Human Resource Management

The training needs identified were internally evaluated by the holders of the key positions of the company, that is the CEO, CFO and the CRO. It is paramount for the company to use external services from the experts to improve the training of the senior individuals in the firm. As a result, the biases that are likely to materialize as a result of the need to achieve the self-interests over those of the firm could be addressed.

The proposed model would, as a result, support the outsourcing of the experts to formulate the training needs when with liaison with the affected individuals to improve the performance. According to the goal-setting theory, the reward systems of the firm should ensure that the effort of the employees is equally compensated and recognized to boost their motivation at work. The setting objectives should also ensure that they are specific, measurable, achievable, realistic and time-bound (SMART).

The model hence proposes the use of smart goals to motivate the holders of the key positions to work towards achieving them and improve the performance and competitiveness of the firm (Borisova et al. 2017) Performance appraisal is aimed at reviewing the job performance of the employees and evaluates their overall contribution to the firm. It hence evaluates the skills of the workers, their growth, achievement or lack thereof.

The posed model would thus be used to give the key employees a big picture of feedback concerning their work by use of peer reassessment rather than individuals where the individual’s workgroup will be used to rate the performance of the holders of the key positions. The proposed model hence supports the use of peer assessments rather than individual evaluation type of the performance appraisal.

Additional, the proposed model indicates that the frequency of the review should be increased and use of smart goals that are to be achieved by  the process should be continuous throughout the year on a quarterly basis. The changes would lead to motivating the employees to achieve the set goals hence improving the performance of the firm (Deery & Jago 2015).

Work cited

• Borisova, ON, Silayeva, AA, Saburova, LN, Belokhvostova, NV, & Sokolova, AP 2017, ‘Talent management as an essential element in a corporate personnel development strategy’, Academy of Strategic Management Journal, vol. 16, pp. 31-46
• Deery, M, & Jago, L 2015, ‘Revisiting talent management, work-life balance and retention strategies’, International journal of contemporary hospitality management, vol. 27, no. 3, pp. 453-472.

While this may be true to an extent, I do believe that the opposite Is also true, attractive people are over-looked due to their outward appearance and are taken less seriously even when qualified or more qualified than another candidate. This Is not to mention that life brings challenges, hurts, and UN- pleasantries, regardless of how a person looks. So we cannot be too quick to say that beautiful people have better lives. In this case though, the Issue is beauteous as a “free-pass” in a sense, or a way into a job position without the proper qualifications (or in spite of the proper qualifications).

There has been some evidence that people who hire for Job openings do give preference at times to people who are obviously physically attractive. Researchers have noted that “beautiful people” tend to charm interviewers with their looks and create a positive tone and impression based solely off of how they look. Assess the Chair’s behavior from a human resource management perspective. I feel that if people try to regulate every detail of a hiring process, Including the way people look, there will be even more discrimination.

When an exceptionally beautiful or attractive candidate Is Interviewed, managers may feel pressure not to hire them Just so there are no Lies or tension In the workplace as to why that person was hired. In this case, though, it is not even evident that the Chair made an incorrect decision. Other department members should allow the Chair to do their job and trust that they have the proper qualifications to interview and choose quality candidates. There are times when candidates are chosen without having all of the qualifications of another candidate.

There are job openings available that specify that a certain degree is referred but not required. The Chair was said to have “overlooked” a more qualified candidate, but that does not negate the fact that this interviewee may have also been qualified. A lot of times a degree or certain qualification sets are not the only thing being considered. A person who shows that they are able and willing to complete a job with a great attitude may win Job offers faster than a very-highly qualified person who may be lacking In other areas. Decision.

The hiring committee should do their best to work as a team and keep down conflict within the workplace. The Chair made a hiring decision and that decision should be upheld. Employees may feel that the Chair is easily swayed and become more involved in the hiring process than they are even supposed to be. What happens when someone is interviewed that a worker Just doesn’t like from their outward appearance? Going to the chair to try to get hiring decision overturned should not be a route taken too often by employees. I feel that there is already enough “looks-discrimination” in the workplace.

When a person enters a room to be interviewed they are being Judged not only their answers UT also how they look. Research shows that 74% of interviewers make hiring decisions within the first minutes of an interview. They Judge looks by the person’s appearance, voice tone, handshake, and body-language. These are all surface characteristics… There is enough Judgment in interviews, applicants should not have to be subjected to on-looking, non-involved employees’ Judgments as well. Discuss to what degree and why attractive candidates may be given unfair consideration during hiring processes.

This question makes me wonder, honestly, if people would feel better if attractive omen or men were interviewed through a wall or only via telephone. People come in all sizes and shapes, with different features and looks. Attractive people cannot help how they look and are often not even thinking about their looks when working or at an interview. Believe it or not, a lot of times attractive people would like a little less attention based off looks when it is time to be professional. More often than not, other people are more hooked on the candidates looks than the candidate themselves are.

Management in an organization and asses its purposes in the chosen organization By Assimilate 23 In present business environment “information technology’ has become back bone of any business or organization, and they are integral part of day to day activities. Information technology which connects all the departments with each other which helps to increase efficiency, reduce communication time, production time, to improve, maintain the business flow. In short every industry and even companies within the industry can have different key success factors.

It is important to select supply chain IT systems that are able to give us advantage in the areas most crucial to business success. Companies invest a good amount of their budget to develop new software’s programs to improve their flexibility and responsiveness and competitiveness. In recent studies conducted by Food & Agricultural Organization (FAA) it was found that Food wastage across the world is alarming and $ 1 trillion of food is being wasted for the reason jack of technology, human error and facilities.

In our pizza hut outlet Information Technology will play very important role which will connect all our operation. We being a fast food chain and products used are highly perishable and if a proper control on purchase, storage and production is not there then our business may end up in loss. As per below given diagram IT will be connecting all our departments Fig. 1 Logistics & Procurement: IT will help to collect data, tracking products inventory and reduce lifestyle which will help everybody involved in the process.

Has the data will be readily available it will help to procure our raw materials as per the requirement and keep a track on the movements, storage and delivery. Operation: It will help in day to day activities by attending customers taking their orders placing them to our production and arranging to deliver. In addition to this it will help to maintain our financial track, bank accounts, payment schedule and other uncial obligations.

Customer relationship: To improve our customer service, attend customer complaints and develop relationship with customer we need a proper IT support such as CRM

Notes – Human resource management Chapter 7 Notes Human Resource Management DEFINE selection and DISCUSS Its strategic Importance. Reliability and validity and EXPLAIN their importance in selection techniques. DESCRIBE at least four types of testing used in selection and the conflicting legal concerns related to alcohol and drug testing DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration. EXPLAIN the importance of reference checking, strategies to make such checking effective, and ANALYZE the legal issues involved.

Selection The process of choosing Individuals to fill Job openings The strategic Importance of selection Quality of human resources determines organizational performance. Inappropriate selection decisions are costly. Significant legal implications Avoiding Legal problems use selection criteria based on the Job assess applicant’s ability to meet expectations scrutinize applicant-provided information obtain authorization for reference checking save all records and Information reject applicants who make false statements The selection process Designing the selection process

Faceable) qualified privilege negligent misrepresentation Step 5: Supervisory Interview and realistic Job preview The supervisor: is best qualified to assess Job knowledge/ skills can answer Job-specific questions must feel comfortable with new hire can assess fit with current team members Realistic Job Preview (RIP) provides applicants with realistic information, both positive and negative, about the job Step 6: Hiring decision and Candidate notification compile information from all techniques used evaluate information about each candidate immediate supervisor usually makes final hiring decision think about the offer notify all finalists who were not selected

Hrs manager is also responsible or the management of HRS to assist the company to reach their target. Moreover, HRS manager shares duties with line manager and HRS professionals. Line manager also seeks the guidance from HRS manager for selecting employee, training for staff, promoting staff and taking disciplinary action HRS outsourcing (HRS) is a process to hire external HRS professionals to help with HRS issues. The main point of HRS is to decide which needs to be out sourced and which needs to be kept. Mainly HRS focus on routine transaction oriented processes and clerical work.

Yet, the strategic HRS management Is still taken care by HRS manager. HRS outsourcing is processed In these ways: Business process outsourcing, Discrete services and multiprocessing services. HRS shared service centre Is a expertise centre which helps to take the routine transaction and activities for the company in one place. HRS shared services centre offer another option for HRS outsourcing and offer the same saving cost and services. Less professional will be needed while the shared services centre is used, in which can help the company to save a lot of cost.

Also the most useful function to use hared service centre is to arrange payroll, relocate and support for recruitment, training and development, planning and retain the professional. Professional Employer Organization is organization to rent people to other business. PEP manage the administrative needs of employees and PEP will pay for the staffs salary and other compensation, benefits. PEP has the power to lease, release, and discipline and reassign the employee. However, the company can still have enough control so that they can run their own business.

PEP Is benefit for staff because they offer the staff a to of organization so they usually have economies of scale that allow them of have a wider selection of benefits at a cheaper cost and they have a huge number of employee in the pool. Line manager involved in individual department and mainly in charge of their own section. Nowadays, the line manager is involving many tradition al work of HRS manager and is performing their duties as well. For instance, all the recruitment and selection process, performance evaluation, developing of employee have been transferred to be done by the line managers partially.

Intercontinental Hong Kong Is a five star hotel In Hong Kong, the service standard Is a very Important factor In the hotel industry. HRS Is responsible to process the recruitment and selecting of the employee, also they are the first one to screen the Interviewee for Individual department In order to make sure every Interviewee Is up to standard and then to be selected by the line manager or department head. HRS quantify interviewee for individual department they can save time for any not necessary interview and can hire a suitable person in a short time.

In order to maintain a high standard in a hotel, training is a must for the staff. HRS is one for the department responsible for this. They hold different training for different department timely. For example, for the restaurant they invite some professionals to have a talk or wine tasting to the Food and Beverage staff to enhance and keep updating their knowledge. For the front desk, HRS chooses Some special comment card from guest then share with the staff and also ask that complimented staff to share the tips and how to please the guest.

Other than the training and recruitment, Rewards is a significant recognition to the staff. In every quarter, HRS holds a reward presentation to all the staff who is complimented at least one time by the guest. They can get, for example a certificate to thank the great performance to the staff by management, a bottle of wine and Food and beverage coupon in the hotel restaurant, in which depends on the number of compliments. This action is to show the recognition to the staff and let them know the management really care and thank their amazing performance.

HRS is also a tool for the staff to share their comment to the management. HRS holds a meeting is called ” Direct Line “that individual can choose their representative to attend this meeting, in which they staff can have a direct conversation to the General Manager and reflect their opinion. This action allows staff to communicate with the senior management directly and let them know the management do care their thought and opinion. After all, HRS tries their very best to enhance the staff loyalty to the hotel and take place the training to make them competitive.

When the art of business management has been concerned by IKEA, the concept “Simplicity is beauty” is popular in IKEA’s company culture. For an international enterprise, IKEA have to seek global expansion and entry foreign market. It has founded that IKEA is perfect in every aspect when it is reported or researched. For instance, IKEA makes some complicated enterprise management into simple principles: according to the consumption demand to design product, or created low price but do not spare significant efforts in reducing costs, created experiencing-style sales terminal and make the global supply chain running smoothly.

This paper will focus on the human resource in Chinese market based on the case study of internalizing a brand across cultures: the case of IKEA. (Veronika V and Leslie, 2011). In the early 1980s, human resource management has been proposed by Beer and his colleagues at Harvard Business School. It is stated that departure from the previous views of the nature and purpose of personal management, with a set of prescription for managers to connect the effective human resource management, mostly, with the condition of corporate success and broader positive consequences for society (Beer et al. 984).

With the increasing speed of retail internationalization, the issue of brand identify across borders becomes more and more important. IKEA should communicate their brand visions, values and brand promise to all employees in different locations of stores and ensure among all stores or internal store of employees share the brand understanding (Burt and Sparks, 2002).

This paper we argue that human resource management of IKEA in Chinese market. Firstly, he factors which cause problems in Chinese market will be discussed, meanwhile, how IKEA improve its capacity of control those problems through supplier and customer relationship management will be discussed as well. Secondly, IKEA has its own human resource management theories which focus on employee performance and individual ability evaluation. This paper will display those performance methods and express how the performance evaluation used by IKEA for specialized individual characteristic. Finally, conclusion and suggestions are discussed. Own problems and solution

Chinese market is one of foreign markets of IKEA. In 1998, IKEA entered Chinese market and opened only two stores in Shanghai and Beijing but it has brought tremendous influence. People like to go shopping in IKEA because the fashion factor, even if for people living in cities other than Shanghai and Beijing (IKEA History). However, IKEA has its own problems in Chinese market (IKEA Global Marketing). The first problem is price. IKEA household products got prevailed market reflection in European market by the low price strategy, while this strategy is not suitable in Chinese market. Read also about methods of resource allocation

For example, most of Chinese do not willing spend several hundred yuan on a small wooded table or around a hundred yuan on a paper lampshade. It has reported that IKEA’s purchase volume in Chinese market occupied 18% of the global amount. It greater exceeded all other countries of IKEA’s foreign market volume. That is, Chinese market is a great potential market for IKEA. The second trouble is related to the different culture between Sweden where IKEA has been founded and China, which is position of IKEA.

It is remarkable and not easily compared with the similar brands. There are five aspects can simply demonstrate IKEA position. Firstly, raw materials used to make product is drawn from something people “might be missing” like paper, wood and figuline instead of stainless steel or plastic. It is clearly close to the IKEA core gist of “simplistic is beauty” but more fashion, environmental friendly and lower price furniture products, make people, at least in European market, IKEA product is a popular and low price household product that suit for low-income people group.

However, the position changed in Chinese market due to the income differentiation and cultural factors, IKEA becomes middle-class to top furniture brand chosen by the white-collar people or someone like top brands. Secondly, different location of IKEA store in European market and Chinese market. For example, majority of European families have private car and enjoying shopping to a leisure environment. Whereas, IKEA had to choose store located in city center in Chinese market in order to convenient to people go shopping instead of located in city edge in European market.

Thirdly is service problem. IKEA in European market run as self-service store but it is not working well in China because Chinese are much like some salesclerks give them introduction or guidance when shopping, especially, IKEA is a foreign brand for them(Lewis, 2005). Faced the problems displayed above, IKEA in order to make their product can sale well reflect the problems with two main solutions are focus on add human actions to adopt the cultural differentiation and employee performance to meet their customer requirement (Edvardsson et al. 2006).

IKEA’s price in Chinese market is the lowest among its stores in the world as a whole, but still considered to be higher than that of domestic similar product. IKEA found that even the “relatively low price” in European society is high for Chinese consumer. Compare with Western market, IKEA can successful cut down its cost by large-scale purchase, own logistic network, instruction books and DIY assembling. In this condition, IKEA had to build its own research group in China and try to find the cheapest raw material to make much practical product.

Firstly, contract with manufactures to ensure the cost leadership strategy. IKEA take much care to match manufactures with product to meet its mission. In the long term contract condition, supplier manufactures of IKEA can work together, for example, the designers and suppliers, to build saving-generating features into production. Secondly, to build customer relationship through DIY (do it yourself) assembling and finally, lead customers becomes a resource of company. It is a Pro-sumer model of IKEA.

For instance, IKEA offer assembling instructions for customer, while customers become the supplier of labor information, time and transportation of IKEA in the process of DIY assembling. DIY concept not only save installation fees to consumer but also reduced cost for IKEA (Edverdsson and Enquist, 2002). But, when IKEA pay attention to provide customer with low price and good quality product by reduce cost, its do not realized Chinese people also IKEA offer free door-to-door delivery and installation services. (IKEA, Business News). Employee performance evaluation

IKEA’s vision is to create a better everyday life for many people (IKEA Official Website). IKEA human resource teams make care at co-workers inspiring, creating passion and enjoyable work environment. Depends on the continual development of IKEA co-worker teams, IKEA’s business gained continued success. IKEA employees are through recruitment and training, benefits management and succession planning. The human resource management method safeguarded and strengthened IKEA culture, and help IKEA transform IKEA vision into reality (Charles W. L. Hill and Gareth R. Jones, 2010).

According to Chang Yang, the regional human resource manger of IKEA Chinese market said that IKEA’s fundamental belief of chose co-worker is the one who can be trust and like to share more between co-workers. The belief closely combines employees’ work and willingness with their own interest. IKEA ordered clear requirements for candidates on different positions and different levels, but does not mean the candidates must fully meet the requirements in each aspect, while focus on the degree of the requirements candidate achieved, and how the candidate to achieve.

For instance, when IKEA to recruit leader, IKEA will consider much of the leadership of the candidate whether suit for IKEA’s value theory. As head of position in management, though the position determined by the top manager, leadership is gained direct by co-worker’s approval. In addition, IKEA also considering the candidates ability of on long-term marketing planning, strategy making, project planning and manage changes approaches and so on. Besides, IKEA adopt employee performance evaluation combine with employee private development approach.

Businesses are known to be affected by its environment (see Porter, 1979) and its strategies are shaped by their environment. According to Allen (1998), the business environment is composed of the internal and external environment. The former refers to the environment the business organisation which is characterized by the organization itself: its structure, culture, size and strategies, while the latter refers to the outside forces that affect the organisation’s ability to achieve its objectives (Allen, 1998).

Allen (1998) added that an organisation is a system that takes inputs such as labour, materials, and equipments which can be obtained from its external environment. Therefore, it is the external environment that provides opportunity and threat to an organisation, requiring an organisation to adapt to whatever changes that may occur. Korman and Kraut (1999) suggests that there are five significant environmental forces that influence HRM policy and practices: demographics, economics, legal and regulatory issues, technology, and attitudes and values.

Demographics refers to the quantity and quality of the workforce (Korman and Kraut, 1999, p. 4) in an organisation and available in the external environment. Pfeffer (1983) defined employee demography as “the study of the composition of a social entity in terms of its members’ attributes”. Such attributes include gender, age, ethnicity, marital and family status, occupation, literacy rate, salary levels and seniority. These characteristics are important in developing HRM practices because they reflect the characteristics of the workforce available in the environment of an organisation.

Demographics affects staffing and performance, two of the major functions of HRM, one of which is administration (Taylor, 1998). Demographics dictates the number of employees that can qualify to be a member of the organisation, the educational attainment of the population, the physical and mental competency of the population, and the level of diversity that may affect the organisation. Demographics is also taken into consideration when making company policy and establishing corporate culture. As stated above, an organisation is a system thus, every factor including demographics affect the overall performance of an organisation.

In a workplace, gender, age, occupation and ethnicity and culture, and seniority are the attributes that are very important in HRM. Gender In the past, women are not allowed to work or to take higher positions in a company. But due to the changes in legislation and to the beliefs of the society, women now take significant roles in business organisations. However, a large number of studies about the differences in behaviour and attitudes of males and females found out that gender differences really exist (Mor Baral et al, 1998; Konrad and Hartmann, 2002) which usually lead to discriminatory practices against women.

Such differences affect the attitudes and behaviour in the workplace that may result to employee dissatisfaction, higher turn-over rate and decline in productivity. Gender differences can also result to misalignment of objectives and the inability to work as a team. HRM’s role then is to promote gender equity and fairness, and other policy that address the negative effect of gender differences such as equality in training and development, selection and staffing. Age It is a common practice of HRM to set age limit when recruiting and selecting employees.

This is because research reflects that variation in employee age is also associated with attitude and behavioural differences. Most companies do not hire applicants below 18 years of age due to immaturity or because most people below 18 are still studying and do not meet the educational qualifications needed by business organisations. On the other hand, it was found out that about 25% of employers considered people aged 50 years old and above too old to recruit (McKay, 1998). Age serves as the basis of maturity, experience and knowledge of individuals vying for a position in a company.

Additionally, Wagner et al (1984) noted that a long term experience may influence attitudes and beliefs which often varied in different age groups. Younger employees tend to believe in new strategies and processes (e. g. internet marketing, automation or robotics) while older employees may believe that traditional processes are still more effective. Older employees may also believe on horizontally structured organisations while younger employees function more effectively when they are empowered by vertically structured organisation.