Discuss the various problems human resource mangers faced in formulating human resource strategies/policies for their organisations with special reference to the article Involvement and Participation by Mick Marchington.
Discuss the various problems human resource mangers faced in formulating human resource strategies/policies for their organisations with special reference to the article Involvement and Participation by Mick Marchington. Human resource departments are beginning to adopt the "soft" side of human resource management where employees are more involved in their organisation. The old management style excluded or had very little involvement with their employees. Employees now have inputs in decision making and often giving ideas for organisational development. Once an organisation's objectives and strategies are determined, human resource management objectives are to evaluate on how to help the organisation achieving its objectives. The role of the human resource manager is to act as a contact between the employer and the employee. The human resource manager's job is to help employees achieve their set of criterions set by the employer. Achieving the organisation's objectives will depend on the success of formulating of policies and strategies by the human resource department/manager. The inability to do this means that the organisation will ultimately fail. Performance appraisal is evaluating how well an employee is doing his or her job. The appraisal process identifies training and development needs for those who are insufficiently trained. The appraisal process is also used to
Human resource planning refers to the activity of management aimed at co-ordinating the requirements for and the availability of different types of employees.
Human resource planning refers to the activity of management aimed at co-ordinating the requirements for and the availability of different types of employees. In order for businesses to succeed, the employers have to plan carefully before recruiting employees to ensure that they employ the right number of employees and with the right qualities. For example I am a human resource planner in an Interior Designing Company and it has come to my notice that the company is short of employees, which is leading to low productivity and low quality levels of service, so I need to recruit more employees. 'Recruitment' is the process of advertising the availability of a job vacancy, and encouraging appropriate people to apply. First and foremost, I explore the details of the job openings and define the kind of people, in terms of skills and other qualities, that are most suitable for each specific job. In this case I need 2 people with experience in redecorating and designing the interior and exterior of homes and offices. They should also be acquainted with the AutoCAD program or any similar Computer Aid Design(CAD) program. They should have good verbal and written communication skills, problem solving and analytic abilities, organisational skills, adaptability and flexibility and self motivated. Since I know exactly what I need, I go on to search for the best possible candidates
Compare and contrast the histories of INMOS and Hewlett Packard with regard to management strategies.
Compare and contrast the histories of INMOS and Hewlett Packard with regard to management
How work dominates life in the late 1990s. Traditional roles between men and women are changing. But have organizational policies changed to reflect these new roles?
Synopsis How work dominates life in the late 1990s. Traditional roles between men and women are changing. But have organizational policies changed to reflect these new roles? Who needs to change? Organizations change in response to change family roles or workers change to fit into organizations' culture. Table of contents Synopsis 1 Table of contents 1 Introduction 2 Problem Identification 2 Generation and Evaluation of Alternative Solutions 3 Recommendations 6 Implementations 6 Conclusion 7 References 8 Appendix I 9 Group Process Journal - 1 9 Group Process Journal - 2 10 Group Process Journal - 3 11 Appendix II 12 Appendix III 13 Figure 1 : 13 Figure 2 : 14 Introduction In the old day, Dad went to work and Mum stayed at home taking care for the kids. Today's their roles are changing. Some of the organizations may want to balance family and work responsibilities and change the organizational polices. Jeff Coulter was an employee in Microsoft. He worked 50 hours in the office every week. In fact he would like to go to work finishing his task and get home earlier. He usually leaves office at 5 or 5:30 p.m. every day. Unfortunately, Coulter was fired because Microsoft said that Coulter had not met the performance of his job duty but Coulter does not think so and believes that Microsoft discriminated against him because of his family status.
Training and Development Staff training can be defined as, 'a process of constructing an individual about how to carry out tasks directly related to his or her current job'. Development is concerned with growth and is not specifically job related. Staff training is very important to all businesses, including IKEA because: * it helps employees to increase efficiency in their current jobs * it helps the organisation to meet its targets for developing and keeping people with the right skills to meet future needs * it balances the needs of the organisation with those of the organisation Types of training methods There are number of types of training methods, e.g.: * Induction training * Mentoring * Coaching * Apprenticeships Induction training The purpose of induction training is to help a new employee settle down quickly into the job, by becoming familiar with the people, the surrounding, the job and the organisation. A typical induction programme may include: * Introduction and welcome to the organisation * Layout of the building * A summary of the policies of the organisation * Specific rules and procedures, including health and safety * Benefits and terns of employment * Job details * Induction to key staff * Facilities available Induction training is very important to IKEA, because it helps the business to make the new employee effective, as quickly
ISO 9000 IAN SCRAGGS JOHN OAKLANDS MODEL FOR TOTAL QUALITY MANAGEMENT John Oakland has devised a model for total quality management, which is widely used when looking at the subject of quality At the core of John Oakland's model is the customer-supplier interface, both externally and internally and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organisation to create total quality. These are the foundations to which are added the systems, tools and teams, which are the management functions. Customer supplier chains There exists in each office, home or department a series of suppliers and customers. These are "quality chains" and they can be broken at any point by one person or piece of equipment not meeting the demands of the customer, internal or external. Failure to meet the requirements in any part of a quality chain has a way of multiplying and failure in one part of a system creates problems elsewhere, leading to yet more failure and problems. The ability to meet customer's requirements (internal and external) is vital. To achieve quality throughout the organisation each person in the quality chain must be trained to ask the following questions at every customer interface. The price of quality is the continual
ANALYSE THE IMPACT OF THE WORKPLACE RELATIONS ACT 1996 ON AUSTRALIAN EMPLOYMENT RELATIONS Employment Relations (ER) is the dynamic process which involves the interaction and total relationship between employees and employers in the workplace. The aim of ER is to avoid disputation in the workplace by creating a stable & productive working environment for all employers & employees. This is done so by managing the relationship between the employer & employee effectively so as to develop competent, flexible & productive employees committed to the organisation. Over the past several decades there have been considerable modifications to the way in which ER is required to be carried out in the workplace. These include the Prices and Incomes Accord and subsequent amendments (Accord Mark II - VIII) [Hawke & Keating Governments]. However, the development concerning ER that has had the most significant impact on people's work lives in Australia is the statute known as the Workplace Relations Act 1996 (WRA). The WRA signifies the end of the Accord, the Structural Efficiency Principle (SEP) and a very centralised approach to ER. The WRA was implemented in order to internationalise and globalise the Australian economy as Australia had developed serious problems with large current account deficits, growing foreign debt and an unstable dollar. This required businesses to increase
Trafford centre First choice hyper market Security At the Trafford centre there are 322 CCTV cameras examining the inside and outside of the centre. There is a room where they are constantly monitored 24/7. They also have non-uniformed security walking around with the public to ensure their safety. There are 13 CCTV cameras at the hypermarket there is a tv monitor at the front of the customer care desk. But when it is busy nobody is looking at it so things can be robbed or people injured with out being seen. I think they should have someone monitoring the screen constantly and have a security guard in the shop. However there is a guard walking around the car park. At the back of the shop where they have the foreign exchange desk they have bullet proof glass and only certain members of staff are aloud to enter. Staff training and induction At the Trafford centre all staff have staff training in customer service. All staff have an induction which involves customer service training and special training in the department they work in Signage both internal and external There are many sighs in the centre, which tell you where you are and where the nearest shops are. In the car park there are sighs telling you haw many free spaces there are and where. Also they point you in the write direction to the nearest entrances to where you have parked. I think although they have
The main differences I am going to look at are the management styles related to each of the companies.
Introduction This report is looking at the key differences between the two companies that I have been independently researching. The main differences I am going to look at are the management styles related to each of the companies. It also looks at the different structures within the company such as the hierarchy of the company and the range of managers. Ethics is also going to be a key difference between the following companies as they have very separate ideas of what are good/bad behaviors for a business. Both companies are worldwide and well-recognized businesses with thousands of employees and multimillion-dollar profits. Company X In 1975, two teenage friends formed a company. It sold a form of computer language for a self-assembly kit computer based upon Intel processors. The friends were Bill Gates and Paul Allen, they named the company Microsoft. Revenues and profits rose dramatically in the early years. Windows 95 was what really put Microsoft on the map as they started to make billions of dollars in profit each year. Now Microsoft is one of the most profitable companies in the world and Bill Gates is the wealthiest man in the world! Microsoft is now installed in nearly all computers around the world; personally I have never been on a computer that isn't being run by Windows. That gives you an idea about how big Microsoft really is. Another big issue
3.4 Training and Development 3.4a What is training? Training can be defined as: "The acquisition of a body of knowledge and skills which can be applied to a particular job".(Advanced Business: Fardon, Adcock, Birth. Cox, Matchan, O'Byrne and Prokopiw). Training may include all different forms of planned learning experiences and activities designated to enhance positive changes to performance and other behaviour. Learning can be defined as 'a relatively permanent change in behaviour that occurs as a result of practice or experience'. Training is a big issue for employers nowadays, due to high rates of high unemployment. If training wasn't carried out by employers this would lead to a skills shortage in the specific industry. More information about skills shortages can be found on PG........ B&Q believe that if they fail to invest in training new and existing employees they will become uncompetitive and rival companies will offer more lucrative training schedules to attract labour to work for them. Training can be broken down into a number of different elements: * Traditional Training: Training which aims to promote the learning of specific facts and content which enables improvements in job performance, such as technical skills training for a manual job. * Education: The act or process of acquiring skills, knowledge and understanding, usually in a school, college or