References: Armstrong‚ M. and Baron‚ A. (2002). STRATEGIC HRM The key to improved business performance. London: CIPD. Armstrong‚ M. (2006). Strategic human resourse management a guide to action. 3rd ed. London: Kogan Page Ltd. Farnham‚ D. (2010). Human Resource Management in context Strategy‚insights and solutions. London: CIPD. George‚ J.M. and Jones‚ G.R. (2008). Understanding and Managing Organisational behavior. 5th ed. New Jersey: Pearson Education Inc. Gimbert‚
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Bibliography: CIPD (April 2011) Employment Law FAQ [Online] Available from: http://www.cipd.co.uk/hr-resources/employment-law-faqs Accessed 27.03.2012 CIPD (April 2005) Change Agenda [Online] Available from: McFarlane Shore‚ L. & Tetrick‚ L.E. (1994). The psychological contract as an explanatory framework in the employment relationship
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performance (online) Last accessed on 20th October at http://www.acas.org.uk/CHttpHandler.ashx?id=2714&p=0 Armstrong‚ M (2009) Beard‚ K (2012). Interview. Tesco. Coventry Borman‚ W C and Motowildo‚ S J (1993) Branson‚ R (2012). Interview. HMRC. Coventry CIPD Guest‚ D E (1996). The management of performance‚ Address to the anuual conference of the Institute of Personnel and Development‚ October‚ Harrogate Harrison‚ R (1997) Hofstede‚ G. 1991‚ Cultures and Organizations‚ McGraw-Hill‚ London. Hull‚ C (1951)
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employee resourcing and development [How psychometric testing and assessment centres help to make the selection process more effective in providing evidence of whether an applicant has the necessary skills and competencies needed to perform well] introduction In today’s business environment‚ human resource is considered to be an organizations greatest resource; technology and capital are also needed but cannot be utilized with some form of human resource (Mathis and Jackson‚ 2010). All organizations
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26-27. Kressler‚ H. (2003). Motivate and reward Performance Appraisal and Incentive Systems for business Success. Hampshire: Palgrave Macmillan. pp.3 Hollyford‚ S and Whiddett‚ S Hollyforde‚ S. and Whiddett‚ S. (2002). The Motivation Handbook. London: CIPD House. pp.166.
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comment on the activities and knowledge specified within any one professional area‚ at band two‚ identifying those you consider most essential to your own HR role The HRPM is a working tool that underlines behaviours‚ knowledge and skills that the CIPD understand are needed for the personal and workplace development on all levels of the HR profession‚ and how it will add value to yourself and your organisation. It looks at improving things not just at the present time but looks forward at how improvements
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www.workforce.com/archive/feature/22/24/42/index.php • CIPD‚ (2004)‚ “Managing the psychological contract”‚ www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?IsSrchRes=1 • CIPD‚ (2005a)‚ “Recruitment‚ retention and turnover 2005”‚ www.cipd.co.uk/subjects/recruitmen/general/recruitretnt.htm?IsSrchRes=1 • CIPD‚ (2005b)‚ “Employee turnover and retention”‚ http://www.cipd.co.uk/subjects/hrpract/turnover/empturnretent.htm?IsSrchRes=1 • CIPD‚ (2005c)‚ “Managing knowledge workers”‚ www.cipd.co.uk/subjects/corpstrtgy/knowman/managknowlworkers
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coaches .In the words of Barbara Picheta‚ “To open one’s work to scrutiny is important best practice in any helping activity. If you’re going to invest in coaches in the workplace‚ this is an essential part of it – it’s not an optional exercise”.’ (CIPD) Tutorial supervision helps to improve on coaching abilities and capability. To ensure the maintenance of coaching quality‚ it is essential that some form of supervision takes place. Tutorial supervision entails: examining coaching practice‚ assistance
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HRM Specialisation Introduction to Strategic Compensation Management: Concept of compensation-Exploring and defining the compensation context–System of compensating–compensation dimensions-concept of reward–Role of compensation in Organization- Non-financial compensation system–Concept of total reward system-New trends in compensation management–The 3-P compensation concept. Compensation and Employee Behaviour: Bases For Traditional Pay System and Modern Pay System–Establishing Pay Plans–Aligning
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CIPD Assessment Report – Unit 3RAI F203A (HR) Recording‚ analysing and using HR information Joanne Dickson In our HR department collecting data is essential to our organisation as it helps management decisions to be made based on factual information. Records on details such as sickness‚ absence‚ turnover‚ race and gender can be monitored throughout the organisation to help inform with policy making decisions and to ensure we are fulfilling government requirements. One reason for this would be
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