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Human Resource Management (HRM)

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  • Critical evaluation assignment on the notion of flexicurity
  • Abstract on assignment on Danish economy
    Introduction Danish Economy
    The notion of flexicurity
    Background & Evolution – Job mobility, The Danish Unemployment Compensation syste...More

    Abstract on assignment on Danish economy
    Introduction Danish Economy
    The notion of flexicurity
    Background & Evolution – Job mobility, The Danish Unemployment Compensation system, The active labor market policy, Labor Market Reforms and the Danish Job Miracle
    Consequences of flexicurity measures- for enterprises, individuals and member state
    Is flexicurity a feasible approach?
    Concerns critical evaluation assignment on Danish employment system
    Conclusion on Danish economy
    References
    Appendix
    ... Less

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  • Rabobank Diversity management case study
  • Executive Summary on challenges in managing diversity in workforce
    Introduction about the company
    HRM issues facing the company
    Reason for the selection of this issue
    Analysis of the issue ...More

    Executive Summary on challenges in managing diversity in workforce
    Introduction about the company
    HRM issues facing the company
    Reason for the selection of this issue
    Analysis of the issue in managing diversity the origin
    Strategic approach to be adopted and implementation strategy
    Leadership role and issues
    List of references
    ... Less

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  • A Case study of the Organizational changes at the British airways
  • 1. Introduction

    2. Need for major changes

    2.1 Privatization

    2.2 Financial losses

    2.3 Poor customer service

    2.4 Stringent culture

    2.5 Lack of initiatives

    3. Changing the culture
    ...More

    1. Introduction

    2. Need for major changes

    2.1 Privatization

    2.2 Financial losses

    2.3 Poor customer service

    2.4 Stringent culture

    2.5 Lack of initiatives

    3. Changing the culture

    3.1 Efforts to “Humanizing” the culture

    3.2 Changing leadership style

    4. Customer care initiatives

    5. Changes to reduce costs

    6. Changes in employee management

    7. Changes in the hierarchy

    8. Changing brand image

    8.1 Advertising campaigns

    8.2 Promotional campaigns

    9. Changes in the safety services

    10. Innovative programs

    10.1 Putting people first

    10.2 Managing people first

    10.3 A day in the life

    11. Evaluation

    11.1 Criticisms

    11.2 Effectiveness

    12. Conclusion
    ... Less

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  • A comparison of two whole-school approaches to behavior management

  • • Introduction
    • Behavior management: Whole-school approaches
    • Restorative Practices (RP)
    • School-wide Positive Behavior Support (SWPBS) approach
    • Similarities and differences
    • Conclusion
    ...More


    • Introduction
    • Behavior management: Whole-school approaches
    • Restorative Practices (RP)
    • School-wide Positive Behavior Support (SWPBS) approach
    • Similarities and differences
    • Conclusion
    • References
    ... Less

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  • A Critical Review of Kothari et al, 2000, Performance matched discretionary accrual measures, Sloan School of Management MIT, USA
  • • Introduction
    • Summary
    • Critique
    • Conclusion
    • References
    ...More

    • Introduction
    • Summary
    • Critique
    • Conclusion
    • References
    ... Less

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  • A report on employees’ Involvement Strategy
  • Executive summary 2
    1. Introduction 4
    1.1 Qatar Airways 4
    2. Theoretical Exploration of Cross-Cultural opportunities and challenges regarding employee involvement 5
    2.1 Culture in Germany 6
    2.2 C...More

    Executive summary 2
    1. Introduction 4
    1.1 Qatar Airways 4
    2. Theoretical Exploration of Cross-Cultural opportunities and challenges regarding employee involvement 5
    2.1 Culture in Germany 6
    2.2 Culture in America 7
    2.3 Culture in China 7
    2.4 Employee Involvement 7
    2.5 Motivation 8
    2.6 Team work and work performance 9
    3. Qatar Airway’s human resource strategies 10
    3.1 Employee Involvement 10
    3.1.1 Germany 10
    3.1.2 America 10
    3.1.3 China 11
    3.2 Motivation 11
    3.2.1 Germany 12
    3.2.2 America 12
    3.2.3 China 12
    3.3 Team work and work performance 13
    3.3.1 Germany 13
    3.3.2 America 14
    3.3.3 China 14
    4. Recommendation 15
    5. Conclusion 16
    6. Reference List 17 ... Less

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  • A study on People Management in Emirates Airlines
  • This report is based on the following requirement –

    Identify and discuss the major changes taking place in the external and internal environment of an organisation, or a section of an organisation...More

    This report is based on the following requirement –

    Identify and discuss the major changes taking place in the external and internal environment of an organisation, or a section of an organisation, with which you are familiar. Explain how each of these changes is impacting on power relationships and the management of people within that organisation.

    ... Less

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  • Aanlysis of the famous RL Wolfe - Implement self directive teams case study
  • This paper is based on the following requirement on the case study -

    Based on the RL Wolf case study and drawing on theories and concepts from across the module, provide a report with recommendati...More

    This paper is based on the following requirement on the case study -

    Based on the RL Wolf case study and drawing on theories and concepts from across the module, provide a report with recommendations on the human capital related considerations of growth within the organisation?
    In particular:
    i. The benefits and drawbacks of self-directed teams and the
    role that training and development may play in the
    transition. (Objectives 1 and 5)
    ii. The contribution, motivation, rewards and roles of
    individuals within these teams and the challenges here with considerations of the modern work force. (Objectives 1 and 3)
    iii. Recruitment of management and leadership relating to teams considering the global sourcing strategies of organisations today. (Objectives 1, 2 and 4)
    iv. The impact of organisational structures, goals and objectives on the performance of teams. (Objective 1)
    v. The role that outsourcing may play in both addressing current challenges in the organisation as well as furthering the businesses growth objectives. (Objectives 2, 3 and 5)
    Guidelines
    Please read all questions and information provided carefully. Answer should
    
    be made in appropriate length keeping in view the requirement of each question and total word counts allowed.
    In addition, your assignment should demonstrate the following qualities:
    A critical appreciation of relevant literature and its use to support argument, substantiate calculations and other aspects of the assignment.
    Taking ownership of the content, being prepared to debate and argue a personal position, and providing evidence of evaluative skills. A submission made up of extracts from published sources which is descriptive or simply just theoretical regurgitation is not acceptable. Your submission must have interpretation and consideration of the challenges and issues of taking theory into practice.
    Logical flow of ideas and treatment; appropriate selection of real world factors related to the companies under scrutiny.
    Evidence of additional personal research, and the ability to analyse material from a variety of appropriate relevant perspectives.
    Presentation, structure, appropriateness of methodology, breaking into section headings/subheadings, tidiness.
    Marks will be awarded for proper referencing and originality of work. Also note that plagiarism is a serious offence and your submission will be electronically checked.
    Your report must be handed in electronically no later than given date of submission.
    Recommended structure of the report:
     Executive summary
     Page Index
     Introduction
     Case background
     Key findings
     Recommendations
     Conclusion
     Reference Guide
     Appendices ... Less

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  • Analysis and Discussion of the issues raised in the article ‘Effective leaders: charismatic or just plain capable?’
  • The paper answers the following questions –
    Read the article titled ‘Effective leaders: charismatic or just plain capable?’

    Task: Draw on leadership and personality theories to analyse and discus...More

    The paper answers the following questions –
    Read the article titled ‘Effective leaders: charismatic or just plain capable?’

    Task: Draw on leadership and personality theories to analyse and discuss the issues raised
    in this article regarding leadership styles, personality and individual behavioural
    characteristics. By way of example, think of current or former well-known organizational
    leaders (two or three) and consider their leadership skills and style. What made them
    effective or ineffective as leaders? Do certain leadership styles dominate? Were they able to
    adapt their style and behaviours according to the circumstances?
    ... Less

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  • Analysis of employee engagement case study on Brooks Limited
  • This report is based on the following case study -

    BROOKS LIMITED-
    Case Study for negotiation meeting and individual report:

    Brooks Limited provides a range of Management consultancy solution...More

    This report is based on the following case study -

    BROOKS LIMITED-
    Case Study for negotiation meeting and individual report:

    Brooks Limited provides a range of Management consultancy solutions to clients. Most of its work is for SMEs customers, who are looking to design effective management policies in the organisation which includes: training, coaching leadership. The Brooks Limited head office is in the UK, however several self-managed work groups operate remotely across several European countries including Germany, Poland and Greece which amounts to around 50 highly skilled consultants mostly under the age of 40. Brooks Limited employs over 150 staff in the UK, about 100 of them are consultants, who are frequently required to work in small project-based work groups for corporate clients.

    There is variation in levels of basic pay, hours of work and holidays between UK staff and those employed across mainland Europe. Head office staff work a 37 hour per week. Working hours in Europe vary from 35 to 42. Holiday entitlements range from 20 – 27 days, depending on the country where staff are located. 30% of staff belong to a union that has been holding regular meetings. The Association has recognised the union for consultation purposes only, but might review recognition if union membership increases.

    Until the economic downturn last year, the labour market for experienced consultant was buoyant. Brooks Limited had previously been able to recruit because it has a policy of paying well – its basic pay is at the upper quartile level for the sector. Consultants were able to gain individual bonuses based on the work they do with clients, and in addition there has been an annual bonus for all staff based on the company’s profits. This annual bonus, which has increased in recent years, was worth £11,000 to the average employee last year.

    In the last year, the company’s revenue and share price declined markedly. This year it anticipates that the annual bonus payment will be only about a fifth of last year’s, and is forecasting no annual bonus payment for next year. Individual bonuses have similarly been reduced, and the company has informed staff that there will be no cost of living pay increase this year, the first time that this has happened in the history of the organisation. At the moment there are no plans for redundancies and the CEO is hopeful that a freeze on recruitment will ensure no job losses; although staff know that market conditions are poor. Staff turnover has not increased, although sick absence and grievances have risen (from a low base).

    The introduction of a reward strategy has never been considered but it is clear that these anomalies in reward will soon need to be addressed and further investigation is required as to whether the current reward strategy is motivating and engaging employees. You are a reward consultant appointed by the Board to help them to address this strategic issue. Your initial analysis reveals a confused picture – several different reward systems across the business. It is your professional judgment that there will inevitably be problems of morale and motivation if the situation continues.
    ... Less

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