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(2008, 2000 words)
The paper reports on Singapore Airlines providing the company's background, and highlighting the importance of service quality and service employees. The airline's HRM strategy is examined addressing the issues of the HR training, development, motivation and commitment.
(2006, 2500 words)
The paper examines the issues of HRM in MPS reviewing academic opinions about HR strategies of multinational enterprises (MNE), and offering recommendations about a new international HRM strategy for MPS. Global vs. local characteristics of the prospective strategy are described.
(2006, 2500 words)
Mergers and acquisitions are carried out assuming that the merging companies will benefit in terms of increased market share, reduced material costs and uncertainties through vertical and horizontal integration. It is also assumed that mergers and acquisitions will also reduce the production cost and increase productivity through consolidation of skills and reduction in aggregate number of employees (Buono F. Anthony, Bowditch L. James, 1989, pp 7). Though financial and economical problems contribute towards the success or failure of a merger or acquisition, Human Resource or employee concerns are also important to consider in post integration stage of merger or acquisition. The following report produced to discuss the possible behavioural problems that might result as a consequence of acquisition of Electrocar Ltd by Powerelectric.
(2006, 2000 words)
The paper examines the role of HRM in organisational change reviewing theoretical approaches to change and discussing the stages of the internal restructuring process, external causes of change, etc. The practices of the Hilton hotel group are referred to to illustrated the Equilibrium HR strategy in change management.
(2006, 2500 words)
Management scholars and practitioners alike have become increasingly interested in learning more about the ability of certain human resource management (HRM) practices to enhance organisational effectiveness. Reportedly, the '80s and '90s showcased landmark developments in HRM practices. These periods that saw dramatic and significant shifts in the environment in which HRM and business organisations operated is said to have contributed to diverse HRM paradigms, and equally presented new or ongoing challenges. Those challenges would propel HRM, previously relegated at the lowest stratum of management strategies; gaining its rightful place in the knowledge-economy environment. The significance of the knowledge-economy environment dictates that providing information and services as well as requirements for increased utilisation of technology calls for a new breed of well educated and trained workforce. The '90s finds the world's work force even more mobile requiring labour to be viewed in terms of a world market (Jill & Ulrich 1996). As the restrictions on the rights of citizens to travel and work outside their countries gradually were relaxed, more geographic, national, cultural, and ethnic, boundaries will need to be spanned. The synergistic effect of these dynamic forces for organisations demanded that employees must be capable of rapid change and prepared for continuous learning. How well HRM was deployed to the marketplace became measures defining successful and unsuccessful organisations. Yet the link between HRM and organisation’s performance is a subject of contention amongst members of business and tertiary communities. Nonetheless, events of the '80s and '90s would forever change the landscape of HRM practices and activities. It is those events, call it—contextual factors, and their associated significance—that drew attention to HRM in the said epoch.
(2006, 3000 words)
The paper examines the information needed for an efficient human resource (HR) system discussing requirements for job applications, recruitment, employee history, position analysis, reward and pay benefits, employee training and development, etc. The selection procedure of a supplier for a new HR system is discussed analysing the score and weight exercise. A requirements specification for the new HR system is offered including recommendations on its effective implementation.
(2006, 4000 words)
The paper reports on HRM practices in the Mayflower hotel in Bath reviewing theories on human resource and performance management and advising the managers of the hotel about the ways to improve their strategy in the areas of customer satisfaction, employee motivation, etc.
(2006, 5000 words)
The paper reports on the present day strategy of McDonalds in human resource management (HRM) outlining their strategic responses to economic, social, environmental, marketing, health and legal pressures. HRM practices of the company are reviewed including recruitment, training and development policies, reward and motivation systems, etc. The models of HRM are described focusing on the significance of the Process model during organisational change and applying it to McDonalds’ current situation in the UK. Recommendations to the company’s management are suggested.
(2005, 2500 words)
The paper reviews the necessary components of business strategies under globalization focusing on outplacement and providing an overview of its definitions, types, issues of organisations restructuring, employee redundancy, etc. Success factors of outplacement programmes in meeting business objective are discussed.
(2005, 2000 words)
The paper reports on the HRM practices in New Zealand Breweries (NZB) using Paul Iles model of business strategy analysis to describe vertical and horizontal integration of HRM including reward management, training, development and career management, etc. Added value of HR initiatives is discussed highlighting the methods of their measurement, and using the balanced scorecard to evaluate the HRM performance of NZB. NZB policy in recruiting a new director is outlined.
(2006, 3000 words)
The paper reports on human resource management (HRM) at the charitable organisation Vital Regeneration (VR) and the UK motorway service provider Moto Hospitality Ltd. The backgrounds of each company are described; their practices in HRM are related and discussed.
(2005, 2500 words)
The paper offers psychological and social characteristics of Generation Y, born after 1980s, accounting for their upbringing, skills, job commitment, habits, values and expectations. The problems that the young people pose for HR manager are identified; theories on performance appraisal are reviewed including expectancy theory, performance related pay (PRP), etc. Suggestions are made about effective HRM practices in dealing with Generation Y.
(2005, 1500 words)
It is well known that the people are the key element to success in any business, and they play the most important role in the business operation. Personnel management, also called Human Resource Management (HRM), it deals with different aspects of management of employees, such as hiring processes, compensation procedures and training methods, and so on. But all the HRM theories are based on the large organisations; there is very limited information about the Human Resource policies in the small companies. As the drastic growth of the small and medium companies, their management practices are not yet well understood. According to Gilbert and Jones (2000) ‘HRM practices in small businesses are qualitatively different from those in large organisations, yet relatively little research has addressed the nature and significance of these differences. As there are an increasing number of employees are working in the small companies, current research on HR practices has focused on larger firms. Henemen et al. (2000) identified 403 articles from 1984 to 1997 that made some mention of HR practices in small and medium enterprises (SMEs), only 17 of these articles used quantitative methods to test specific hypotheses. Henenmen et al. (2000:20) concluded that studies in HR in SMEs are ‘rich in prescriptions, limited in sound descriptive surveys, and sparse in analytical research. The small firms are more likely to operate in an informal and flexible manner than larger firms are. In this paper, we are going to discover whether the small companies are more suitable for the introduction of HRM.
(2006, 1200 words)
The following work is a critical analysis of article ‘HR's Crucial Role in the Establishment of Spirituality in the Workplace, that was published in The Journal of American Academy of Business, Cambridge, Vol. 7 * Num. 2 in September 2005. It provides background information of the article, description of article and in last evaluation of the work.
(2006, 3000 words)
This report is about analysis of Vodafones over all HR Strategy and scrutinized its HR activities of employee relations, motivation and reward system. It also described these strategies and activities in detail.
(2005, 3000 words)
Nokia has successfully leveraged upon its human resources to boost its performance. The company has the 40% share of the mobile phone handset market and management of the company has admitted that it is due to ‘The Nokia Way – the companys HRM strategy. This report looks at the overall HRM strategy employed by the company and then focuses upon the HR practices and activities in the areas of Performance Management, Reward Systems and Motivational Techniques. The report concludes with recommendations on the basis of the analysis of HRM strategy and activities of Nokia globally.
(2005, 3500 words)
The paper reports on the importance of organizational citizenship behaviour (OCB) research providing a review of opinions on OCB definitions, dimensions, antecedents, OCB-related job attitudes, perceptions of justice, influences, consequences, etc. Levels of OCB are measured in the employees of the More Th>n insurance company. The findings are discussed with the view to improve HRM policies.
(2006, 3000 words)
This essay will critically evaluate how ColArt Fine Art & Graphics Human Resources function and its strategy play a role towards the goals, values and objectives of the company – hence making the Business Strategy. The essay will also look at how the HR function can make a better contribution towards the Business Strategy of ColArt in the future. In order to answer this question, the essay will look at what the strategies are of ColArt from an HR and business perspective and how they both integrate together. Other areas that will be touched are vertical and horizontal integration, reward, learning and ethical issues.
(2005, 1500 words)
The paper discusses the operations on the Japanese automobile company Nissan in Italy providing a brief description of the companys history and mission and focusing on their HRM practices in Japan and in Europe. The challenges of Nissan Italia are outlined suggesting solutions in the spheres of employee development, training, evaluation, volunteerism, etc.
(2005, 4300 words)
The paper is constructed in wide angle academic discussion of globalisation – its roots, influences, drivers, reasons, etc. Moreover, it links globalisation with culture and particular focus upon significance of cultural diversity, discussing their ultimate role and influence within the patterns of globalisation. Furthermore, the paper defines and discusses the concept of postmodernism in the light of the contemporary society, engaging in detailed comparison and contrasting exercise of postmodernism with modernism. Finally, report clarifies the transformation of bureaucratic organisations into post-bureaucratic ones, highlighting the implications and challenges for the contemporary HRM as well as ordinary individuals.
(2005, 1500 words)
The following work is based on analysis of an interview given by Human Resource Director of New ACMA Engineering LTD, a manufacturing company in Britain. It briefly covers terms, concepts, human resource management, personnel management, recruitment, selection and pays system that shape over all HR policy in the company.
(2004, 2500 words)
The paper reports on the Sedalia Engine Plant (SEP) company, a US diesel engines manufacturer, highlighting its key design elements, governance principles, organizational structure, team work design, compensation practices, employee selection, etc. The problems of the company are reviewed and supplied with recommendations and solutions.
(2005, 2500 words)
The paper addresses the issues of human resource management providing a study of the organisational structure, culture and employees motivation in the Virgin Group, and pointing out how the management of relationship with employees could contribute to business performance.
(2005, 1600 words)
This paper examines the strategic relationship between HRM, TQM and the strategy process at the corporate, business and functional levels. It asks the question: Does TQM allow HRM to play a more strategic role in the firm? In addressing this question, the paper examines the two principal models of strategic HRM (SHRM), the matching and resource-based models, which are based on the Porterian and resource-based view of strategy respectively. The paper proceeds by examining the nature of TQM, what it is and what role it has in influencing the HR function within the firm, including its impact on work organisation, planning and staffing, performance appraisal and remuneration, and training and development policies and practices. It argues that TQM does provide HRM with the opportunity to play a more strategic role in the firm, although this is determined by the strategic choices that a firm makes. The paper would be useful for anyone interested in SHRM, TQM and the relationship between these two important aspects of management.
(2005, 2000 words)
This essay offers a broad discussion around the statement, which suggests that human resources are essential in achievement of success of any project. The report offers a brief review of the HRM concept itself, highlighting the core models and theories. Moreover, it goes on around such terms as motivation, knowledge management, leadership, culture, team work and other important areas, which are related to human resources.
(2005, 2000 words)
This essay aims to characterise the current changes of forms of employment and evaluating their implications for Human Resource Management. In order to address the aim of the essay, the essay will begin by outlining the traditional form of employment, including a critique of the key characteristics of the traditional ‘standard employment relationship. However, the essay focuses on providing an analysis on the significant changes of the new forms of employment in the 21st century by characterising the new forms of employment as well as providing an explanation of the key factors which have contributed to the new forms of employment. In addition, the essay will finally evaluate the implications for Human Resource Management of the new forms of employment at both a macro and also a micro level.
(2005, 3000 words)
The paper examines the models relevant to contemporary businesses reviewing literature on organisational culture and structure, group and team performance, leadership skills, individual abilities and motivations of employees, etc.
(2005, 3500 words)
This paper covers 3 main areas - the objectives and priorities of a Personnel Department and assesses whether Personnel should adopt a more strategic focus; how Personnel can measure its contribution to organisational objectives; and discusses how Personnel services can be delivered cost effectively. Analysis of a Civil Service Personnel Department is undertaken. Areas discussed include strategic human resources management; business strategy; best fit and best practice approaches; benchmarking; service level agreements; use of intranets to deliver Personnel services; measuring the Personnel contribution; and cost effectiveness.
(2005, 4800 words)
This paper analyses various managerial and strategic aspects of the leading hi-fi retailer Richer Sounds. In particular, the report critically addresses and speculates upon such issues as people policies and business strategy, evaluation and critique on organisational behaviour of richer sounds, staff retention as major strategic issue. The report is finalised by personal assessment of strategic HRM module, featuring the gained benefits and obtained knowledge in the light of its appropriateness in ones future professional life.
(2005, 2100 words)
This report is based on the case study of M&S's organizational change. The author presents the strategic issues of HRM for the company's change management. Analyses the extent to which the company needs to consider its core business in regards to HRM. Uses various HRM approaches to suggest the most appropriate strategies for M&S's performance.
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