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Human Resource Management (HRM)

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

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  • Analysis of the famous case study ‘Unisys – The Repositioning’
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  • Analysis of the famous case study –“Making Employees mobile – An exercise in strategic approaches to Expatriate Management”
  • Introduction 2
    Expatriate Management 3
    Culture 4
    Employment of Spouse 5
    Remuneration 7
    Approaches to overcome the challenges 10
    Portray the company as employee centric 10
    Attractive Remuneratio...More

    Introduction 2
    Expatriate Management 3
    Culture 4
    Employment of Spouse 5
    Remuneration 7
    Approaches to overcome the challenges 10
    Portray the company as employee centric 10
    Attractive Remuneration Packages 11
    Efficient Measures to deal with cultural diversity 11
    Measuring Efficacy of Expatriate Management 12
    Conclusion 13
    References 14
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  • Analysis of the famous case study on Boxall and Purcell – ‘The IT firm and the performance appraisal system’
  • Introduction
    Core issues and HRM concept
    Instance
    Black Box problem
    Role of culture
    Internal fit
    Keys
    Recommendation
    Conclusion
    References
    ...More

    Introduction
    Core issues and HRM concept
    Instance
    Black Box problem
    Role of culture
    Internal fit
    Keys
    Recommendation
    Conclusion
    References
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  • Analysis of the famous case study on Conflict and Conflict management at Madison, Jones and Conklin
  • This assignment answers the following case study –

    The following is a case study to be analysed.
    After graduating from a prestigious business school, Laura Kravitz accepted a job at Madison, Jone...More

    This assignment answers the following case study –

    The following is a case study to be analysed.
    After graduating from a prestigious business school, Laura Kravitz accepted a job at Madison, Jones, and Conklin, a medium-sized firm that did accounting and consulting projects. After a series of successful assignments working as a member of a project team, Laura was promoted to a team manager position with broader responsibilities. Laura felt confident about her qualifications. The other team managers seemed to respect her, and clients were happy with the projects she managed. With this record of success, Laura hoped to eventually become a partner in the company. However, as the only woman manager in a male-dominated company, she knew that there would be some obstacles to overcome.

    Laura felt that some of the senior managers were very conservative and did not accept her as equal. In the quarterly planning meetings, these managers were often inattentive when she spoke and seemed unreceptive to her suggestions for improvements. Several times she proposed an idea that was ignored, and the same idea was later suggested by someone else who received credit for it.

    Laura did not have a mentor in the company to tell people about her skills and help to advance her career. Moreover, she did not feel accepted into the informal network of relationships that provided opportunities to interact with senior managers. She did not like to play golf and was not a member of the exclusive golf club to which many of the male mangers belonged. She was not invited to most of the social activities by senior
    managers for friends and select members of the company.

    Laura also felt that the assignment of projects was biased. The high-profile projects were always given to the male managers. When Laura asked her boss for more challenging projects, she was told that the older clients usually preferred to deal with men. Because she was not given the more profitable accounts, her performance numbers did not look as good as the numbers for some of the male managers. Two male managers who had
    joined the company around the same time she was hired were promoted ahead of her.
    Ed Tyson, the CEO of this organisation, knows you have recently completed a course in HRM Competencies and hires you to investigate conflict at the organisation. He gives you a verbal briefing on the latest communication breakdown between Laura and most of the male senior managers. Ed tells you of a major rumour that Geoff Hawkins, Laura’s immediate supervisor, had made a pass at her. After Laura repulsed his moves, it is said that Geoff made some comments to the effect that he would put a stop to hiring and promoting women and minority groups in his division. Although Ed has known Geoff as a good manager for a long time, he fears the reputation of the organisation will now be severely damaged if Geoff’s comments are found to be true. To make matters worse, Geoff’s comments have created an atmosphere of mistrust, resentment and anxiety from many employees who think their jobs are at risk. Ed also tells you that he has heard 'on the grapevine' that Laura has been seeing a psychologist for "work related problems" and may be considering going on stress leave. Ed says he has also heard rumours that Laura’s marriage is in trouble because her partner, Joe, is angry that Laura comes home every day with tales about how she is being mistreated at the workplace. Ed asks you to prepare for him an analysis of the situation and to make recommendations for strategies that could be used to address the problems.

    (Based on a case study from Yukl, G 2010, Leadership in organisations, 7th edn, Pearson Education, Upper Saddle River, NJ, pp. 539-540.)

    Learning task
    Prepare a case study on the situation outlined above. If the case does not have specific details you feel are relevant, you can make assumptions as long as these are clearly identified at the beginning of your case study.
    In relation to the case study, you should:
    • classify the type of conflict (and the models or theoretical approaches you have relied upon in making your assessment)
    • identify the players in the conflict, their role and possible perspective on the conflict
    • identify the major issues in the conflict and any special issues such as power imbalance, gender, high emotion, race, disability etc
    • identify the strategy/ies you believe will be most appropriate for the effective management of this conflict
    – you will need to justify your choice/s
    • provide detail and discussion of how your chosen strategy/ies might be actually implemented given the circumstances you have outlined in your analysis.
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  • Analysis of the famous case study on Fresh First Canning Company
  • This report is based on the following case study –

    Canning company FreshFirst Canning is opening a new factory in the state of Queensland. The company has three other factories – two in Victoria a...More

    This report is based on the following case study –

    Canning company FreshFirst Canning is opening a new factory in the state of Queensland. The company has three other factories – two in Victoria and one in New South Wales. All employees in the existing factories are unionised, covered by a major manufacturing union. Those factories operate on the basis of traditional assembly-line organisation of work, with strong, centralised management control.

    The factories have strict seniority arrangements for pay, promotion and redundancies.
    The new Queensland plant is a greenfield site and will be organised around a high-commitment work system. All work in the administration section and on the shop floor will be organised on the basis of teams of multi-skilled workers. It is expected that performance levels will be higher and absenteeism and turnover levels will be lower than in the existing factories.

    The HR department, based in the company’s head office in Melbourne, has advertised for 180 production workers for the new plant. The HR department is interviewing workers from the company’s other factories around Australia to determine their willingness and readiness to accept employment in the new Queensland factory. They have also received a total of 500 applications from the external labour market. The CEO has requested advice from the HR department on the best way to determine the terms and conditions of employment for employees at the new Queensland factory.
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  • Analysis of the famous case study on Microsoft – ‘Employee motivation and retention strategies at Microsoft’
  • This report answers the following question on the case study –
    From a Human Resource Management perspective, provide a reasoned and academically underpinned critical analysis of Microsoft’s organisa...More

    This report answers the following question on the case study –
    From a Human Resource Management perspective, provide a reasoned and academically underpinned critical analysis of Microsoft’s organisational culture. The response should include analysis of the problems facing the organisation in terms of HR strategy and practice. Discussion should also provide a justified critical analysis of the solutions proposed by Microsoft to resolve these issues. Further recommendations for changes to HR strategy and practice in the future should be suggested where appropriate.

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  • Analysis of the famous case study on Yakka Tech private limited
  • 1. Introduction…………………………………………………….….…2
    1.1 Aim of the report
    1.2 Scope of the case study
    2. Background to Yakka Tech & Issues Encountered………………..…4
    3. Literature Review on Employee Motivation & ...More

    1. Introduction…………………………………………………….….…2
    1.1 Aim of the report
    1.2 Scope of the case study
    2. Background to Yakka Tech & Issues Encountered………………..…4
    3. Literature Review on Employee Motivation & Training…………..…5
    4. Conclusion & Recommendations…………………….………………8
    5. References………………………….………………………………..11

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  • Analysis of the famous Facilitate continuous improvement case study on Quality Stock Enterprise
  • This paper answers the following questions on the case study -

    1) Explain how you would utilise participation techniques with the employees in this organisation to explore the advantages and disad...More

    This paper answers the following questions on the case study -

    1) Explain how you would utilise participation techniques with the employees in this organisation to explore the advantages and disadvantages of each of the options presented in the cases study. Based on this approach identify the option that you believe is most viable.

    2) Explain how you would initiate continuous improvement activities related to this option. How would you communicate these initiatives to relevant stakeholders?

    3) Provide a proposal to senior management of this organisation outlining how mentoring and coaching could be used to improve current circumstances.

    4) In what ways could sustainability practices help the company reduce its costs and maintain a competitive advantage?

    5) What knowledge management systems should be utilised to capture the options suggested and to explore them more thoroughly?

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  • Analysis of the Famous Global Mining case study
  • This report is based on following case study -

    The atmosphere in the room was tense. Ted Kimoski, Financial Director for Global Mining, had just finished his presentation. John Campbell, Managing ...More

    This report is based on following case study -

    The atmosphere in the room was tense. Ted Kimoski, Financial Director for Global Mining, had just finished his presentation. John Campbell, Managing Director, sat quietly making notes. After a pause, he broke the silence. 'From what you have shown us Ted, it seems that we face the following problems in Australia. Our mines are not competitive. Benchmarked against international best practice or our own mines in Canada, Indonesia, South Africa and the United States, our production costs are the highest in the world. Our low productivity and high labour costs are killing us. In short, we must cut our Australian losses and expand elsewhere or make our Australian operations more competitive.'
    Kimoski looked directly at Campbell. 'John, that's it in a nutshell. Our Australian operations are bleeding badly. Worse, our financial performance is now affecting the group's overall profitability and ability to grow. If we don't do something about Australia soon, we risk being taken over by Mega Mining and they certainly will sell off the Australian mines. You are all aware that our share price has dropped 20 per cent in the past six months and that it is now rumoured in the market that we are a potential takeover target.' Campbell nodded in acknowledgement then turned to face Paul Jaworski, Production Director, 'Paul, what do you think?'
    ‘Of course, Ted is right. The point I wish to make is this. If we could achieve 90 per cent of best practice figures for productivity and labour costs, our Australian mines would be among the most profitable in the company. It's basically that simple. Our performance is appalling. The mines are okay. Our problem is people. We have rotten production figures because we don't have labour flexibility. Excessive penalty rates make it uneconomical to operate the mines seven days a week, absenteeism is ridiculously high, our people are not motivated, we constantly face fights with the unions over demarcation, our workers show more loyalty to the unions than they do to us, and the safety record of the Australian mines is the worst in the company. Yet, our pay and conditions of employment are among the best in the industry. Our labour turnover is low — no one ever leaves. It's just that no one works either!'
    'I hear you Paul', said Campbell, 'but I must admit it sounds like a terrible indictment of our Australian management. Susan, you have been quiet so far, what have you got to say?'
    Susan Moffat, HR Director, looked at the faces around the boardroom table. 'It seems to me we have a terrible problem, but it is solvable. In the past, we have been able to ignore much of what is hurting us now because business was so good. The Indonesian mines were not in production and the mines in Chile were suffering from outdated technology. That's all changed. We now have to be competitive or we are going to be run over. What
    Adapted from: Stone, R J (2002) ‘Human Resource Management’ 4th edition. John Wiley & Sons Australia
    we have to do is get back to basics. We have stated that our corporate mission is to be the fastest-growing, most profitable mining company in the industry.
    The company's committed to investing in people, exploration and technology. We want to be the best by constantly seeking improvement and greater teamwork. Yet, we haven't articulated a clear human resource strategy linked to our strategic business objectives. We have management problems and we have industrial relations problems — all are human resources related. The Industrial Union of Mining Workers is strong because we are not doing a good job of managing our people. The union manages our workers, not us. Our managers have abrogated their HR management responsibilities. For heaven's sake, the union tells us who we can hire, if we can use contractors or not, whether we can fire someone. We can't do anything without getting the union's permission.
    We say we are an equal employment opportunity employer, but we have to give preference to union workers, we have to promote on seniority and not on ability, and if we have to reduce staff members, it must be done on the basis of "last on, first off". Merit has nothing to do with it. We can't even reward our best workers. Everyone has to be paid the same rates. The goof-offs get exactly the same as the superior performers. Everyone gets an annual across-the-board increase irrespective of their performance and the company's profitability. Our situation in Australia is a joke and as long as it continues, we will never become competitive.'
    Campbell paused then said, 'Susan is right, we have a business strategy but we don't have a people strategy. This is our last chance to save the Australian operations. Susan, I want you to get together with Paul and Ted and formulate a draft HR strategy for the board's consideration next month.' The three directors nodded their heads in agreement. ... Less

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  • Analysis of the famous Take home exam case study ‘Victorian Merchant Bank’
  • Human Resource Management (HRM) is vital in the overall success of the company. Human resource management is a strategic and coherent approach to the management of the most valued asset of an organiz...More

    Human Resource Management (HRM) is vital in the overall success of the company. Human resource management is a strategic and coherent approach to the management of the most valued asset of an organization which is the work force. The workforce both individually and collectively contribute to the accomplishment of an organization’s goals and objectives (Armstrong, 2003). The major issues that have been identified in the accounting department of Victorian Merchant Bank can be handled effectively using the principles and concepts of HRM. ... Less

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