International Bulletin of Business Administration ISSN: 1451-243X Issue 7 (2010) © EuroJournals‚ Inc. 2010 http://www.eurojournals.com Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization Benjamin James Inyang Department of Business Management‚ University of Calabar P.M.B. 1115 Calabar‚ Nigeria E-mail: benji1955.unical@yahoo.co.uk Tel: +234 8033773403 Abstract The human resource of an organization offered the potential synergy
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dateline to ensure that Company goal has been attained. - Objectives enable iwa Design to measure the success of the implementation of performance management practices. 3. To layout the key objectives of Performance Management processes. a. Goal Alignment – Align individual goals and values with the overall goals and values of iwa Design. HR and line manager have to develop interdepartmental goal that create a lower platform for subordinates to achieve in order to meet vision of iwa Design. This
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By any objective measure‚ the amount of important‚ frequently distressing‚ change in organizations has grown enormously over the last two decades (Kotter‚ 1996). Jeffrey M. Hiatt‚ CEO of Prosci Inc.‚ (as cited by Gibson‚ Ivancevich‚ Donnelly &ump; Konopaske‚ 2009‚ p. 481) explained‚ “thirty years ago‚ a foturne 100 probably had one or two enterprisewide change intitiatives goiong on; today that number is proably between 20 and 25.” The speed of global‚ economic‚ and techological development makes
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management has a similar goal: reduce costs‚ improve performance/productivity and raise profits. Currently‚ the main task is to focus on Simmons’ historical roots of making mattresses (a manufacturing-based‚ labor-intensive process). Based on the congruence model‚ we find a disconnect between Simmons’ current culture and both its strategy and Eitel’s desired culture of empowerment‚ strong customer relationships and innovation. There are also aspects of the tasks and people that don’t fit with the
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This case demonstrates the requirement for complete alignment of values and philosophy with respect to the work system‚ rewards‚ human resource flow‚ and employee influence in order for strategic human resources management to work and be effective. Furthermore‚ SHRM is a system that evolves‚ rather than being implemented‚ from underlying fundamental values that appeals to and fulfills the self-concepts of all employees and requires transformational leaders to tie individuals’ self concepts to organizational
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acts such as eating are motivated by hunger. Education is motivated by desire for knowledge. Motivators can be anything from reward to coercion. 3.2 Theories of motivation : Alignment of aims‚ purpose and values between staff‚ teams and organization is the most fundamental aspect of motivation. The better the alignment and personal association with organizational aims‚ the better the platform for motivation.Where people find it difficult to align and associate with the organizational aims‚ then
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Change Management Models Organisational change‚ a vibrant force in the current scenario of rapid developments‚ is an inevitable feature of organisational life. The environment within and outside the organisations is changing at an ever-increasing pace‚ creating the need for faster response to the environment and eventually for deep seated transformations within the organisations themselves. The models have been categorised depending upon their nature of change‚ analysis and treatment into three
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of altruistic love to produce a highly motivated‚ committed and productive workforce. The purpose of spiritual leadership is to tap into the fundamental needs of both leaders and followers for spiritual well-being. To create vision and value congruence across the individual‚ empowered team and organization levels‚ and ultimately to foster higher levels of employee well-being‚ organizational commitment‚ financial performance and social responsibility. Spiritual leadership values: Integrity/honesty
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Describe the benefits and costs of decentralization 3. Explain transfer prices and four criteria used to evaluate them 4. Calculate transfer prices using three different methods 5. Illustrate how market-based transfer prices promote goal congruence in perfectly competitive markets 6. Avoid making suboptimal decisions when transfer prices are based on full cost plus a markup 7. Understand the range over which two divisions negotiate the transfer price when there is unused capacity
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Case Write-up * Case: 360° Performance Evaluation at Morgan Stanley ------------------------------------------------- Vision Statement: “Connecting people‚ ideas and capital‚ we will be our clients’ first choice for achieving their financial aspirations.” This vision draws on essential skills in connecting the brightest people with the most powerful ideas and the capital to help clients succeed on their own terms. (Letter to Shareholders) -------------------------------------------------
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