Connect with us:
Human Resource Management (HRM)

Below are Essay & Assignments tackled by us on Human Resource Management (HRM)

Showing 51 to 60 of 463 results.

  • Analysis of the famous case study - HR's role in Strategic Acquisition by Mike Fazey
  • This report answers the following questions on the case study -

    1 - What legal issues does Gemma need to take into account in designing a redundancy process? Is Alan's suggestion of targeting peop...More

    This report answers the following questions on the case study -

    1 - What legal issues does Gemma need to take into account in designing a redundancy process? Is Alan's suggestion of targeting people closer to retirement age a feasible approach?

    2 - How does Gemma configure the HRIMS to provide useful data about the company's workforce? What sorts of workforce data reports should the system generate?

    3 - What kind of HR planning process would be appropriate at this point in the company's development? Would a qualitative or quantitative approach be more effective? Why?

    4 - What would be advantages and disadvantages of the company devolving or outsourcing operational and administrative HR functions? What would Gemma reccomend and why? ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study - Human Resource planning, Recruitment and Selection at Tesco
  • Introduction 2
    Human Resource Management, Business Environment and Human Resource Planning 2
    Question 1 2
    Question 2 3
    Job Analysis and Job Design 3
    Question 3 3
    Question 4 4
    Recruitment and Se...More

    Introduction 2
    Human Resource Management, Business Environment and Human Resource Planning 2
    Question 1 2
    Question 2 3
    Job Analysis and Job Design 3
    Question 3 3
    Question 4 4
    Recruitment and Selection 5
    Question 5 5
    Question 6 6
    Question 7 7
    Conclusion 8
    References 9
    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study - Mobile reps become more mobile
  • This essay answers the following questions on the case study -

    1. a) What kind of approach to local HR strategy did the German HR Director take? What perspective on strategic HRM, outlined in the ...More

    This essay answers the following questions on the case study -

    1. a) What kind of approach to local HR strategy did the German HR Director take? What perspective on strategic HRM, outlined in the Chapter 3, does this illustrate?
    b) Do you consider the way (or how) the German HR director carried out his approach wise?
    You should discuss your arguments using ideas, theories of strategic approaches explained in chapter 3/ 4 of the textbook.
    2. Should the company have done some things differently when it launched its new sales force? If so, what and why?
    Relate your answer to the ‘HR architecture’ model shown in Figure 4.3, page 115 of the textbook; compare and contrast with other HRM strategies.
    3. What lessons about employees as strategic resources and about barriers to imitation in HRM would you take from this story?
    You may think of developing your arguments in terms of contextual changes, culture and cultural fit; ethics and the organisational changes and setting in which managers generally try to ensure that HR systems fit in with their environment.



    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study – Oticon – Spaghetti for the years
  • Abstract 3
    Introduction 4
    Framework 4
    Context 4
    Purpose 5
    Aim 5
    Methodology 6-7
    Limitations 8
    Background 8-9
    Literature Review 10
    Underpinning 10-11
    Debate 11-12
    Informed Knowledge 12
    Ana...More

    Abstract 3
    Introduction 4
    Framework 4
    Context 4
    Purpose 5
    Aim 5
    Methodology 6-7
    Limitations 8
    Background 8-9
    Literature Review 10
    Underpinning 10-11
    Debate 11-12
    Informed Knowledge 12
    Analysis 12-13
    Evaluation & Description and Lessons 14
    Conclusion 14
    Recommendation 15-16
    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study - The IT firm and the performance appraisal system
  • This assignment is based on the following case study –

    The IT firm and the performance appraisal system

    The company is an innovative IT service business, providing consulting and software appli...More

    This assignment is based on the following case study –

    The IT firm and the performance appraisal system

    The company is an innovative IT service business, providing consulting and software applications to insurance companies. It has 700 employees, all of whom are employed on individual employment contracts. If its historical rate of growth continues, it expects to have 1000 staff fairly shortly. The firm has expanded very quickly in its specialist segment of the industry and senior management realises its HR policies have not kept pace. Given the company’s desire to professionalise all parts of the business, two years ago, Angus, the CEO, appointed an HR Director, Glenys. Since then, she has built a small HR department of 3 staff.

    Glenys is a member of the senior management team, which also includes Angus and five other senior managers: three in charge of service divisions, one in charge of the company’s own information systems and one the financial controller. All have lower level managers reporting to them, with the greatest number of middle managers and team leaders (first-line managers) in the operating divisions.

    With Angus’s full support, one of Glenys’s first acts, 21 months ago, was to hire a firm of HR consultants to help the company develop a good performance appraisal (PA) system, one which would help managers to set performance objectives, formalise the process for making merit-based pay recommendations, and foster employee development. Senior management, led by Glenys, worked with the consultants on the design of the system. Angus felt he could leave it to the members of his senior management team to speak up if they thought anything was unwise in the design and, besides, he thought, “I’ve now got a highly paid HR Director and an HR department and they’re the experts on this stuff.”

    The new PA system is based on setting individual performance objectives on an annual basis (a management-by-objectives (‘MBO’) system). It involves staff participation in setting these goals and requires managers to keep an eye on how goals are going every three months in case some goals need to change or employees need coaching. At the end of the financial year, the system requires managers to meet with each of their team members to discuss achievement against planned goals. It uses a five-point rating scale to assess overall achievement against these objectives, anchored as follows:



    1 2 3 4 5
    Unacceptable Marginal Competent Commendable Outstanding


    The performance appraisal system is not simply about performance issues, however. Once the performance rating has been discussed, it then moves into a section on employee development in which the manager is supposed to discuss employee knowledge and skills and agree a development plan, which may include training recommendations.

    All the company’s managers were put through 2 days of appraiser training. This was designed to help them deal with such issues as ‘rater bias’ and how to handle difficult appraisal interviews. After the training was complete, the consultants declared the system ‘installed’ and departed. The CEO, Angus, then told managers to go ahead and set objectives with each team member. This was done, not without some difficulty, but it happened. Then, after 12 months, appraisal interviews were carried out, with Glenys and a member of her staff helping to ensure this happened. Managers found the system’s requirements somewhat laborious but at least the forms were on-line and the recommendations on pay and training could be sent directly to the company’s HR department that way. Some four months ago, Glenys informed Angus that all the recommendations had arrived.

    Unfortunately, no merit pay increases have emerged yet and disquiet is bubbling up among the staff. A round of post-installation focus groups, comprised of randomly selected team leaders and staff members, has just been conducted by the HR consultants who installed the system. They show that employees are losing confidence that anything positive will come out of the new PA system. The sort of comments people have been making include the following:

    The idea of rewarding our stars is good but HR makes it all too complicated!

    Look, I’m prepared to give them the benefit of the doubt but the whole thing has taken too long. Why are they not making any decisions?

    Well, in my view, things were better before there were any ‘high-powered’ HR procedures in the company. My manager had more pull then and could get his boss to act quickly on a pay increase. There was no form filling and people were gung-ho and pretty loyal for this industry.

    Several of the best performing staff have resigned in the last month, moving for better pay and conditions elsewhere. There is currently a very healthy labour market for talented programmers.

    Part of the delay relates to a problem with the pattern of appraisal ratings across departments. Managers in Division X, the largest service department (where problematic employee turnover is occurring), have rated 60% of their staff as outstanding (five on the scale) while most other managers in the company have given an average rating of (close to) 4 with around 20% in the outstanding category. Glenys is not at all happy with Division X. Along with the pay recommendations, she has reviewed the training recommendations from Division X: these actually suggest that a lot of fairly expensive training and development activity is needed for most staff there. This is hardly consistent with the view that 60% of the staff are at level 5 in terms of job performance. What are Division X’s managers up to?

    Just to make matters worse, the business environment in the insurance industry has deteriorated dramatically in the last 3 months (due to a string of adverse weather events) and this is expected to make insurance companies less likely to commission new software projects. There is now a board-driven directive to review costs in all departments. Angus, who has enjoyed running a high-growth company, now finds himself in the position of having to manage a different context altogether. He has to ask Glenys to meet with him and the rest of the senior management team to review all recommendations for salary increases. Despite lower level managers having told staff that their performance is commendable or outstanding (and, in Division X, that 60% are outstanding), he makes it clear to her that any pay increases will now have to be very carefully handled and will not proceed without his personal approval.
    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study – Training2Work
  • This assignment is based on the following case study –

    Case Study – Training2Work
    Training2Work is an organisation that delivers short courses and training across a wide variety of industries. Th...More

    This assignment is based on the following case study –

    Case Study – Training2Work
    Training2Work is an organisation that delivers short courses and training across a wide variety of industries. Their website has been very under-developed, citing only basic information. They have recently purchased an on-line tool, Internet Sales Manager (ISM) to upload all their course information to their website and with over 100 courses, they are very excited about this new endeavour. They believe it will increase their student numbers and place them at number one in their region and become the training organisation of choice. Training2Work prides itself on their highly skilled workers in each Division. They have very specialized staff dedicated to particular roles, within Training, Marketing and Sales, respectively. All work done in each
    division must be approved by the Senior Manager of each division and Senior Managers attribute this type of control to their success. The only staff dilemma is that with internal recruitment for positions, staff from other divisions do not apply, as they believe their Division to be the best and the other teams to be inferior. Staff also feel that as they have specialised training in their division, they would not have the right skills to apply for a transfer to another division.
    Training2work has a Training Division that plans and develops new courses and makes incremental changes to all courses they plan to deliver that semester. This division has designed their own forms and computer system to hold all the information they require about their courses. This division has a Senior Training Manager, who reports directly to the CEO. The Senior Training Manager supervises the Product Development Manager (PDM). The PDM supervises 60 Trainers and the Administration Co-ordinator who in turn supervises 20 administrative staff. Once the courses are developed and approved by the Senior Manager, the course information is then uploaded into the Course Development System (CDS).
    The course information can sometimes be comprehensive, other times it is incomplete, as the administration staff have to rely on the busy trainers to give them the course details or they are waiting on courses to be approved. Sometimes the administration staff are still inputting many courses into the data base, after the beginning of the Semester. The culture in the division is, “as long as they can provide marketing and sales the names of the courses they are running, they should be able to sell the courses to students – however - isn’t that what Marketing and Sales are for?”
    The Marketing Division has a Senior Manager, who reports directly to the CEO. The Marketing Manager supervises ten marketing staff. The Training Division then gives the Marketing Manager a list of courses for the semester. The marketing team updates ISMs and promotes the courses through other mediums. Once the information is uploaded from the Training Division, the TACS officer inputs this information into the Training and Course Sales Database (TACS). TACS is the in house data base used to provide potential students with information about their course or choice.
    The Sales Division has a Senior Manager, who reports directly to the CEO. The Sales manager also supervises the TACS officer and twenty customer service staff. The customer service staff process customer enquiries, face to face, by phone and respond to web enquiries. The sales staff sometimes have many email enquiries, in their inboxes as face to face and phone customers are a priority for the division.
    The CEO invested a considerable sum of money into the new Internet Sales Manager system and is very concerned that the student numbers have not increased at all. The CEO calls his senior staff to a meeting in to explain why their Marketing approach is no good and why “Sales People” are not getting Sales! He also questions if their products are developed into contemporary training courses that appeal to Industry and the general public.
    The Senior Training Manager advises that he has done his job and has developed 20 new courses this Semester! The Marketing Manager is adamant that they have conducted an extensive marketing campaign!
    The Sales Manager explains that they have many customers enquire about courses. Many customers are leave without making a commitment, as they don’t have enough information about the course to make a decision. For example sales staff do not know the exact dates and times the courses are running. The Sales
    Manager says that the Training Division does not provide enough information. The Senior Training Manager refutes this claim and states that there is plenty of information given to inform what the course is about, and even what jobs they could obtain after completion. He states that Sales are not doing a good
    enough job! The CEO demands that student numbers increase and they had better get their divisions in order.
    All three managers leave the meeting annoyed and blaming the others. All divisions are highly specialised in their particular areas and they all sincerely believe that their division is doing an excellent job!
    The CEO has called upon you, a Senior HR Manager from CQ University’s People and Culture to provide a solution to this dilemma. After investigating the issues, you determine that the problem lies with the structure of the organisation.

    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study ‘Crisis Control’
  • This essay answers the following questions on the case study –
    1. What role would the HR function play in developing both the medium and a long term strategy to achieve the conflicting goals of redu...More

    This essay answers the following questions on the case study –
    1. What role would the HR function play in developing both the medium and a long term strategy to achieve the conflicting goals of reducing costs whilst maintaining the desired level of human capital?
    2. If GMS were to decide to reduce the size of the workforce, or change employment arrangements to reduce labour costs, what legal issues would need to be addressed? Is Stacey correct in saying that redundancies and layoffs would be legally justifiable?
    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study ‘Motivating staff with kind words’
  • The Motivation Process 2
    Motivation Theories 2
    Case study problem 3
    Motivational Factors 3
    Financial Rewards 4
    Other Incentives 4
    Non Financial Benefits 4
    Is money a motivator? 4
    Classical App...More

    The Motivation Process 2
    Motivation Theories 2
    Case study problem 3
    Motivational Factors 3
    Financial Rewards 4
    Other Incentives 4
    Non Financial Benefits 4
    Is money a motivator? 4
    Classical Approach 5
    Taylor’s Scientific Theory 5
    Systems Approach 5
    Modern motivational theories 5
    Content based theory 5
    McClelland’s Theory of Needs 5
    Need for Achievement (nAch) 5
    Need for Power 6
    Need for Affiliation 6
    Maslow’s Need Hierarchy Theory 7
    Hierarchy of Needs Theory: 7
    Mc Gregor’s Theory X and Y 8
    Aldefer’s ERG Theory 9
    Herzberg’s Two Factor Theory 9
    Process based theory 10
    Goal Setting Theory 10
    Pearson’s Equity Theory 10
    Reinforcement Theory: 11
    Instrumental/Expectancy based theory 11
    Vroom’s Expectancy Theory 11
    Conclusion 12
    References 12 ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study ‘Product Development Project: A Medical Monitor’ and a report on its findings
  • Introduction 2
    Conclusion 3
    Recommendations 3
    Discussion 5
    Project Management Processes 6
    Leadership 7
    Project Phases 8
    Synergistic Teams 10
    Project Risks 11
    Project Control 11
    Marketing Man...More

    Introduction 2
    Conclusion 3
    Recommendations 3
    Discussion 5
    Project Management Processes 6
    Leadership 7
    Project Phases 8
    Synergistic Teams 10
    Project Risks 11
    Project Control 11
    Marketing Management 12
    References 14
    ... Less

    View Full Assignment Get a quote for custom assignment

  • Analysis of the famous case study ‘Training and Development – The GE way’
  • N/A...More

    N/A ... Less

    View Full Assignment Get a quote for custom assignment

How It Works:-

ry-diplomer.com/diplom-v-barnaule

ry-diplomer.com/novaya-forma-diploma-2014