Web based HR Management System for Office of the Deputy Director of Agriculture DISHAN SHIRANTHA E. R081955 0819557 Supervisor -Mrs. S.D.D.Ashoka December 2014 This dissertation is submitted in partial fulfillment of the requirement of the Degree of Bachelor of Information Technology (external) of the University of Colombo School of Computing ABSTRACT The Office of the Deputy Director of Agriculture is one of the government offices in Hambantota district‚ which play important role of
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TABLE OF CONTENTS 1.0 INTRODUCTION ……………………………………………………………… 1 1.1 HUMAN RESOURCE MANAGEMENT ………………………………… 1 1.3 STRATEGY ………………………………………………………………… 2 2.1 PERFOMANCE ………………………………………………………………. 5 2.2 Performance Standards ………………………………………………. 5 2.3 Performance Measurements …………………………………………. 6 2.4 Performance Appraisal …………………………………………………. 8 3.1 COMMITMENT ………………………………………………………………. 8 3.2 MODELS OF COMMITMENT ……………………………………………… 10 4.0 FLEXIBILITY ………………………………………………………………… 11 4.0.1 Flex time ………………………………………………………………
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2.2 Cultural differences 7 2.2.3 Embracing new technology 8 2.2.4 Flexibility and Diversity 8 2.2.5 Controlling costs 9 2.2.6 Global economy 9 2.2.7 The strategic significance 10 3.3 Current Role of HRM 11 2.3.1 Functions of SHRM 12 3.4 HR as strategic partner 13 2.4.1 Strategic Business Plan 13 2.4.2 Strategy Development and Implementation 14 2.4.3 What are required of HR as Strategic Partner?
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IFL- Responsibility- Marketing 520 Anna Turner May 9‚ 2014 Leadership roles require responsibility. Responsibility is defined in Merriam-Webster Collegiate Dictionary as something that should be done because it is morally right and legally required. ("Define Responsibility‚" ) Marketing management is the responsibility‚ not only to manage others‚ but to be creative in obtaining and sustaining customers and providing worth to the customer. (Kotler & Keller‚ 2012) Corporate responsibility is
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The corporate strategy guides organization’s positioning in terms of responsiveness‚ cost leadership and product differentiation. In broad terms‚ corporate strategy is concerned with the broad decision making like choosing the business network‚ capacity utilization etc. The corporate strategy dictates the detailed strategies for each functional area such as Human resource‚ Operations‚ Finance‚ and Marketing. The changes in corporate strategy has often lead to downsizing ‚unbundling ‚and increased
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Table of contents 1. Introduction 2. Toyota background 3. Toyota production analysis 4. Toyota and globalization 5. Toyota and HRM 6. Ethical issues and globalization 7. Conclusion 8. References Introduction Toyota is one of the largest car manufacturers in the modern world. In fact‚ this multinational corporation has become the leading car manufacturer replacing the world leader General Motors which has remained on the first position within several decades. Obviously‚ this is a tremendous
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HRM Explain why HRM is important First – significant source of competitive advantage Second‚ important part of organisational strategies managers have to think about their employees and relationships Job design‚ job training‚ performance management Way employees treat people significantly affects organisational performance‚ creating high-performance work practices Describe the principal roles‚ functions and outcomes of HRM Human resource management process – activities necessary for staffing the
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HRM 107 Presentation – Friday 8pm History and introduction How would you like to know that the $125 shoes that you bought last month only cost $5 to make? Sweatshops‚ child labour and poor working conditions‚ these are the strong allegations that Nike Inc. has been blamed upon where lives are at risk‚ all for the production of sporty shoes and equipment Nike since the early 1970’s has been accused many times for enacting unethical OHS matters in many of their factories worldwide‚ by opening
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Meshoulam‚ I. 1988‚ ‘Managing two fits of strategic human resource management’‚ Academy of Management Review‚ vol. 13‚ pp. 116-128. Barney‚ J. 1991. ‘Firm resources and sustained competitive advantage’‚ Journal of Management‚ vol. 17‚ pp. 99-120. E. Lawler‚ E. 1986‚ ‘High-Involvement Management‚ Jossey Bass‚ SanFrancisco‚ CA’‚ Management Journal‚ vol. 33‚ pp. 692-724. Endo‚ K. 1994‚ ‘Satie (personal assessment) and inter worker competition in Japanese firms’‚ Industrial Relations‚ vol. 33‚ pp. 70-82
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of some workers does not match the organizational structure (Montgomery‚ 1996). Human resources and administration must be able to conduct interviews that can identify proficiency‚ work ethic‚ and personality insight (Montgomery‚ 1996). When recruiting it is important to identify how well someone will fit into the workplace‚ it at times can have strong advantages‚ but also disadvantages if utilized to select the applicant. One advantage of selecting an applicant based on their organizational
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