguese, Dutch, British, and Roman-Dutch legal traditions due to its multi-ethnic and colonial history.
2. The legal system includes civil law, criminal law, and various personal laws, as well as a court system headed by the Supreme Court and Court of Appeal.
3. Alternative dispute resolution methods like mediation and arbitration are also used to reduce the courts' caseload in addition to tribunals that handle specific types of disputes.
Organisations face many challenges in managing business in the 21st century. Globalization, new technologies, and changing workforce demographics require flexible strategies and virtual/global leadership. Organisations must recruit knowledge workers, embrace diversity, and adapt workplace environments and HR policies to accommodate new trends like telework, automation, and work-life balance demands. Effective communication and ethical/socially responsible practices are also needed to navigate complex challenges in this rapidly evolving business landscape.
This ppt will help you to understand about various HR challenges in current business environment & give you a brief insight to increase your conceptual idea in HR field.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses the evolution of the role of HR professionals over time from welfare officers to strategic HR. It notes that HR needs to shift its focus from traditional transactional roles to more strategic roles by expanding its focus. It outlines four distinct roles identified by Dave Ulrich - strategic partner, change agent, administrative expert, and employee champion. For each role, it describes the key responsibilities and skills required. It emphasizes the need for HR to balance being a strategic partner while also advocating for employees. Finally, it stresses the importance of mastering both operational and strategic work.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Human Resource Management involves planning, recruiting, selecting, training, developing, and compensating employees to satisfy organizational and individual goals. The key activities include recruitment and selection, training and development, performance appraisal, and pay and benefits. HR planning involves forecasting current and future workforce needs. Effective HRM ensures all components like recruitment, selection, training, and compensation are aligned with organizational strategy. Performance appraisals provide feedback to enhance employee performance and determine rewards. A variety of pay structures and incentives can be used to motivate individual and team performance.
Human capital management involves planning, developing, and maintaining an organization's workforce. It includes recruitment, selection, training, performance reviews, compensation, and labor relations. The goal is to attract and retain high-performing employees to meet organizational goals. HR planning forecasts future needs through demand and supply forecasts. Selection tools like interviews, tests, and references determine the best candidates. Training and development build employees' skills for current and future roles. Performance reviews evaluate employees and provide feedback for improvement. Compensation includes pay and benefits to motivate and reward performance.
Human resource management ppt by Ms.R.Kalaiselvi, NGM college pollachiKalaiselvi,NGM college
This document provides an overview of the syllabus for a Human Resource Management class. The syllabus covers 5 units: 1) an introduction to HRM including its meaning, scope, evolution and functions; 2) recruitment processes and sources; 3) performance appraisal objectives and methods; 4) motivation theories and factors; and 5) conflict management including causes and remedies. Key topics within each unit are also summarized such as recruitment factors, selection stages, and training and development methods.
Brief introduction on human resource managementSha Zam
This document provides a brief introduction to human resource management (HRM). It defines HRM and discusses its evolution from personnel management. Key points include:
- HRM is the management of organizational human resources, including activities like recruitment, training, performance evaluation, and compensation.
- HRM has evolved from a focus on administration and rules to developing employee potential through training and motivation.
- The role of the HR manager is now more challenging and specialized, requiring management of strategic HRM processes like planning, development and industrial relations.
- The recruitment and selection process involves activities from job analysis and descriptions to attracting applicants, screening, interviewing and hiring. Compensation includes both monetary pay packages and non
HR audit is an overall quality control check on human resource activities in a division or company and how those activities support the organization’s strategy. A human resource audit evaluates the personnel activities used in an organization. The audit may include one division or entire company.
Human resource management involves determining an organization's human resource needs, acquiring and training people to fill those needs, and compensating employees. The key aspects of HRM include planning human resource needs, recruiting and selecting employees, orienting and training staff, managing performance, determining compensation and benefits, and ensuring compliance with employment laws. The overall goal of HRM is to maximize employee performance in service of an organization's strategic objectives.
The document discusses key aspects of human resource management including the importance of employees, functions of HR such as recruitment and training, motivation theories and methods, and processes such as identifying job vacancies, conducting interviews, and providing employee training and development. It also covers topics like employee relations, legislation, and industrial actions.
This document provides an overview of key concepts in strategic human resource management, including recruitment and selection, training and development, performance appraisal, compensation and rewards systems, unions and labor laws. It discusses internal and external recruitment sources and selection methods such as interviews and tests. It also outlines training types, performance appraisal methods, factors in designing reward systems, and how unions and laws influence HR.
The document defines key terms related to human resource management and the employment cycle. It discusses the importance of training for achieving organizational objectives. It also explains the relationship between performance review and reward management, distinguishing between financial and non-financial rewards. Specifically, it notes that performance review is used to evaluate performance, identify areas for improvement, and provide a basis for rewards to motivate employees.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
Recruitment @icici prudential life insuranceShivani Singh
The document discusses ICICI Prudential Life Insurance Company, including its objectives, components of the recruitment process, and company profiles.
[1] ICICI Prudential Life Insurance is a joint venture between ICICI Bank and Prudential plc to provide leading-edge life insurance solutions in India.
[2] The document outlines the recruitment process components - recruitment and selection, training and development, performance appraisal, pay and rewards, and labor relations.
[3] ICICI Bank and Prudential plc bring strong brands in financial services with ICICI Bank owning 74% stake and Prudential plc owning 26% in ICICI Prudential Life Insurance.
The document defines human resource management as a process of planning, organizing, directing, and controlling various HR functions like recruitment, selection, training, compensation, etc. to achieve organizational goals. It discusses the key HR functions like human resource planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, and reward and recognition. The document also covers different approaches to HRM like mechanical, paternalistic, and systems approach.
The document discusses key aspects of human resource management including qualities of human resources, the nature and scope of HRM systems, importance of HRM, and HR practices at the organizational and macro levels. It also covers HRM functions like planning, recruitment, training, development and various roles of HRM in managing employees from induction to compensation. Human resource planning including estimating manpower needs, recruitment, and development is discussed. The differences between personnel and HRD are highlighted. Key terms like job analysis, job description, job specification are explained. The role of HR in the new economic policy and changing labour issues are briefly covered.
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
The document discusses the importance of human resource management for organizations to become employers of choice. It outlines the key aspects of human resource management including recruitment, selection, training, performance appraisal, compensation and benefits. Effective human resource practices such as developing job descriptions, setting productivity standards, and orienting and training employees are critical to strategic success and competitive advantage. The changing demographics have increased the challenge of attracting, developing and retaining top talent.
This document provides an introduction to key accounting concepts:
1. It defines accounting as recording financial information about resources owned (assets), owed (liabilities), and equity. It outlines the different types of accountants and their qualifications.
2. Accounting information is used by various stakeholders like investors, creditors, employees, and government agencies. Useful attributes of accounting data include relevance, understandability, reliability, completeness, objectivity, timeliness, and comparability.
3. The document introduces double-entry bookkeeping where every transaction has two equal entries - a debit and a credit. It outlines the layout of T-accounts to record transactions.
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. The five forces are the threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and intensity of rivalry. The model helps understand how these different competitive forces influence profitability and determine overall industry structure and attractiveness.
The chapter discusses board of director structures and roles, focusing on non-executive directors and their independence. It covers threats that can undermine the independence of non-executive directors and the importance of induction and continuing professional development programs for board members.
Customer service involves meeting customer needs and expectations through positive interactions. It is the purpose of a business, not a favor to customers. Excellent customer service is rare because it requires investment, skills development, empowering employees, and measuring satisfaction. Every customer has needs around service, price, quality, action on problems, and appreciation. Both external and internal customers are important to manage to create a unified vision of excellent service.
The document discusses various topics related to services, including definitions of services, the stages of economic development, and quality improvement processes. It provides definitions of services from several sources, noting that services are deeds, processes, and performances. It also outlines Clark-Fisher hypotheses on economic evolution and describes the five stages of economic development from primary to quinary. Finally, it discusses quality improvement programs like Plan-Do-Check-Act cycles and some used by Marriott Corporation focusing on employee training, standards, and career progression.
This document outlines the structure and requirements of a supervisory management course broken into two semesters. The course covers 6 units related to internal organization, external environment, management process, human behavior, human resource management, and management skills. Students must complete two assignments on SWOT/PEST analysis and an HR topic, as well as a project on a management process within an organization to obtain the certificate. The course uses a specified textbook.
This document provides an overview of key concepts in PHP including:
- Hello World examples to get started with PHP syntax
- Escaping characters, variables, and data types
- Functions, function arguments, and variable scope
- How to define and call multiple functions
- Passing multiple arguments to functions
It includes code examples for each concept and an exercise to write a series of functions to generate an HTML table with multiple rows and cells of data. The goal is to learn PHP fundamentals and separate coding from HTML output for reusability.
This document outlines standard tax rate cut-off points and tax credits in Ireland. It provides the tax rates and income thresholds for single/widowed persons, one parent families, and married couples with one or two incomes. For married couples, the first earner is taxed at 20% up to a certain threshold, and the second earner can earn up to an additional threshold at 20% before higher rates apply. Several common tax credits are also described such as personal tax credit, PAYE tax credit, and married tax credit. Examples are provided to demonstrate how to calculate tax liability for single individuals and married couples.
The document discusses using IF statements in Microsoft Excel to perform conditional logic and calculations. The IF function checks if a condition is true or false and returns one value if true and another if false. It has three arguments: the logical test, the value if true, and the value if false. An example shows using IF to return "yes" if cell A2 is greater than cell B2, and "no" if it is not. The document demonstrates using IF statements to perform calculations like adjusting inventory prices based on a value threshold.
The document discusses the ACCA F1 Accountant in Business exam syllabus and format. It covers the Kaplan textbook and teaching approach, which involves students reading chapters before class and taking practice questions. The focus is on revising all syllabus areas before taking a mock exam. It also explains Tuckman's stages of team development - forming, storming, norming, performing, and adjourning - and provides examples of behaviors at each stage. Sample exam questions test understanding of the lowest productivity stage and the additional stage added to Tuckman's model.
The document summarizes a course on decision support systems. It outlines the course objectives, assessment breakdown, project details, and exam format. It also defines key terms like decision support systems and describes components of DSS like databases, user interfaces, and analytical models.
The document discusses the trial balance, which is a list of ledger account balances that is prepared after all accounting entries for a period have been recorded. It serves to check that the total debits equal total credits, ensuring the double entry system was used correctly. If the trial balance does not balance, errors must exist in the accounting records and need to be identified and corrected. While a trial balance checks for errors in posting or arithmetic, it will not detect more complex errors or those that cancel each other out.
This tutorial aims to teach students basic skills in digital image production and manipulation. It focuses on using tools in Photoshop like the spot healing brush, patch tool, and clone tool to remove blemishes, spots, and wrinkles from a portrait. Students are instructed on how to open the image file, duplicate layers, select tools, zoom in on areas to edit, hold alt/option to select source points, and use a combination of tools to remove stray hairs and soften wrinkles. The tutorial also includes applying an unsharp mask filter to sharpen the edited image. The overall goal is to enhance retouching skills and composite layered images.
1) The document outlines the core areas of the ACCA Paper F9 Financial Management syllabus, including financial management functions, working capital management, and investment appraisal.
2) It compares financial management with management accounting and financial accounting, noting that financial management deals with long-term finance issues like investment decisions.
3) Several stakeholders are discussed, including shareholders who seek to maximize wealth, employees who rely on wages, and customers who want value and quality. Agency theory explains conflicts between principals and agents.
This document provides instructions for students to complete a lesson in the Adobe Fireworks program. The lesson objectives are to learn how to navigate Fireworks, produce computer graphics and illustrations, and realize creative ability. The document then provides step-by-step instructions to create a new file, draw a rounded rectangle as a background, add drop shadows, and lock the background layer. It introduces creating tabs and buttons on a new layer.
Topics to be Covered
Beginning of Pedagogy
What is Pedagogy?
Definition of Pedagogy
Features of Pedagogy
What Is Pedagogy In Teaching?
What Is Teacher Pedagogy?
What Is The Pedagogy Approach?
What are Pedagogy Approaches?
Teaching and Learning Pedagogical approaches?
Importance of Pedagogy in Teaching & Learning
Role of Pedagogy in Effective Learning
Pedagogy Impact on Learner
Pedagogical Skills
10 Innovative Learning Strategies For Modern Pedagogy
Types of Pedagogy
PRESS RELEASE - UNIVERSITY OF GHANA, JULY 16, 2024.pdfnservice241
The University of Ghana has launched a new vision and strategic plan, which will focus on transforming lives and societies through unparalleled scholarship, innovation, and result-oriented discoveries.
APM event held on 9 July in Bristol.
Speaker: Roy Millard
The SWWE Regional Network were very pleased to welcome back to Bristol Roy Millard, of APM’s Assurance Interest Group on 9 July 2024, to talk about project reviews and hopefully answer all your questions.
Roy outlined his extensive career and his experience in setting up the APM’s Assurance Specific Interest Group, as they were known then.
Using Mentimeter, he asked a number of questions of the audience about their experience of project reviews and what they wanted to know.
Roy discussed what a project review was and examined a number of definitions, including APM’s Bok: “Project reviews take place throughout the project life cycle to check the likely or actual achievement of the objectives specified in the project management plan”
Why do we do project reviews? Different stakeholders will have different views about this, but usually it is about providing confidence that the project will deliver the expected outputs and benefits, that it is under control.
There are many types of project reviews, including peer reviews, internal audit, National Audit Office, IPA, etc.
Roy discussed the principles behind the Three Lines of Defence Model:, First line looks at management controls, policies, procedures, Second line at compliance, such as Gate reviews, QA, to check that controls are being followed, and third Line is independent external reviews for the organisations Board, such as Internal Audit or NAO audit.
Factors which affect project reviews include the scope, level of independence, customer of the review, team composition and time.
Project Audits are a special type of project review. They are generally more independent, formal with clear processes and audit trails, with a greater emphasis on compliance. Project reviews are generally more flexible and informal, but should be evidence based and have some level of independence.
Roy looked at 2 examples of where reviews went wrong, London Underground Sub-Surface Upgrade signalling contract, and London’s Garden Bridge. The former had poor 3 lines of defence, no internal audit and weak procurement skills, the latter was a Boris Johnson vanity project with no proper governance due to Johnson’s pressure and interference.
Roy discussed the principles of assurance reviews from APM’s Guide to Integrated Assurance (Free to Members), which include: independence, accountability, risk based, and impact, etc
Human factors are important in project reviews. The skills and knowledge of the review team, building trust with the project team to avoid defensiveness, body language, and team dynamics, which can only be assessed face to face, active listening, flexibility and objectively.
Click here for further content: https://www.apm.org.uk/news/a-beginner-s-guide-to-project-reviews-everything-you-wanted-to-know-but-were-too-afraid-to-ask/
This is an introduction to Google Productivity Tools for office and personal use in a Your Skill Boost Masterclass by the Excellence Foundation for South Sudan on Saturday 13 and Sunday 14 July 2024. The PDF talks about various Google services like Google search, Google maps, Android OS, YouTube, and desktop applications.
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"Dr. Nasir Mustafa
CERTIFICATE OF APPRECIATION
"NEUROANATOMY"
DURING THE JOINT ONLINE LECTURE SERIES HELD BY
KUTAISI UNIVERSITY (GEORGIA) AND ISTANBUL GELISIM UNIVERSITY (TURKEY)
FROM JUNE 10TH TO JUNE 14TH, 2024
4. “ HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques ”(Storey, 2007)
5. Key Objectives of HRM Staff Objective Ensure business is appropriately staffed Performance Objective Ensure appropriate standards of performance are achieved through training, development Management control systems Change Management Effective management of change Structural, cultural adjustments
6. So, how does HRM contribute toward the attainment of competitive advantage? Take note of the 3 main issues discussed in class ? ? ?
7. HRM Activities HR Alignment Human Resource Planning Recruitment Selections Pay and Benefits Performance Management Training and Development
10. Key HR Challenges: Environmental Rapid Change The Internet Revolution Workforce Diversity Globalization Legislation Evolving Work and Family Roles Skill Shortages Rise of the Service Sector Natural Disasters
11. Key HR Challenges: Organizational Competitive Position Decentralization Downsizing Organizational Restructuring Self-Managed Work Teams Organizational Culture Technology Internal and Data Security Outsourcing
12. Matching People and Organizations Ethics and Social Responsibility Productivity Empowerment Brain Drain Job Insecurity Key HR Challenges: Individual
14. Human Resource Planning HR Planning is an effort to anticipate the future demands of the organisation and match those demands with suitable personnel Stages of HR Planning Demand Analysis Through an understanding of the Org Strategy, the HR function must forecast the demand for personnel by Assessing future HR needs Assessing the quality and quantity of employee needed Supply Analysis An analysis of the supply both internally and externally of the labour currently available to determine if they can meet the org needs
15. Human Resource Planning contd . Estimating Deficits/Surplus This is the process of comparing the demands with the supply to establish if the supply meets the demands A deficit in supply could result in the org recruiting from overseas, automate activities, outsource activities Action Plan The action plan should detail how the HR function will align the demands of the org with the supply available to the org It should detail selection, recruitment, training etc. to ensure that the orgs requirements are met with competent staff
16. Strategic HR Policies: Benefits 1- Encouraging Proactive Behavior Communicating Company Goals Stimulating Critical Thinking and Ongoing Examination of Assumptions Identifying Gaps Between Current Situation and Future Vision Encouraging Line Managers’ Participation Identifying HR Constraints and Opportunities Creating Common Bonds
17. Strategic HR Policies: Challenges 1- Maintaining a Competitive Advantage Reinforcing Overall Business Strategy Avoiding Excessive Concentration on Day-to-Day Problems Develop HR Strategies Suited to Unique Organizational Features Coping with the Environment Securing Management Commitment Translating the Strategic Plan into Action Combining Intended and Emergent Strategies Accommodating Change
18. Strategic HR: Choices Work Flows Staffing Employee Separations Performance Appraisal Training and Career Development Compensation Employee Rights Employee and Labor Relations International Management 1-
19. Selecting HR Strategies To increase firm performance HR strategies should fit with other aspects of the organization 1-
20. HR Strategies: Fit with Organizational Strategies Corporate Strategies Evolutionary Steady State 1- Porter’s Business Unit Strategies Cost leadership Differentiation Focus Miles and Snow’s Business Strategies Defender Prospector
21. HR Strategies: Fit with Environment Degree of Uncertainty Magnitude of Change Complexity Volatility 1-
22. HR Strategies: Fit with Organizational Characteristics Production Process Firm’s Market Posture Firm’s Overall Managerial Philosophy Firm’s Organizational Structure Firm’s Organizational Culture 1-
23. HR Strategies: Fit with Org. Capabilities Distinctive Competencies Give firm competitive edge 1- HR Strategies should Help firm exploit its competencies Assist the firm to help use its HR skills
25. Recruitment This refers to attracting candidates to the organisation with the view to taking up employment Recruitment can occur Internally or Externally There are 2 key stages in the recruitment process Background Stage This refers to analysis of the job description with the person specification in order to achieve a fit between the job and the candidate. job description (statement of the tasks &responsibilities of the role) with the person specification (details skills, competencies, qualifications, experience required from the candidate)
26. Job analysis: an overview MATCHING JOB DESCRIPTION Job title Place of work Reporting to whom? Subordinates? Purpose of position Key duties Objectives/targets PERSONAL SPECIFICATION Physical attributes Education/training General intelligence Special aptitudes Personal Interests Personality Background
27. Recruitment contd. 2. Recruitment Stage This refers to the process of attracting candidates by Internal Recruitment –transfers, promotions External Recruitment – media advertisements, agencies , colleges, FAS, Professional bodies Various methods can be used to attract candidates Internal Job Posting – posted within the company External Job Posting – posted to external sources e.g. Newspapers, Internet Job Pages, Colleges postings Employment Agencies – the use of specialist agencies to shortlist from a large pool of candidates. This can be expensive. Employee Referrals – this is when an employee refers a friend for a position
29. Selection The selection process effectively begins when application forms/CVs have been received This involves selecting the right candidate from the pool of candidates that have been shortlisted Interviews Reference Checks Selection Tests
30. Interviews Most commonly used selection technique e.g.1:1,group or panel The objective of the interview is to Gain info about the candidate to determine suitability Sell the role and the org to the candidate There are two main types of interviews Structured – set questions are asked of all candidates to compare performance Unstructured – the interviewer has a general set of questions but its at the interviewers discretion as to what is asked Common Interviewing Errors Inadequate preparation Premature Judgement Lack of Rapport Interviewer Dominance Structural Rigidity
31. Selection contd. Reference Checks Once interviewing has been completed candidates are placed on shortlist and references are checked Reference checks seek to validate the information supplied by the candidate They also gather additional details on how the employee reacted with other staff, management, customers etc. Selection Tests These can be used with interviews to reduce bias and increase correct selection Intelligence Tests – tests their mental capacity Aptitude Tests – test special aptitudes that may be necessary to performing the job Proficiency Tests – these test specific skills e.g. Typing, presentation skills, language skills
33. Pay & Benefits An organisation’s reward system is a powerful indicator of its philosophy and approach to workforce management The primary function of pay and benefits are employee retention and motivation Rewards can be financial / non-financial Intrinsic rewards - spring from the job itself and include autonomy, responsibility an challenge Extrinsic rewards - more tangible in nature and include pay, job security and working conditions There are 3 parts to a compensation system Payments Benefits Rewards & Motivation
34. Pay & Benefits contd. Payment Flat rate only or Flat rate+ fixed hourly, weekly, monthly rate +/or bonus by results Merit Rating Receive bonus based on their performance Commission – individual earns a % of each sale they make Profit Gain Sharing – employees get a bonus related to improved company performance Piecework – employees are paid for each item they produce
35. Pay & Benefits contd. 2. Benefits There are 2 main types of benefits employees receive in addition to salary Benefits-in-kind – these are benefits that can’t be turned into cash but have a value e.g. Company car, preferential loans, health ins Other Benefits – vouchers, holidays, bus tickets, childcare subsidies, canteen subsidies, mobile phones, education Rewards & Motivation Employees are also motivated by non financial rewards Reward and Recognition Awards Grooming for Promotion e.g. Coaching, specialist training Greater responsibility More enriching work
37. Performance Appraisal Assessing the work of employees is a key function of human resource management It can be seen as a periodic assessment of the performance of the individual Its concerned with Establishing performance objectives and standards Measuring performance against standards Providing timely feedback to the employee There are a number of different objectives in performance appraisal
38. Performance Appraisal contd. There are 2 main appraisal systems Graphic Rating Scales This is where various aspects of the employees performance are measured against a scale Scales are common to all employees thus making comparisons easy 360◦ Feedback This involves collecting feedback from a variety of people you work with in the org The strength of this review is that its viewed from many different perspectives This type of review encourages the employee to pay attention to all work relationships
39. Performance Appraisal contd. There are 2 main appraisal systems Graphic Rating Scales This is where various aspects of the employees performance are measured against a scale Scales are common to all employees thus making comparisons easy 360◦ Feedback This involves collecting feedback from a variety of people you work with in the org The strength of this review is that its viewed from many different perspectives This type of review encourages the employee to pay attention to all work relationships
40. Performance Appraisal contd. Effective Performance Appraisals Reviews the goals and standards of the employees responsibilities Summarises the employees overall performance with positive and negative feedback Discuss the causes of weak performance and provide the employee the opportunity to discuss this and adapt this through e.g. Training Agree a set of activities that the employee must focus on and agree a time to review progress End on a good note! Ineffective feedback When performance measures are not clear and then the employee is punished during review When is it not timely thus preventing the employee the opportunity to address it before it became problematic If it is not constructive and is used negatively against the employee
42. Training & Development A major aspect of HR is developing career path opportunities for employees through org development activities There is a clear distinction between the concepts of training and development Training refers to a planned effort to modify or develop knowledge, skills and attitudes through learning experiences Development is a broader concept referring to general growth of an individuals skilled and abilities through conscious and unconscious learning
43. Training & Development Methods On the job training Job rotation, coaching, mentoring, buddying Attending internal briefings and presentations Customer and supplier visits External formal, professional training courses Part time, sabbatical, fixed periods Secondment to another department, business unit
44. Summary and Conclusions There are many challenges in HRM Plan and Implement HR Strategic Policies and procedures should be congruent Select strategies that increase performance HR department and management are an important partnership 1-
Editor's Notes
Staff: Designing org structures Aligning Employee contracts with org requirements Recruiting, selecting and training staff Rewarding ee’s appropriately to retain their services Disposing of those who no longer have the reqd skills Performance: Once staff are on board, this considers how they can be kept motivated to perform their roles Training and development of staff is crucial Where necessary, disciplining staff may be required to ensure equity amongst the workforce Welfare functions are also important to support ee’s who are having personal difficulties that may affect their work e.g. illness, bereavement HR tries to create an environment that induces ee discretionary effort i.e. work longer, hard, enthusiastically Management Control systems e.g. value systems, belief systems, boundary control systems (Diagnostic, Boundary, Interactive) Change Management Change is continuous in the org Sometimes its structural e.g. restructuring activities, hiring new skill sets, Sometimes its cultural e.g. changing the values, attitudes toward org norms e.g. greater need to innovate as opposed to simply refine strategy HR are responsible for recruiting change leaders and agents that will direct and drive acceptance for change Also they must adjust the training, development and incentives to redirect activity in a meaningful way Engaging ee;s in the change process to create greater mindshare and facilitate id of discrepancy, appropriateness, efficacy and valence
By understanding and anticipating the fundamental aims of the org and then reacting appropriately through the people better than the competition Maintaining advantage by developing and maintaining human capital – knowledge, skills and abilities of ee’s combined with their experience is a unique form of competitive advantage in the knowledge environment. Its easy to replicate codified information but it is not easy to replicate the unique way that people apply their KSA with their experience to solve business problems. HR must facilitate this through the structures of the org Grow and maintain the reputation and corporate image of the co. as a co. that is well lead, managed with loyal and satisifed ee’s. This attracts investors and the highest calibre ee’s which in turn create new opportunities for the org to grow This is achieved through ethical recruitment, selection and maintenance practices – no discrimiation, fair and equitable work practices High corporate social responsibility – give something back to the community
This first lecture provides a broad overview of the strategic human resource challenges organizations face, and provides a framework to understand the role of human resource strategies, activities, and programs to achieve sustained competitive advantage. To support this broad perspective, some of the most important external and internal challenges vis-à-vis HR strategies are discussed in three categories: environmental challenges, organizational challenges, and individual challenges. The chapter explains the planning and implementation of strategic HR policies, as well as the role of line managers and the HR department in the effective use of human resources. Also explored here is how managers, in partnership with human resource professionals, adopt and implement HR strategies through specific strategies and programs. HR professionals are often responsible for designing these programs in order to meet business goals and employee needs. While the line managers provide the necessary input during the program design phase, they are primarily responsible for carrying out or implementing such programs. This chapter provides a strong overview of how firms can use HR strategies and initiatives to deal with external and internal challenges which are then explored in detail in later lectures.
Three types of HR challenges facing managers today: - Environmental - forces external to the firm - Organizational – concerns or problems internal to the firm - Individual – deal with decisions pertinent to specific employee Human Resource Management: The Challenge Human resource challenges that face today’s managers may be categorized according to their primary focus: the environment, the organization, or the individual. Firms that deal with these challenges effectively are likely to outperform those that do not. A. Environmental Challenges Environmental challenges refer to forces external to the firm that are largely beyond management’s control but influence organizational performance. They include: rapid change, the Internet revolution, workforce diversity, globalization, legislation, evolving work and family roles, and skill shortages and the rise of the service sector. B. Organizational Challenges Organizational challenges refer to concerns that are internal to the firm. However, they are often a byproduct of environmental forces because no firm operates in a vacuum. These issues include: competitive position (cost, quality, and distinctive capability), decentralization, downsizing, organizational restructuring, self-managed work teams, small businesses, technology, outsourcing, and organizational culture. Organizational culture is a particularly important element. Culture is the basic assumptions and beliefs shared by members of the organization that express themselves through the rules, norms, dominant values, philosophy, and climate. Firms that regularly make adjustments to these elements to match environmental changes are likely to outperform those whose culture is rigid and unresponsive to external factors. C. Individual Challenges Human resource issues at the individual level address concerns that are most pertinent to decisions involving specific employees. These issues almost always reflect what is happening in the larger organization. How individuals are treated also is likely to have an effect on organizational issues. For instance, if many key employees leave a firm to join its competitor, it will affect the competitive posture of the firm. The individual issues include matching people and organization, ethics and social responsibility, productivity, empowerment, brain drain, and job insecurity. Lecturer: Olivia Edge
Environmental challenges: - influence organizational performance - largely beyond management’s control - managers need to monitor the external environment for opportunities and threats The speed of change in the market environment is bringing a level of hyper competition This is being caused by Move towards globalisation of economic activity and move towards higher privitisation Greater pressure to sell goods internationally therefore the competition for those markets is growing Becoming more difficult maintain no 1 position and dominate national markets through state owned businesses To accommodate this level of competition, global corporations and strategic alliances are forged e.g. Microsoft, Sony Ericsson, Trade alliances e.g. WTO etc is reducing protectionism and increasing free trade 2. Rise of Technology Developments in technology, auotomation, are revolutionising how orgs work Staying ahead of the pace of change is driving orgs to adopt new practices, and develop and use technology in a more efficient and effective way IT and e-business is opening up the barriers to competitions as its easier to compare products, features, price etc Labour market trends are critical to understand for global orgs so they situate in the correct markets to deliver certain parts of the product offering e.g. manufacturing in china, R&D in France etc. So what drives those decisions? Answer, an analysis of the skills in each market. Some markets are extremely good at certain things therefore it creates a tightening in the market environ which drives competition for the skilled labour. This means HR must work hard to attract skilled labour and retain them so they can continue to derive sustainable competitive advantage. Regulation of EE rights. Its no longer acceptable to manage ee;s through their COE alone. ER’s must be mindful of their statutory obligations which supersede COEs Ers are obliged to honour certain ee conditions e.g. equal pay, unlawful dismissal, health and safety, So how does this affect HRM? HR needs to ready people for change and create org flexibility Put practices in place to accommodate the changes and keep people trained which drives efficacy Adjust reward schemes (tangible and intangible) to accommodate valence (what’s in it for me) Lecturer: Olivia Edge
Organizational challenges: - e ffective managers spot organizational issues and deal with them before they become major problems - important for firms to be proactive , to take action before problems get out of hand - can be done only by managers who are well informed about important HR issues and organizational challenges - the relationship between environmental and organizational challenges is a one way relationship (see Figure 1.1) - few organizations have much impact on the environment Lecturer: Olivia Edge
I ndividual challenges: - almost always reflect what is happening in the larger organization - how the company treats its individual employees is also likely to affect the organizational challenges discussed - e.g. if many key employees leave the firm to join competitors, the organization’s competitive position is affected - there is a two-way relationship between organizational and individual challenges (see Fig 1-1) Psychological contract is NB here. This refers to the ‘delivery of a deal’ that is fair and that fulfills the expectations and obligations of both the ee and er. Lecturer: Olivia Edge
Formulating HR strategies and establishing programs to implement them is strategic human resource planning. Successful HR strategic planning provides many benefits for the company, including (1) encouraging proactive rather than reactive behavior, (2) explicit communication of company goals, (3) stimulation of critical thinking and ongoing examination of assumptions, (4) identification of gaps between current situation and future vision, (5) encouragement of line managers’ participation, (6) identification of HR constraints and opportunities, and (7) creation of common bonds. Lecturer: Olivia Edge
In developing HR strategy, organizations face several important challenges including maintaining a competitive advantage, (2) reinforcing overall business strategy, (3) avoiding excessive concentration on day-to-day problems, (4) developing HR strategies suited to unique organizational features, (5) coping with the environment, (6) securing management commitment, (7) translating the strategic plan into action, (8) combining intended and emergent strategies, and (9) accommodating change. Lecturer: Olivia Edge
Human resource strategies, which are implemented through HR activities and programs, may affect the performance of the business. The options that a firm has available in designing its HR system are its strategic HR choices This slide shows a sampling, rather than an exhaustive list, of strategic HR choices. Firms may fall near the left, right, or middle of such a continuum Work Flows – efficiency & control vs. innovation & flexibility Staffing – internal with supervisor making hiring decisions vs. external and HR dept makes hiring decisions Employee Separations – voluntary inducements & preferential hiring policy vs. layoffs & no preferential treatment Performance Appraisal – customized & developmental vs. uniform & control-oriented Training & Career Development – individual, OTJ & job-specific vs. team-based, external & generic Compensation – fixed or job- based pay vs. variable or individual- based pay Employee Rights – emphasis on discipline & informal ethical standards vs. emphasis on prevention & explicit ethical standards Employee & Labor Relations – top down communication & union suppression vs. use of feedback & union acceptance International Management – crate global company culture with universal company policies vs. adapt to local cultures and country-specific policies Lecturer: Olivia Edge
No HR strategy is “good” or “bad” in and of itself. The success of HR strategies depends on the situation or context in which they are used. In other words, an HR strategy’s effect on firm performance is always dependent on how well it fits with some of the factors. Fit refers to the consistency or compatibility between HR strategies and other important aspects of the organization. . . Lecturer: Olivia Edge
A. Fit with Organizational Strategies Organizational strategies may be examined at two levels: corporate and business. Corporate strategy refers to the mix of businesses a corporation decides to hold and the flow of resources among those businesses. This involves decisions pertaining to acquisition, divestment, diversification, and growth. At one end of the spectrum is the evolutionary business strategy; at the other end is the steady-state strategy. Business unit strategies refer to those established by firms or autonomous units of the corporation. Well-known business strategies were formulated by Porter (overall cost leadership strategy, differentiation business strategy, and focus strategy) and Miles and Snow (defender strategy and prospector strategy). Evolutionary – aggressive acquisitions of new businesses, even if unrelated - HR emphasis on flexibility, quick response, entrepreneurship, risk sharing, and decentralization Steady state – avoid acquiring firms outside their industry or companies that are very different from them - HR emphasis on efficiency, control, centralization and long-term career development of employees Cost leadership – gain competitive advantage through lower costs - HR emphasis on efficient, low-cost production, highly structured procedures, and discourages creativity and innovation Differentiation - create a product or service that is perceived as being unique - HR emphasis on innovation, flexibility, and renewal of the workforce by attracting new talent from other firms Focus – combines low cost and differentiation to serve narrow target market better than other firms - HR emphasis would be cross between those described for low-cost producers and differentiators Defender – conservative business units that prefer to maintain a secure position in relatively stable product or service areas - HR emphasis on control and structure, and policies designed to foster long-term employee attachment Prospector – interested in growth and innovation, development of new products, and an eagerness to be the first in new-product or market areas - HR emphasis policies that foster creativity and adaptability, staffing and employee separation policies that focus on the external labor market; customized, participative employee appraisals used for multiple purposes (including employee development); training strategies targeting broad skills; and a decentralized compensation system that rewards risk taking and performance. Lecturer: Olivia Edge
B. Fit with the Environment HR strategies should help the organization better exploit environmental opportunities or cope with the unique environmental forces that affect it. The environment can be examined on four dimensions, including degree of uncertainty, (2) volatility, (3) magnitude, and (4) complexity. If high on 4 dimensions – need HR strategies that promote flexibility, adaptivity, quick response, transferability of skills, the ability to secure external talent when needed, and risk sharing with employees (variable pay) If low on the 4 dimensions – need HR strategies that allow for an orderly, rational, and routine approaches to dealing with a relatively predictable and stable environment Lecturer: Olivia Edge
C. Fit with Organizational Characteristics To be effective, HR strategies must be tailored to the organization’s personality. The features of an organization’s personality are its production process for converting inputs into output, (2) market posture, (3) overall managerial philosophy, (4) organizational structure, and (5) organizational culture If production is routine, market is stable, the org. is highly structured and management’s philosophy & culture emphasize control and are averse to risk, HR strategies should emphasize control and stability Lecturer: Olivia Edge
D. Fit with Organizational Capabilities An organization’s capabilities are its distinct competencies. HR strategies make a greater contribution to a firm’s performance when they help to exploit the firm’s specific advantages or strengths while avoiding its weaknesses, and (2) when they assist in better using its own unique blend of human resource skills and assets E. Choosing Consistent and Appropriate HR Tactics to Implement HR Strategies Even the best-laid strategic HR plans may fail when specific HR programs are poorly chosen or implemented. A firm’s HR strategies must be mutually consistent. That is, HR strategies are more likely to be effective if they reinforce one another rather than work at cross-purposes. Lecturer: Olivia Edge