History of Virgin Virgin Trains was born on 29th of November 1996 when it was awarded the Cross Country franchise following the privatisation of British Rail‚ the franchise will last until April 2012. Along with the Cross Country line‚ Virgin also won the West Coast franchise and took control on the 9th of March 1997‚ this franchise will end in March 2012. The West Coast line was the last but one of the franchises to be handed over to the private sector‚ all of which had been completed in less
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Demonstrate which value adding activities the Virgin HQ is performing and give examples of each of these. According to Goold et al (1994) there are four main types of activity by which a corporate parent can add value. Envisioning – The corporate parent can provide a clear overall vision or strategic intent for its business units. Coaching & Facilitating – The corporate parent can help business unit managers develop strategic capabilities. Providing Central services – A provider of capital
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competitive advantage. Consequently‚ any good business strategy must fully utilise the inimitable assets of people through their knowledge‚ skills and abilities. This highlights the need for strategic human resource management (SHRM). The key assumption of SHRM is that organisational performance is affected by employees through a set of human resource (HR) practices (Pan et al 2006). A review of the literature linking HR practices to business strategy shows two conflicting perspectives in SHRM. The universalistic
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Ethical Issues In HRM Strategy Brandi Hancock HRM 530 Strategic Human Resource Management October 30‚ 2012 Dr. Lila Jordan Ethical Issues in HRM Strategy Identify areas of overlap in the new client organization with other that you have had as clients When hired as a newly HRM (Human Resource Management) consultant‚ you must first have understand of the role before beganing assisting with any issues or other areas of overlap. The primary role of a HRM consultant “is to assist the client
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CASE – 1 Dartmouth College Goes Wireless Dartmouth College‚ one of the oldest in the United States (founded in 1769)‚ was one of the first to embrace the wireless revolution. Operating and maintaining a campuswide information system with wires is difficult‚ since there are 161 buildings with more than 1‚000 rooms on campus. In 2000‚ the college introduced a campuswide wireless network that includes more than 500 Wi-Fi (wireless fidelity) systems. By the end of 2002‚ the entire campus became
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Human resource as defined by Armstrong P and Dawson C (1996) is the strategy for acquiring‚ using‚ improving and preserving the organisations human resource. It could be well agued that in most cases the human aspect is forgotten in relation to how they manage people‚ leaving most staff unsatisfied creating a high staff turn over which affects organisational performance. It is therefore an utmost importance that people as opposed to just employees-need to be managed in away that consistent with
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MODELS OF HUMAN RESOURCE MANGEMENT Understanding models in human resource management (HRM) is essential for any human resource practitioner for three reasons. Firstly‚ it provides a macro perspective of HRM practice in overall organizational set up. Secondly‚ the unity and diversity of these models serve as vital inputs in drafting tailor made HRM model for organizations. Thirdly‚ these models offer answers to quite a few dilemmas that practitioners encounter in their mission to pursue an organizationally
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Why is strategic HRM so important for organisations? Explain how strategic HRM can be facilitated and how it can contribute to an organisation. Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation‚ flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource
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Q1) Answer- International HRM (IHRM) is the process of procuring‚ allocating‚ and effectively utilizing human resources in a multinational corporation‚ while balancing the integration and differentiation of HR activities in foreign locations (Briscoe et al‚ 2009). IHRM should function in a way it should avoid cultural risks‚ regional disparities and must manage diversified human capital.The managerial responsibilities must include developing a global “mindset” by weighting on informal control
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Selection Strategies Raven Turner HRM/531 – Human Capital Management February 4‚ 2015 Christopher Jacques Recruitment and Selection Strategies The process of recruiting is crucial when adding value to the organization‚ branding the organization‚ creating and complimenting the culture of the organization‚ and attracting those employees with the attributes to contribute to meeting the goals set forth by the organization. Recruitment is competitive and a form of business contest requiring strategies to attract
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