NIMS UNIVERSITY RAJASTHAN‚ JAIPUR Continuous Evaluation st Master of Business Administration 1 Year Human Resource Management Maximum Marks: 30 -----------------------------------------------------------------------------------------------------------------------------------------------------------(All questions are compulsory) Q1. What skills and competencies do HR professionals need to add more value to the HR function? How might these competencies and skills change in the future? How can HR
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OF HUMAN RESOURCES MANAGEMENT. Organizational Psychology holds that successful organizations do not owe their success solely to market realities and sustainable competitive advantage. Actually‚ there is a lot more. Successful companies are those that consider their human capital as their most important asset. Facts and figures are the quantitative elements of successful management‚ yet the qualitative‚ i.e. the cognitive aspects‚ are those that actually make or break an organization. Human Resources
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perceptions of the management‚ unions and rank and file workers. These perceptions may be the perceptions of persons‚ of situations or of issues involved in the conflict. The perceptions of situations and issues differ because the same position may appear entirely different to different parties. • The general impression about a person is radically different when he is seem as a representative of management from that of the person as a representative of labour • The management and labour see each
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[pic] JUNE 2010 THE HUMAN RESOURCE IN HOSPITALITY Instructions to candidates: a) Time allowed: Three hours (plus an extra ten minutes’ reading time at the start – do not write anything during this time) b) Answer any FIVE questions c) All questions carry equal marks. Marks for each question are shown in [ ] 1. a) Describe the main points that are covered in the seven point plan during the selection procedure of new staff in the hospitality industry. [10] b) Construct an
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“Business First‚” Workforce Management‚ October 23‚ 2006‚ p. 1. Kee Meng Yeo. www.astdscc.org/ Human Resource Management‚ 10e Lloyd L. Byars and Leslie W. Rue Johnson & Johnson: Creating a Global Learning Organization To provide current‚ cost-effective training in the fast-paced global business environment‚ many companies are turning to e-learning. One study shows that about 35 percent of large companies have implemented learning management systems‚ and another 45 percent
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and supervisors tend to be concerned to motivate the employees to work hard and effectively‚ thereby‚ the organization objective can be achieved though great performance from the workforce. Performance appraisal is an important part of performance management‚ which could be considered as one of the essential tools that can be used to manage performance. Performance appraisal‚ as suggested‚ is the process by which the performance‚ potential and develop needs of individual worker is recorded. Through
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Human Resource Management International Digest Emerald Article: HR ’s future in a global setting Peter Reilly Article information: To cite this document: Peter Reilly‚ (2012)‚"HR ’s future in a global setting"‚ Human Resource Management International Digest‚ Vol. 20 Iss: 3 pp. 3 - 5 Permanent link to this document: http://dx.doi.org/10.1108/09670731211224285 Downloaded on: 02-12-2012 References: This document contains references to 2 other documents To copy this document: permissions@emeraldinsight
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(a) First we create a detailed list with all requirements we need for the job. There are different strategies to find suitable employees: (b) Internal candidate already knows the workings of the company and the company knows their strengths and weaknesses. (Familiarity) (c) External candidates is recruiting and interviewing. Going through the numbers will give more choices to choose who is possibly the best for the job. (d) Rehires can be considered if the employee left for personal
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CASE 1 Case questions and answers Question.no.1 Discuss what a manager should do in each of the two Michigan cases. Answer: Office Equipment repair technician Although it is risky but the manager should give him a second chance‚ because by the nature of job (i.e. job of technician) it does not seem that he would be in direct contact with potential victims. It is risky because the job is a field job that is visiting other organizations and repairing their equipments. It is also possible that
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1 The Japanese Human Resource Management Before World War II: A Case of the Engineers Hiroshi Ichihara Faculty of Economics‚ Surugadai University‚ Tokyo I. Introduction The purpose of this paper is to analyse the characteristics of the Pre-WW II Japanese corporate management from the perspective of the human resource development. The essential framework of the Japanese-style human resource management before WW II constituted differentiated employment by a few ranks; then‚ different duties
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