Abstract In this project I hope to understand more on the role of the human resource department in any organization and the tasks it carries out to help achieve the organization goals‚ how it plans to achieve it‚ the challenges it encounters and what future plans it has for the organization. I have been privileged to interview our manager finance and administration who for some time‚ was playing the role of human resource manager‚ and get an inside feel of how the department works. I also got time
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European Journal of Economics‚ Finance and Administrative Sciences ISSN 1450-2275 Issue 29 (2011) © EuroJournals‚ Inc. 2011 http://www.eurojournals.com Current Trends and Future Directions of Human Resource Management Practices: A Review of Literature Ogunyomi‚ O. Paul Department of Industrial Relations & Personnel Management University of Lagos‚ Nigeria E-mail: yomipaul@mail.com Shadare‚ A. Oluseyi Department of Industrial Relations and Personnel Management University of Lagos‚ Nigeria E-mail:
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M11HRM – Human Resource Management It is argued by Armstrong & Baron (2005) that “(performance) appraisal system should be seen as being transparent and equitable‚ providing reporting consistency and regular feedback on performance”. Incorporating examples from industry and appropriate academic underpinning critically discuss this statement from the perspective o the HRM function. I. Introduction Globalization is making the world looking more than ever smaller and mobility of skilled workforce
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References: * Human Resource Management 7th - Derek Torrington‚ Laura Hall * Human Resources Guide Susan- M. Heathfields * Strategies for Retaining Employees and Minimizing Turnover by Sarah K. Yazinski * Roger Herman visit...….www.rogerherman.com. * Management Thinkers- Ferdinand Fournes * First Break
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chapter 1 Human resource management and its external contexts i n tRO d u c t iO n This chapter provides the theoretical and practical backgrounds to the rest of the book. It does this by giving an outline description‚ analysis and overview of contemporary human resource management (HRM) within the United Kingdom (UK) and the external contexts driving it. These contexts are identified within the framework of the strategy‚ insights and solutions professional area of the CIPD’s HR Profession
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selection decisions are often blamed for subsequent disciplinary problems in Vol. 21 No. 3‚ 1999‚ pp. 236-250. # MCB University Press‚ 0142-5455 The authors are grateful to the European Regional Development Fund‚ which financed this specification. Torrington et al. (1991) suggest that in a small organisation it may be sufficient for one person to consider ``the job ’s important aspects and
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Recruitment and Selection Introduction The trend of business on a global scale appears to be increasing‚ and with it‚ the number of persons employed by their organisations in countries other than their own. It is increasingly common for employees of international companies to spend several years working in other countries. It is also common for expatriates to work for several years in two or three different countries‚ during their careers with their employers. Employees are sent to
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Critical reflection on experiences as a mentor ukessays.com /essays/education/critical-reflection-on-experiences-as-a-mentor-educationessay.php Throughout this report I will critically reflect on my mentoring skills as a student mentor to students at Post 16 Education and clarify how learning theories can be employed in conjunction with mentoring/coaching models and stress the significance of adhering to boundaries and ethics. A selected journal article will also be critically analysed‚ with the
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management: text and cases. 2nd ed. Harlow: FT Prentice Hall. * Interagency Advisory Group Committee (1993) Evaluating team performance [online]. Available from: http://www.opm.gov/perform/articles/pdf3.asp. [Accessed 31 December 2009]. * Taylor‚ S * Torrington‚ D.‚ Hall‚ L. and Taylor‚ S. (2005) Human resource management. 6th ed. Harlow: FT Prentice Hall. IDS HR Studies (2005) Biogen Idec — IDS HR Studies 796 [online]. Available from: http://www.idshrstudies.com/app/smg/gbn/frameless/document/body?do
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Human resource management Approaches Guest (1992‚ p.42) argues that HRM is designed to produce‚ ``Strategic integration‚ high commitment‚ high quality and flexibility’’ and that‚ Strategic integration refers to the ability of the organization to integrate HRM issues into its strategic plans‚ to ensure that the various aspects of HRM cohere and for line managers to fit in an HRM perspective into their decision-making. Hendry and Pettigrew (1986) contrast that HRM is featured by four fundamentals:
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