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* Introduction
What is Human Resource Management?
HRM is the management of the people who work in an organisation.
Personnel Management as it was known previously dealt with welfare
roles such administering the pay system, holidays and pension scheme,
running the employees' medical service and organising social and
sports facilities.
Nowadays the job of managig people is regarded as being more
complicated and wheras the personnel manager's main concern was
centred on how to look after the employees and keep them as satisfied
as possible. What you find these days is that there is much more
involvement in how to get the most value out of employees for the
benefits of the organistion. This means that human resource managers
now work much more closely with other managers in production,
marketing and finance areas.
Who are Boots?
Boots Plc. is the company I will look at in my assignment. I will get
an insight of how Boots recruit, retain and manage one of their key
resources - People.
Human Resource Planning
=======================
What is Human Resource Planning?
Human Resource Planning (HRP) is the process of forecasting the
workforce requirements of the business for future years. It looks at
how many employees the business will require in the future, as well as
the type of employee that will be required (e.g. graduate trainees,
skilled-manual and supervisors). HRP also ensures that the 'right'
employee is in the 'right' job, to ensure maximum efficency and
effectiveness of the workforce.
* Objectives of HR Planning
Labour Market Factors
* Skills Shortages
* Competition for Employment Trends
* Employees
* Availability of Labour
Factors Influencing Internal Staffing
* Labour Turnover
* Sickness and Accident Rates
* Age, Skill & Training
* Succession
Recruitment and Selection
=========================
Why is it important?
This business uses ANSOFF MATRIX for a growing business in the market and it uses penetration by increasing sales and profits in its stores by competing in the market using its products and services. RSPCA uses this strategy to increase the percent of sales without changing their product or service and it carries this out by improving the quality of its products and services so it meets customers’ needs and wants. It also carries out by attracting competitor’s customers in order to sell its products and services to the existing customers. Product development in this business is when there is a major change in the product or service. This is carried out in order to offer new product or service and to be marketed to existing customers
It sold more than 1000 outdoor equipment, such as hunter boots and camping tools, targeted to both men and women. The company had a growth rate of over 25% between in 1967 and 1975 and its return on equity was over 30% between 1975 and 1980.
I am going to explain is how the human resources department in Sainsbury’s recruit employees The functional areas at J Sainsbury’s are:- · Human resources · Finance · Administration · Production · Marketing And Sales · Customer Service Each functional area operates to support Sainsbury’s aims and objectives and a range of activities goes on in each one. How the functional areas interact with one another is important. For Sainsbury’s to be efficient and effective there has to be close links within different function areas, especially when their activities are related. Functional areas are important to Sainsbury’s as if there was no such thing, the business itself would fall apart. Here is a diagram to show how this would happen:- Human Resources: The first functional area of J Sainsbury I will be covering is Human resources.
Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company's strategies through HR activities such as recruiting, selecting, training and rewarding personnel (Sinha, 2007). This is the effective way of organizing the workforce by the adoption of a specific strategy, where employees' performance can help to achieve the planned organizational targets, such as increasing revenue or improving the profit margin. However, there is no common strategic human resource definition that fits every situation (Lotinggi, 2008). This paper will focus on strategic human resource management at Smarte Carte, Inc. and attempt to make a determination if the company uses SHRM effectively or if there are areas where improvements could be made.
Human Resource Management is defined as the management of activities undertaken to attract, develop, motivate, and maintain a high performing work force in an organization. There are a lot of myths about the HR department, for example people just view HR as a “hiring department” and believe it has no major role in growth of an organization. Traditionally, HR function has been viewed as primarily administrative which was focused on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich 2001), with the assumption that improvements in individual employee performance would undoubtedly enhance performance of the organization. But in the 1990s, an emphasis on strategy and the importance of HR systems emerged with HR emerging today as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are aligned with each other and also with the overall strategy of the organization (Khatri et al, 2006).For making a successful transformation the HR department has to shed its traditional administrative, compliance, and service role and adopt a new strategic role concerned with developing the organization and the capabilities of its managers (Beer, 1997). Competition, globalization, and continuously changing market and technology are the principal reasons for the transformation of human resource management today (Beer, 1997). According to Beer (1997) following areas are needed to be improved in higher levels for a strategic approach towards Human Resource Management.
Human Resource Management is the management process of an organization's workforce, or human resources. It is responsible for the assessment, attraction, rewarding, selection, and training of employees, while also overseeing organizational culture and leadership and ensuring compliance with employment and labor laws ("Human resource management," 2014). Human Resources is the set of individuals who make up the workforce of a business sector, economy or an organization. There are five items on the strategic plan that are the responsibility of Human Resource Management:
Ownership and control of production ; vertically integrated manufacturing operation to enable its constant introducing of new items and also ensure short lead time
There are many functions of Human Resource Management, one of the most integral parts revolves around the process of acquiring human capital and the methods used to retain, motivate, and compensate employees. There are many factors involved in the overall process, to include the following: a job analysis, recruitment and selection, hiring the best candidate, evaluating and compensating them appropriately. Each part of the process affects the other, from ensuring that you have an accurate job description to determining the appropriate level of compensation.
The case study, The New Principal: Managing Human Resources by Jane A. MacDonald (2006) brings to light many issues a first-year principal could face. For this analysis, I am going to focus on three main ideas: school readiness for change, integrating technology, and human resource needs. All of concerns and tasks that Ms. Zola identified during her brief visit to Roma Elementary fall into one of those overarching ideas.
The topic under review is strategic alliances. This particular form of non-equity alliance between firms in the same industry (competitors) is becoming an increasingly popular way of conducting business in the global environment. Many different reasons of why such alliances are occurring have been recognized. These include: the increasing globalization of the world's economy resulting in intensified global competition, the proliferation and disbursement of technology, and the shortening of product life-cycles. This critique will use Kenichi Ohmae's viewpoint on strategic alliances as a benchmark for comparison. Firstly, a summary of Ohmae's article will be provided. Secondly, in order to critique Ohmae's opinion, it will be necessary to review other literature on the topic. Thirdly, a discussion of the various viewpoints and studies, that have hence arisen, will be discussed in detail. Finally, conclusions will be drawn with implications for companies operating in today's global environment, together with suggestions for future research on strategic alliances.
Human Resource Management The primary function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees. Without out them they would surely fail. Particularly, how a company is run and how they treat their employees and customers help set the core competencies, which distinguish one organization from its competitors. This paper is intended to give an overall view of how important Human Resources re to a organization, by looking at the people involved, the laws that effect, and the methods used in Human resource management.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
Performance management is defined as the partnership of two individuals reaching for a mutual goal, exceptional performance. They are the employee and the supervisor.