Name: Trang Nguyen Student ID: 5298059 Unit 2 Assignment Nowadays‚ “employee relations” appear everywhere‚ from small companies to the big organisations in all over the world. According to CIPD‚ employee relations is an underlying philosophy‚ along with necessary attitudes and skills‚ rather than a specific management function or well-defined activity. In fact‚ there are many problems existing in any firms or organisations. One of these which is considered by human management department is employee
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return on investment to return on expectation‚ London: CIPD. ARMSTRONG‚ M. (2006). A handbook of human resource management practice. London‚ Kogan Page. ARMSTRONG‚ M.‚ & BARON‚ A. (2004) Managing performance: performance management in action. London: Chartered Institute of Personnel and Development. CIPD (2013) Evaluating learning and talent development - Factsheets - CIPD CIPD (2013) Learning and talent development strategy - Factsheets - CIPD. [online] Available at: http://www.cipd.co.uk/hr-res
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Solutions to coaching and mentoring a large UK-based customer facing organisation over a two year period and beyond Introduction The chartered Institute of Personnel and Development in the UK (CIPD 2009) reports that 79% of survey respondents are using coaching within their organisation and that 77% say coaching has been increasing in recent years. It is therefore no surprise that the large UK-based customer facing organisation‚ where I am hypothetically working as a human resources manager
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initiated to facilitate the high performance working mainly focused on increasing the ways of joint consultation‚ which attracts both employers (who demand better business results) and employees (who demand recognition and protection of employee rights) (CIPD‚ 2009). Employee voice is a very important factor in the success of an organization. Dundon et al. (2004) argues that successful voice regimes not only positively affect the performance of employees in terms of quality and productivity but also
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The hr map can be found on the cipd website. It consists of 10 professional areas‚ 8 behaviourOur HR Profession Map sets out what HR practitioners need to know‚ do and deliver at all stages in their career‚ be they specialists or generalists‚ working in the UK or internationally. It sets the benchmark for HR excellence - both for the individual and the HR function.The Map is firmly rooted in the real world having been created with HR practitioners drawn from every size of organisation and across
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The tasks set should link with the job description and person specification. It must be fair as a selection process regarding the time taken‚ the number of tasks set and the opportunities for candidates to show different aspects of their abilities (CIPD fact-sheet). Arab culture is based on face-to-face interaction (Mellahi‚ 2006). This type of behavior is also found at the workplace where managers and their employees prefer direct contact with each other‚ because it is believed that the face-to-face
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in their approach to the diversity challenge. Hot issues identified by the CIPD at the moment include: Delivering business benefits through diversity Creating harmony at work by managing conflict Changing mindsets on‚ for example‚ age Discrimination and the law Fairness and rewarding difference Making recruitment and selection diversity-smart On 1 October 2006‚ age discrimination legislation came into force. According to CIPD research 40% of workers experience discrimination. The two primary causes
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An Evaluation of Graduate Recruitment Techniques Many organisations now offer a graduate scheme and this is because it gives them the opportunity to find new talent which they can nurture within their business. Graduates also bring new ideas and fresh approaches to a business and are often hungry to impress and improve rapidly. Successful recruitment and selection stages are paramount to ensuring the best candidate is selected for the role. The business obviously hopes to attract candidates
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strategic in its intent to achieve high levels of organizational performance. By contrast‚ performance appraisal is best seen as “being more operationally focused‚ with a focus on individual employee’s short- to medium-term performance and development” (CIPD‚ 2005a). Consequently‚ to fully contextualize the notion of performance appraisal it is important to locate it within wider issues concerned with performance management systems which may have an organizational‚ team or individual focus. Armstrong (2001:
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2010. Human Resource Management: A Contemporary Appproach. London: Prentice Hall/FT. Callaghan‚ G. and Thompson‚ P. 2002. We recruit attitude: The selection and shaping of routine call centre labour. Journal of Management Studies. 39(2): pp.233-254. CIPD. 2010. Using the head and heart at work: A business case for soft skills. Report. November. Forde‚ C. 2001. Temporary arrangements: the activities of employment agencies in the UK. Work‚ Employment and Society. 15(3): pp. 633-644. Greenwood‚ I. 2007
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