09882243490 Master of Business Administration - MBA Semester 3 MU0013–HR Audit-4 Credits (Book ID: B1735) Assignment (60 Marks) Note: Answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme. Each Question carries 10 marks 6 X 10=60. Q1. Define Human Resource (HR) Audit. Explain the need for HR Audit. What are the benefits of HR Audit? Answer. It is mechanism to review the current HR policies‚ practices and systems to ensure that they fulfill the
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including HR. * By the late 1990s‚ in response to societal trends‚ Sonoco’s strategy was evolving from one that had traditionally been product driven to one that was more solutions oriented. Simultaneously‚ Sonoco was placing more attention on the needs and desires of the end consumer. 2) What were the objectives of change for Cindy Hartley? How successful were the HR changes at Sonoco? Was the sequence of change the right one? * The task being asked of Hartley was to devise a new HR organization
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have great impacts onorganizations respective to human resource (HR) function behaviors. These impactsknow as globalization‚ increasing customer’s expectations‚ transparent market‚ andhuman resource management (HRM) provides possibilities to make organizations morehealthy and competitive. Where the firm may focus on cost for employee compensationand make conclusions on share services or outsourcings.We can say that‚ the function of HR units offers and increases some potential of organizations structure and some of human capital
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CHALLENGES AND PROSPECTS IN HR IN THE MODERN ERA Author: K.Gandhimathi Student‚ III B.Com CA Department of Commerce Don Bosco College. mani.rmkannan@yahoo.com Mobile:9025858686 Co-Author: Prof. I.James M.Com.‚ M.Phil.‚ Assistant Professor Department of Commerce Don Bosco College Dharmapuri. jamesmanoher@manil.com Mobile: 9865408445 Abstract
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Executive summery Organization Background | 3 | HR Practices of Unilever | 4 | Major HR Functions | 5 | * Recruitment and selection | 5 | * Training and development | 5 | * Payroll and settlement | 6 | * General service | 6 | * Human Resource Information System | 8 | Identified Problem | 9 | * Lack of recreation | 9 | * Low number of HR executive | 9 | * Lack of synergy | 9 | * High turnover | 10 | * No payment for the intern | 10 |
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Which HR Value Chain Elements Go into the Scorecard? Since the primary focus of HR’s strategic role is value creation‚ thinking about HR architecture means taking broad view of HR’s value chain. Just as a corporate scorecard contains both leading and lagging indicators‚ the HR Scorecard must so the same. Of the four HR architecture elements that we recommend including in the Scorecard- High Performance Work System‚ HR system alignment‚ HR efficiency‚ and HR deliverables- the first
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The CIPD HR Profession Map is a widespread view on how within an organisation the HR department functions and adds value. It also shows what the role of a HR member from all levels based on the individual’s qualification and experience forms of. The map has been designed to support HR professionals at every stage of their career and sets out the global standards for HR. The clear and flexible framework has been developed for career progression in recognition to the fact that HR roles and career progression
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department is in constant communication with executive leadership. The HR department is not a revenue-generating source. Consequently‚ it is important for an organization’s leaders to understand the return on investment (ROI) in human resources activities as a contribution to the company’s bottom line. At all levels of the organization‚ managers and HR professionals work together to develop employees’ skills. For example‚ HR professionals advise managers and supervisors how to assign employees to
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References Becker‚ B.E.‚ Huselid‚ M.A. and Ulrich‚ D. (2001). The HR Scorecard: Linking People‚ Strategy‚ and Performance. Cambridge: Harvard Business School Press. Cascio‚ W. (2003). Managing Human Resources: Productivity‚ Quality of Work Life‚ Profits (6th ed.). New York: McGraw-Hill Education. Ehrlich‚ C.J. (1997). Human resource management: a changing script for a changing world. Human Resource Management‚ Vol. 36 No. 1‚ pp. 85-90. Fast Company & Inc. (2013). THE WORLD ’S MOST INNOVATIVE
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CURRENT HR TRENDS August 1‚ 2011 HRM/552 Abstract The current HR trends will be analyzed to determine the impact on labor unions as a result of outsourcing. The trends in union membership‚ the growth in union membership‚ the process for organizing a labor union to enter a nonunion company‚ the impact the current legal environment has on labor unions and companies‚ the labor movement and the affect of outsourcing‚ the services HR is outsourcing will be evaluated and the effect HR outsourcing
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