efficiently is critical as GCMMF’s competitive position isdriven by low consumer prices supported by a low cost system. DEVELOPING DEMAND At the time Amul was formed‚ consumers had limited purchasing power‚ and modestconsumption levels of milk and other dairy products. Thus Amul adopted a low-cost pricestrategy to make its products affordable and attractive to consumers by guaranteeing themvalue for money. INTRODUCING HIGHER VALUE PRODUCTS Beginning with liquid milk‚ GCMMF enhanced the product
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Chapter 1: Introduction to Human Resource Management 1980’s Growing impact of globalization and technology; human capital; emergency of the knowledge/service economy Personnel‚ Human Resources 2000’s Modern organizations‚ organization effectiveness‚ strategic HR planning Human Resource Management Personnel Management Approach Manpower centered Pragmatic Job oriented Human Resource Management Approach Resource centered Strategic Staff oriented HRM is a term for what historically
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on financial products and services through a public or private network‚ including the Internet Common E-Banking Services Retail ServicesWholesale Services Account managementAccount management Bill payment and presentmentCash management New account openingSmall business loan applications‚ approvals‚ or advances ELECTRONIC AUTHENTICATION Verifying the identities of customers and authorizing e-banking activities are integral parts
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Contents 1. Introduction: 2 2. Strategic Human Resource Management Practices in Samsung: 2 2 a. Samsung overall introduce 3 2.b HRM challenge in Samsung 3 2 .c Samsung strategies 4 3. RECRUITMENT AND SELECTION 5 4. Career management and development 6 4.a HTP concept 7 5. Rewarding 8 6. DIVERSITY AND EQUAL OPPORTUNITY 9 7. Employee welfare 10 Employee wage and welfare 10 Support for housing 10 Children’s education 10 Medical support 11 Support for retirement 11 8. Contribution to the national economy
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TASK-1 (a) Explain the importance of strategic human resource management and the need for adopting both a medium and long- term perspectives in respect of HRM (AC1.1) Introduction The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms‚ all decisions that affect the workforce of the organization concern the
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Human resource development 1. Stages of human resource development Need investigation‚ design‚ implement‚ evaluation 2. Types of transformational learning styles Instrumental learning----learning to control and manipulate the environment Communicative learning----understanding each other’s inner world Emancipatory learning----becoming free of hegemonic assumptions 3. Principals of adult learning (Start with the known‚ readiness to learn‚ part learning‚ spaced learning‚ active learning) The
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For over 15 years‚ there has been an ongoing research on HR strategies and competencies differentiating the business performance. Besides this‚ HR practitioners have focussed their attention on other important questions as well. Bratton and Gold (2007)‚ for example‚ tries to question what policies and practices make up HR strategies. Is it possible to identify cluster of bundle of HR practices with different strategic competitive models? What is relationship between different clusters of HR practices
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Type Indicator (MBTI) is a personality inventory designed to identify individuals’ preferences for perceiving and processing information. The Motivational Appraisal of Personal Potential (MAPP) allows the identification of true motivations towards work and states the kind of job that fits you best. As seen‚ each personality test is intended to serve different interests and purposes. I do believe that personality tests can only be developed to their fullest potential and be of help to an organisation
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Strategic human resource management is an approach that refers how the aims of the organization will be acquired through people by means of human resource strategies and combined human resource practices and policies. It is also based with viewing the people of the organization as a strategic element for the acquirement of competitive benefit. Strategic human resource model are used to achieve sustainable competitive advantage in the industry. Human Resources Management is the strategic management of the
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The Internationai Journal of Human Resource Management 6:1 February 1995 How culture-sensitive is HRM? A comparative analysis of practice in Chinese and UK companies Mark Easterby-Smithy Danusia Malina and Lu Yuan Abstract There has been some concern about the extent to which models and practices of HRM are capable of being transferred from one country to another. This emerged in the late 1970s as concern that Japanese ideas might be adopted uncritically by US companies‚ and during the 1980s
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