Stakeholder Value Relationship Model
Bachelor of Arts
Marketing and Management
BA361
Human Resource Module
Human Resource Management
Scope of Work:
U04033028 – Section 1. Review, Compile, Edit assignment.
U04033037 & U04033038 – Section 2,3,4 and 5.
Lecturer : Mr. Christopher Lim
Student ID : U04033028, U04033037, U04033038
Table of Content
1. Stakeholder Value Relationship Model 3
1.1. Introduction 3
2. Application of the Stakeholder Value Relationship Model in Philips 5
2.1. Introduction 5
2.2. Employee Involvement 5
2.3. Working at Philips 6
2.4. Listening to employees 6
2.4.1. Euroforum 6
2.4.2. Employee engagement 6
2.4.3. Diversity and inclusion 7
2.5. Employee Development 7
2.5.1. People Performance Management 7
2.5.2. Philips learning paths 7
2.5.3. Employability and knowledge management 8
2.5.4. Building a knowledge network 8
2.6. Philip’s commitment towards employees 8
3. Appendix A 10
3.1. Philips - Mission, Vision, Strategy, Values 10
3.1.1. Philips’s mission 10
3.1.2. Philips’s vision 10
3.1.3. Philips’s strategy 10
3.1.4. Philips’s values 11
4. Appendix B 12
4.1. Sustainability policy 12
4.2. Philosophy 12
4.3. Commitment 12
4.4. Policy 12
5. References 14
Assignment Question
Management of HR plays a critical role in determining companies’ success in meeting compe adv. Make a study of the Stakeholder Value Relationship Model in Mello. Evaluate relevance of this model in any organization of your choice
1. Stakeholder Value Relationship Model
1.1. Introduction
Human Resource is commonly treated as a supportive role which shoulders the main responsibilities of human resource planning, recruitment and selection, motivation, training and development, performance appraisal and compensation and industrial relationship and negotiation. Being a supportive role, the idea of associating competitive advantage, one that closely relates to profit and loss of a business operation, to human resource make sound
Marketing and Management
BA361
Human Resource Module
Human Resource Management
Scope of Work:
U04033028 – Section 1. Review, Compile, Edit assignment.
U04033037 & U04033038 – Section 2,3,4 and 5.
Lecturer : Mr. Christopher Lim
Student ID : U04033028, U04033037, U04033038
Table of Content
1. Stakeholder Value Relationship Model 3
1.1. Introduction 3
2. Application of the Stakeholder Value Relationship Model in Philips 5
2.1. Introduction 5
2.2. Employee Involvement 5
2.3. Working at Philips 6
2.4. Listening to employees 6
2.4.1. Euroforum 6
2.4.2. Employee engagement 6
2.4.3. Diversity and inclusion 7
2.5. Employee Development 7
2.5.1. People Performance Management 7
2.5.2. Philips learning paths 7
2.5.3. Employability and knowledge management 8
2.5.4. Building a knowledge network 8
2.6. Philip’s commitment towards employees 8
3. Appendix A 10
3.1. Philips - Mission, Vision, Strategy, Values 10
3.1.1. Philips’s mission 10
3.1.2. Philips’s vision 10
3.1.3. Philips’s strategy 10
3.1.4. Philips’s values 11
4. Appendix B 12
4.1. Sustainability policy 12
4.2. Philosophy 12
4.3. Commitment 12
4.4. Policy 12
5. References 14
Assignment Question
Management of HR plays a critical role in determining companies’ success in meeting compe adv. Make a study of the Stakeholder Value Relationship Model in Mello. Evaluate relevance of this model in any organization of your choice
1. Stakeholder Value Relationship Model
1.1. Introduction
Human Resource is commonly treated as a supportive role which shoulders the main responsibilities of human resource planning, recruitment and selection, motivation, training and development, performance appraisal and compensation and industrial relationship and negotiation. Being a supportive role, the idea of associating competitive advantage, one that closely relates to profit and loss of a business operation, to human resource make sound
References: Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Executive, 9, 49-61. Drucker, P.F. (1994). The age of social transformation. Atlantic Monthly, November, 53-56+. Hitt, M.A., Ireland, R..D., & Hoskisson, R.E. (1995). Strategic management: Competitiveness and globalization. New York: West. Lawler, E.E. (1996). From the ground up: Six principles for building the new logic corporation. San Francisco: Jossey-Bass. Stewart, T. A. (1997). Intellectual capital: The new wealth of organizations. New York: Doubleday/Currency. Brian E.Becker, Mark A.Huselid, Dave Ulrich (2001), The HR Scorecard – Linking people, strategy and performance, Harvard Business School Press