Managing Human Resources Contents Introduction 1 Task 1 1 1.1 The Guest’s model of Human Resource Management 1 1.2 The differences between Story’s definitions of HRM‚ personnel and Industrial Relations (IR) practices: 3 1.3 The implications of developing a strategic approach to HRM for line managers and employees in organizations 5 Task2 6 2.1 A model of flexibility is applied in my organization 6 2.2 The types of flexibility developed in my organization 7 2.3 The use of flexible
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Parts of speech 2 The Simile A simile is an direct comparison that always contains the words “as” or “like” A simile compares one thing with another and in the process suggests some degree of similarly between things that are not the same. Example: The carpet felt like sandpaper under her feet (Here the carpet‚ which is usually soft‚ is being compared to sandpaper‚ which suggests that either there is something wrong with this carpet or it is uncomfortable to walk on. Identifying the similarity
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1.) How does Midland determine that shares are undervalues? Midland Energy Resources determine that the shares are undervalued with a comparing from the intrinsic value of the shares and the actual stock price. The intrinsic value can be computed with the fundamental value of the enterprise minus the market value of debts divided per the number of shares outstanding. For calculate the fundamental value of the enterprise‚ Midland Energy Resources has to sum up all discounted future net cash flows
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How do you design and conduct a specific training program ? Answer : To design a program a trainer has to assess several factors. First the trainer should understand the need of the training. Then assess the training needs. Finally‚ according to the assessment‚ design a specific type of training programme. The training and development programme for workers‚ supervisors and mangers has to design separately. Programme Designing. The designing of the programme for the workers is normally done
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leading or directing‚ and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources‚ financial resources‚ technological resources‚ and natural resources. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision‚ setting objectives‚ crafting a strategy and then
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against each of these: 1 Be able to compile marketing planning 2 Understand the main barriers to marketing planning 3 Be able to formulate a marketing plan for a product or service 4 Understand ethical issues in marketing. Scenario Choose an organisation of your choice from commercial sector. Current industry and company related information needs to be gathered along with Marketing and Marketing Planning tools and theories to answer the question. Tasks 1. Be able to compile marketing
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Chapter 1 1: Explain how action-oriented HRM departments differ from people-oriented HRM departments. Action-oriented: Effective HRM focuses on action rather than on record keeping‚ written procedure‚ or rules. Certainly‚ HRM uses rules‚ record‚ and polices‚ but it stresses action. HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. People-oriented: wherever possible‚ HRM treats each employee as
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How might prejudice develop and how might it be reduced? • Prejudice: A judgment or opinion made without adequate knowledge; to Prejudge‚ to pass judgement or form premature opinion. We can break the word prejudice down into two parts to give clearer understanding of its meaning‚ Pre is before and judice is to make judgement‚ so it is a negative preconceived judgement on an individual or group prior to seeking full knowledge or understanding about them. Prejudice effects many aspects of today’s
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STRATEGIC HUMAN RESOURCES Course Booklet Semester 2a 2011/2012 MBA Option Course Contents Page Number Course Details .................................................................................................... 3 Course Description and Objectives .................................................................... 3 Learning Outcomes ............................................................................................ 4 Planned Student Learning Experiences ..............
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Management & Appraisal 1. | Define performance appraisal | 2. | Steps in appraising performance/process in appraising performance | 3. | Reasons/importance/purposes/objectives to appraise subordinates performance | 4. | Graphic rating Scale Method (Example‚ Advantage & Disadvantage) | 5. | Alternation Ranking Method (Example‚ Advantage & Disadvantage) | 6. | Paired Ranking Method | 7. | Critical incident method (Example‚ Advantage & Disadvantage)
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