The term flexible working means Flexible working’ is a phrase that describes any working pattern adapted to suit workers needs. Flexibility is the The ability of an organisation to adapt the size‚ composition‚ responsiveness and cost of the people inputs required to achieve organisational objectives (Pilbeam and Corbridge‚ 2010). There are different forms of flexibility which are numerical flexibility‚ functional flexibility‚ financial flexibility‚ locational flexibility and temporal flexibility
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CIPD Foundation CERTIFICATE in human resource LEVEL 3 4DEP ASSESSMENT 01 Activities 1 The Human Resource Professional Map (HPRM) Activity 01 Introduction: The Human Resource Map (HRPM) was developed by the CIPD it was created by generalists and specialists within the CIPD/HR environments to explain how HR add value to any organisation within the UK and around the world. The (HRMP) is a guideline/benchmarked on line tool which can help individuals and organisations identify immediate and future
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Kevan Scholes) http://www.telegraph.co.uk/news/uknews/1565499/Disposable-income-at-lowest-level-in-10-years.html http://www.cipd.co.uk/communities/forums/_MRAR15.10.08.htm http://www.cipd.co.uk/subjects/emplaw/general/legaldevs.htm?wa_src=email&wa_pub=cipd&wa_crt=nugget&wa_cmp=cipdupdate291008
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Cited: ALDI‚ 2012. CSR - Our People. [Online] Available at: http://www.aldi.co.uk/uk/html/company/15435_25201.htm Brewster‚ C. & Larson‚ H.‚ 2000. Human Resource Management in Europe. London: Blackwells. CIPD‚ 2012. Role of Line Managers In HR. [Online] Available at: http://www.cipd.co.uk/hr-resources/factsheets/role-line-managers-hr.aspx Cunningham‚ I. & Hyman‚ J.‚ 1995. Transforming the HRM vision into Reality: The Role of Line Managers. Employee
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Name: HAYLEY DUNN Centre Name: ICS ICS Student Number: 20970190 CIPD Membership Number: 42188806 Qualification Title: Foundation Learning & Development Practice Unit Title: Understanding Organisations and the Role of HR (3HRC) Unit Code: 40552A Assignment number: 40582/04 First Submission Date 10th March 2015 Re-submission Date (if Applicable) Candidate declaration: ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ I have read the assessment regulations
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References: Bramley‚ 2003‚ Evaluating Training‚ 2nd Ed‚ CIPD UK Pilbeam S & Corbridge M‚ 2002‚ People Resourcing: HRM in practice‚ 2nd Ed‚ UK: Financial Times‚ Prentice Hall Karim‚ Huda & Khan‚ Sep 2012‚ International Journal of Business & Management‚ Vol 7‚ Issue 18‚ pp141-148 Muller-Camen‚ Croucher & Leigh‚ 2008‚ Human Resource Management : A case study approach‚ 2008 Ed‚ CIPD UK Sandelands‚ L. E & Boudens‚ C. J‚ 2000‚ Feeling at work‚ 1st ED‚ London
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Group Assignment Applied Human Resource Management (IBMHRM12R3) CONTENT Eight functions of HRM and the explanation Organization design……………………………………………………………………………………..2 Organization development…………………………………………………………………………..2 Resource and talent planning……………………………………………………………………….3 Learning and talent development…………………………………………………………………3 Performance and reward………………………………………………………………………………3 Employee engagement……………………………………………………………………………
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Supporting Good Practice in Managing Employment Relations Catherine Boudewyn (Certificate in Human Resource Practice) Table of Contents Introduction 4 1. Describe 4 Factors (2 internal and 2 external) which impact on the employment relationship 4 2. Define the following types of work: Permanent‚ Temporary‚ Fixed Term
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to Internal EHWLC verification (IV) and external CIPD Verification (EV). Tutor name: Date: Signature: Title of report: Centre: Ealing Hammersmith and West London College Module Name: Submitted by: Meera Pankhania Tutor: Terence Bowen Date: CIPD Membership Number: Word Count = XXXX 1.1 Describe the internal and external factors that impact on the employment relationship.
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CIPD Factsheet The psychological contract Revised July 2011 ------------------------------------------------- What is the psychological contract? The term ’psychological contract ’ was first used in the early 1960s but became more popular following the economic downturn in the early 1990s. It has been defined as ’…the perceptions of the two parties‚ employee and employer‚ of what their mutual obligations are towards each other ’1. These obligations will often be informal and imprecise:
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