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University Degree: Human Resource Management
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Contents Abstract.............................................................................................i Chapter 1: 1 1.1Introduction: 1 1.2 Company Introduction: 3 1.3 Aims and Objectives: 5 Chapter 2 Literature Review: 7 2.1 Employee Commitment: 7 2.1.1 Components of Commitment: 8 2.2 Commitment and Performance: 9 2.3 HRM and Commitment: 10 2.3 Researches linking HRM, Performance and Commitment: 12 Chapter 3: Methodology: 19 3.1 Research Methodology: 19 3.2 Semi-Structured Interviews: 22 3.3 Sampling: 24 3.4 Interview Questions: 24 3.5 Data analysis and interpretation: 27 Chapter 4: 29 4.1 Company Background: 29 4.2 Findings: 29 4.3 Discussion: 41 Chapter 5: 50 5.1 Conclusion: 50 5.2 Recommendations: 52 5.3 Limitations: 53 5.4 Suggestions
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Wishart (1992), (cited in Mabey, Skinner & Clark p71) stated a unitarist view is based "on a mutual cooperation, a shared goal and harmony of interest between the employees and the employers". In these instances both employees and employers see unions as an unwanted disturbance to the organisation and if conflict arises it is often caused by irrational behaviour which may often result from personality clashes. Under this approach it tends not to be seen as a direct result of management failure.
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Organisations show an increasing awareness, in this current economic climate, of the costs of different HR processes. Discuss how organisations can attempt to balance the requirements of cost constraints with the need to develop effective, valid and relia
Validity is defined as "the strength/effectiveness of a tool and the conclusion of what it measures" e.g. measure of accuracyiv. Reliable selection processes are not necessarily 100% accurate in all instances, but offer a cost effective process when selecting applicants. In my opinion reliability and validity go hand in hand and are often both interlinked. It could be argued validity is vital because if you are using a tool that does not measure accuracy, what is the point in conducting it. I would conclude both are of importance, but the degree of importance of each will largely be dependent on the type of job.
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In 1940 Neville Chamberlain resigned as Prime Minster and Churchill took overii. The trait approach was formed in the 1920's and is probably the earliest and simplest form of leadership, this approach suggests that great leaders were born with key instincts and attributes that lead to success. We have all heard of statements such as "he is born to be a leader"iii. Statements like this are expressed by people who take a trait perspective towards leadership. During Churchill's period of leadership I feel his leadership was a good example of the trait approach, however Stodgill (1974)
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In this research, I would like to set the scope within my company FPT Corporation, Vietnam.The main purpose of the research as stated before is to test the relationship between employees incentive and their organizational commitment.
The main purpose of the research as stated before is to test the relationship between employees' incentive and their organizational commitment. Since all those who are part - time, collaborators, and internship employees, there is the high possibility that the level of commitment to our organization is not so high, therefore, in my research I would like to focus on full - time employees. This is an individual level research with quota sampling. Because the result of the research will be used for our company in particular so these samples from fulltime employees are representative enough.
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The most obvious way to do this is to open the lines of communication between employees and supervisory or management staff. An open-door policy should be enforced. Should this not prove fruitful, the company may wish to spend time working on employee relations via the union. Much can be learned from creating a pro-active positive relationship to union representatives rather than working in a reactive "us vs. them" environment. Another way to gather information would be to speak to the employees at the Repair Bureau to try to learn what issues are arising from the liaison between the two facilities.
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Reward management. This case is concerned with Refusenicks PLC, which is a waste disposal and recycling company. As Assistant HR Manager a review of HRM policies and practices will be commissioned, in sequence to reach final recommendation. Following on
* No training schemes - chance of employee growth. Review of strategic Business: 'Strategic decisions are the direction and scope of an organisation over the long-term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations'.(Johnson, et al., 2009 p.3) Refusenick PLC, want to meet the requirements on the central issues: such as the following, a) waste is disposed of efficiently with no disruption to service, b) The environment is properly protected and pollution minimised, and lastly c)
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It is also vital that the HRM Systems support the key business priorities. There is a need for more 'systems' thinking in sequence to succeed. Issues The three major problems that have been recently identified are: * Accusations from customers of 'being let down' by rude staff * Little evidence of continuous employee development / poor succession planning. * Low job satisfaction The issues that will be looked into further will be to find solutions of how to tackle problems, mainly associated around Employee Development. Harrison (2002) defined employee development as a learning experience in the workplace, so that performance could be improved, and also stated that work goals can be achieved through enhancing skills, knowledge, learning ability and enthusiasm at every level which would lead to organisational as well as individual growth.
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Personal, Academic and Career Effectiveness. Business and Human Resource Management. Personal, Academic and Career Effectiveness 3 Business and Human Resource Management
At the start of level three of Business and Human Resource Management (BA Hons) I had no idea what I would want to do after I graduate, Therefore through the PACE 3 module, I started to reflect on what I have learned as well as what skills I need to develop. In this following assignment I will reflect my findings about my future career path and the skills I need to succeed in the longer run. In sequence I will outline my strength and weaknesses and the three skills I need to enhance.
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Classic theories were produced in the 1950s and 1960s within the human relations framework. By the 1970s most managers participating in formal management training were aware of: Theory X and Theory Y (McGregor, 1960); of Maslow and Herzberg's motivation theories; and knew where they should be in terms of the managerial grid (Blake and Mouton, 1964). These theorists advocated participative, 'soft' approaches to management. Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.
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* China is a member of the World Trade Organization (WTO) * Cheap Labour * Cheap Technology * Communist country- * Restrictions- Foreign carmakers -including Fiat- cannot build cars in China on their own. The Chinese government only allows them to build cars in the country in joint venture with domestic companies. * Different culture * Language * Environmental restrictions * Guanxi, or personal connections- 'In China, if you do not have guanxi, you do not have anything. * Competition- Chinese companies start cloning Fiat's models.
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Outsourcing has become a popular practice amongst many competitive manufacturers. In other words, outsourcing has been measured one of the major factors contributing to a companys competitive advantage. The chief vehicle to achieve outsourcing is subtr
Major international companies outsource their labor. Global competitors such as Nike and Timberland utilize outsourcing in their operations. "Nike discovered years ago that it can pay to let somebody else do your manufacturing. Its skills were in research, marketing, and distribution. Others are increasingly making the same calculation. Five years ago, Timberland produced 80% of its shoes in its own plants. Today, it produces just 18% by itself" (Alfaro, L. and Rodriguez-Clare, A. 2004). Also, Motorola divulged plans to outsource more than $30 billion of consumer-electronics production over the next five years with Flextronics International Ltd. and take a small stake in the contract manufacturer.
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In a section titled, "Changsu, my Korean husband," she starts with another idiom: "Thread goes where the needle goes." Daussy confesses that something vexes her on this trip to France. "Almost everybody I've met has come up to me asking, 'Isn't it frightening to live in a country where you never know when war might break out? Do you see troops on the streets every day?" This book breaks the stereotypes that some people may have about South Korea, and aroused in me a fascination for this country that seemed interesting to include in my studies 1.
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Finally, I thank our life-long friends, the Frosts. A continuation of our family, I could not have hoped for better friends during these many years. My heartfelt gratitude to all of you. I look forward to beginning the next step in the journey. TABLE OF CONTENTS page ACKNOWLEDGMENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . ii LIST OF TABLES. . . . . .
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Non-measurement of competencies was also a concern. Respondents were generally positive about recent experiences of appraisal. The findings suggest that motivated managers have made the system work for them, despite concerns about process, and respondents believe fairness is generally achieved. More attention is required to appraise team effort. There was little appetite for a system that links appraisal to financial reward. The conclusions of the research have informed the main recommendation, to develop a new system that is much more comprehensive, and incorporates training and guidelines.
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Furthermore, there are also stock options, which allow an employee after a certain time to buy and own part of the company, as a gesture of a job well done. This is a productive benefit because, since they own part of the company now, they feel obligated to help improve the company. Last but not least is the bonuses given. Bonuses are a sign of good faith given by the employer to the employee as a sign of job well done or for certain or special occasions.
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This case study is based in Malaysia in order to assess four multination chemical industries so as to find out if the remuneration strategy applied is cohesive with global ways. Another focus was to find out if globalised foreign owned Multinational compa
Remuneration strategy used by MNC's in Malaysia are such as cash compensation which can be referred to essential or basic pay, housing and survival allowances, other miscellaneous allowances such as living cost allowance, exceptional and motivation or incentive payments as well as bonuses just a few to mention. When looking at the four companies from the case study the results show that, all the four companies' emphasis on pay for performance as well as provision of better gains or benefits.
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Kudler Fine Food Compensation Plan. This paper will develop compensation for the six critical positions within the KFF organization, provide a job analysis along with a job description, explain the skill-based job-design preference, examine competitive co
Job analysis involves the determination of the skills require to perform a particular job. It details the tasks, procedures, skills, and attitude needed for successful performance of the job or position. "Many companies and managers use job descriptions and job analysis to set employee goals and objectives, so they are tied into the needs of the work unit or company" (Bhushan, 2000, p.2). Job analysis plays an important role in developing a compensation strategy. Job analysis should be used when developing a compensation package, the job requirements and skills listed in a job analysis should be used to help determine salary.
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Robert Lord is a Director of Plant Operations for Riordan Manufacturing, he is also the expatriate who will be sent to oversee the production plant in Japan. Through the experience of expatriate Robert Lord, this paper will assess the role of social cont
The social contract in Japan main objective is to provide protective measures to ensure consistency throughout its society. It addresses the amount of services the government has to provide in return for their right to reduce citizen's incomes. Social contracts differ from country to country, it depends on what the citizens expect or want from their government and what the government expects and want from the citizens. Countries craft their social contract over the course of their histories; in fact it is a part of their history. "A social contract grown over time and inclusive of a country's leading interest as well as societal norms and values, is difficult to change, either incrementally or radically" (Olson, 1982).
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However, the highest 10% gross weekly pay is 1076.7 pounds. In the same occupation, there is big range of wages between the bottom 10% pay and the top 10% pay. This is because that the occupation group is badly defined, and in the private sector, there is no strong national bargaining; only enterprise-level bargaining. Why are there wage differentials? There are two main parts of factors. One is market forces, and the other is non-market forces. In the market forces, the first factor is the derived demand.
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The importance of industrial relations has widely been discovered and it is one of the most important factors that lead a company to success. A successful company should be able to focus on both the internal and external environment where not only to satisfy the customers, but also benefits its own employees. Factors that involved in shaping industrial relations There are numerous factors that involved in shaping industrial relations. First and foremost, the employee, human capital of a company, is one of the most important factors in shaping industrial relations.
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The evidences from studies and researches lead to increasing numbers of organisation realised the huge impact of human resource practice on organisation's performance. These organisations view human resource practice as a large part of achieving successful results and started to focus on human resource functions. For this reason, "according to CIPD (2009), the intangible values of an organisation which emphasise on the people it employs is gaining recognition by accountants and investors, and are commonly believed that this has implications for long run sustained performance."
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Business is becoming global, society more diverse and our business is under greater competition than at any time before. Companies have to consider how their actions impact on an increasingly connected set of issues. our aim to serve the most satisfied cup of coffee for every single penny that our customer spent wherever we trade, by demonstrating a clear sense of customer service and consistency in our brand standard. Smile Speed Service Brand Standard Mission statement.... To be unique brand in the market for the coffee and satisfy 1 million customers every year... Value statement.... We always value our customers so we always ensure to provide better value for the money every single customer spend....
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Afterwards paper presents possible recommendations concerning human resource strategy for the same book festival, including recruitment, selection and training of the staff. 1. STAFFING REQUIREMENTS FOR THE NATIONAL BOOK FESTIVAL 1.1. Various staff roles for national book festival Bowdin (2011) claims, that events manager have just one main strategic decision to make in the area of human recourse management and that is - staffing. In order to get the best workforce for the festival, various decisions have to be made theretofore.
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Research methods is been used to explore, discover and to develop new methods or knowledge to find answers. To get the answer that we are looking for we need to understand the situation of the problem. In some cases we make observation in order to getting a clearer picture. By getting a clear understanding of the problem area, we can than decide which research design we can use to collect the data that we need, the next step will be making a plan to analyse that information.
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