Professional Documents
Culture Documents
F. Human Resources Management essential cause is to create and maintain a skillful and
committed personnel to establish a competitive gain.
The motive of HRM is to make sure that the personnel of is
used in a manner that the employer obtains the greatest The useful human resource of a corporation consists of all
feasible gain from their abilities while the personnel is to the efforts, capabilities or abilities of all of the staff working
obtains both material and psychological rewards from work for thatorganization. A few agencies may additionally call
(Graham, 1978) this useful human resource as ateam of workers or staff or
employees, but the primary meaning remains the same. All
HRM is an exclusive approach to employment control which individuals who within a company are workers. However,
seeks to gain competitive benefit via the strategic some corporations may additionally name individuals who
deployment of an exceptionally dedicated and capable team do manual jobs as ‘employees’ and describe others who do
of workers, using an array of cultural, structural and non-manual work as aworkforce. The executives of an
personnel techniques.(Storey J. , 1995) employer are alleged to manage its human resource with
maximum efficiency so that personnel works properly both
HRM is a managerial perspective which argues the need to at work and also has a meaningful social life outside of
establish an integrated series of personnel policies to support work. It is essential to have a proper functioning HR
organizational strategy.(Buchanan, 2004) department within the company.(Azteca, 2014)
HRM is a strategic method to managing employment Human Resources Management (HRM) involves all
relations which emphasizes that leveraging human beings' management decisions and actions that affect the nature of
capabilities is vital to reaching competitive gain, executed the relationship between the organization and employees –
via a unique set of integrated employment rules, packages, its human resources.(Beer, 1984)
and practices.(Bratton, 2007)
HRM is the management and work of people towards
There seem to be quite number of definitions and traits of desired ends.(Macky, HR Management, 2008)
HRM it can be visible from the above definitions that HRM
is a aggregate of humans-orientated manipulate practices HRM is a frame of knowledge and a collection of practices
that views personnel as belongings, not costs; and its of the organization regarding the management of employee
relationships.(Macky, HR, 2008)
G. Strategic Human Resources For Bill Reffett, senior vice president of personnel at the
Grand Union, a 20,000-person supermarket operation on the
There really shouldn’t be any mystery about the word East Coast, strategic human resources management means
strategic in the phrase strategic human resources “getting everybody from the top of the human organization
management. to the bottom doing things that make the business
successful.”
According to Horace Parker, director of strategic education
at the Forest Products Company, a 17,000-person division of The viewpoints of the academics, although stated in slightly
Weyerhaeuser in Seattle, Washington, strategic human different terms, echo the same themes. A composite
resources management is about “getting the strategy of the definition from this source might include the following:
business implemented effectively.”
Strategic human sources is basically controlling integration strategies developed by a strategic HRM approach are
and variation. Its concern is to make certain that: human essential components of the organization's business
sources (HR) control is absolutely integrated with the strategy.(Lingham, 2000)
approach and the strategic needs of the firm; HR rules cover
coherently areas from top to bottom and across hierarchies, H. Difference between Human Resources Management and
and HR practices are adjusted, accepted, and used by line Strategic Human Resources Management
managers and employees as part of their everyday work.
Together, these viewpoints suggest that strategic HR Conventional and strategic human resources models are
management has many different components, including integrated and evolved from one and other. Many
policies, culture, values, and practices. The various corporations have moved towards the strategic HR version
statements also imply what strategic human resources due to its technological software applications in building and
management does, i.e., it links, it integrates, and it coheres maintaining an organization. Strategic human resources
across levels in organizations. Implicitly or explicitly, its management is geared towards developing strategic plans
purpose is to more effectively utilize human resources vis-n- that match the large shape of the business enterprise's plans,
vis the strategic needs of the organization.(Schuler, 2000) while conventional HR management is nearly merely
administrative.
Strategic human resource management (strategic HRM, or
SHRM) is an approach to managing human resources that • Human sources managers are frequently perceived as
support long-term business goals and outcomes with a people liable for hiring and recruiting employees for
strategic framework. The approach focuses on longer-term open jobs inside an agency or business enterprise. Apart
people issues, matching resources to future needs, and from the hiring and recruiting factor in their task,
macro-concerns about structure, quality, culture, values,and human assets managers and professionals spend a large
commitment.(Strategic Human Resources Management, amount of time acting administrative obligations which
2017) include completing office work for existing and newly
hired personnel or training them for their new role and
SRM is the proactive management of the employees of a position.
company or organization. Strategic human • The number one difference in strategic HR, is that the
resourcemanagement includes typical human resource human sources specialists are identified as the strategic
components such as hiring, discipline, and payroll, and also companions of the company. They work with top
involves collaboratively working with employees to boost executives and other management professionals to
retention, improve the quality of the work experience, and determine how to excel human sources initiatives within
maximize the mutual benefit of employment for both the the standard strategic trajectory of the employer. This
employee and the employer.(strategic-human- approach plays a greater role in planning and shaping
resourcemanagement) the work force aligned with company objectives which
is far more superior than basic administrative
Notwithstanding, or in all likelihood directly because of, the management.
crucial position SHRM performs in theories of and attempts • Conventional HR managers track the acquisition and
to explain, understand, critique and exchange companies and exit of people from the company. In addition they play a
theories of organizational systems and functioning, without major function in the training and education of the work
a doubt not possible to define SHRM. There is no such force as well as the career development plan.
component as SHRM because SHRM is not a unitary Performance evaluations, safety and compliance issues
phenomenon but a group of phenomena. It consists of and compensations are also tasks which they are
various phenomena: prescriptions, fashions, theories, and involved with.
critiques.(Graeme Salaman, 2005) • Traditional HR management lacks focus on the overall
strategic tasks of the company, while these tasks are
Strategic HRM is an approach to making choices on the mostly controlled by strategic human resources. Human
intentions and plans of the enterprise concerning the sources policies and approaches revolve around those
employment courting and its recruitment, training, strategic plans and are developed in reaction to these
improvement, overall performance management, praise and plans. The conventional human resources department
employee members of the family techniques, policies and may additionally broaden guidelines in reaction to such
practices. The key characteristic of strategic HRM is that it plans, however it does not always play an essential
is integrated. HR strategies are integrated vertically with the function in the making of plans.
business strategy and horizontally with one another. The HR
2 - Policy & Guidelines Active and major Active and major Active and major contributor to
contributor to setting up contributor to setting up setting up company policy &
• HR Policy-Employee Handbook company policy & company policy & guidelines
• Do’s & Don’ts guidelines guidelines
• Service & Quality Standards
• Job Analysis
• Job profiles
• Job Description
• Standard Operating Policies &
Procedures
• Labor Management
3 - Recruitment Process Active and major Active and major Active and major contributor to
contributor to the contributor to the recruitment process.
• Selection process recruitment process. therecruitment process. Handles each case individually
• Salary Survey However, has a general Handles each case for different staff and potential
• Wages & Salaries & overall approach to individually for different members
• Job Contract the process staff and potential
• Hiring process members (ad-hoc basis) (ad-hoc basis)
• Orientation Company/Departmental A more custom-tailored
A more custom-tailored
approach approach.
Plans future recruitment needs
of the company by being
interactive in the workplace
through government offices,
recruitment agencies,and others
5 - Training& Passive contributor. Active and major contributor. To all Active and major contributor. To all
Education Acts on the demands of training & educational programs. training & educational programs.
the Executive Board and Prepares a yearly calendar for the Prepares a yearly calendar for the
• On the Job - Drills upper management purpose.Submits to the approval of the purpose.Submits to the approval of the
• Cross Training regarding Training & Executive Board and upper Executive Board and upper
• Self-Improvement Educational needs. management. management.
(Outsourced)
• Foreign Languages Usually solves the in- Has an Annual budget for the needs of Has an Annual budget for the needs of
• Motivation house training through employees at different levels employees at different levels. Reports
• Leadership Department heads and on the progress to the Board on
Outsources the Self- monthly basis
• Teamwork
Improvement
• Time Management
educations.
• Coaching
• Counselling
6- Performance Evaluation Passive contributor. Acts on the Active and major Active and major contributor
demands of the Executive Board contributor to to Performance Evaluation
• Quarterly or Mid-Year Objective and upper management Performance Evaluation process. Handles each case
Reviews regarding Performance process Handles each case individually for different
• Internal Promotions / Raise & evaluations, Promotions, Career individually for different staff and potential members
Rewards development,etc. Usually applies staff and potential (ad-hoc basis)
• Potential new positions a general & overall approach to members (ad-hoc basis)
• Career Development Program the process İmplements a more custom
• Disciplinary Actions Committee Implements a more tailored approach.
• Dismissals Deals with legal consultants on custom tailored approach
all disciplinary issues Plans future recruitment
• Resignations Deals with legal needs hence, analyzes the
• Exit interviews consultants on all changing trends and
• Legal Cases disciplinary issues conditions of each job and
7 - Social Projects - Environment- Limited involvement in Proposes to top Proposes to top management
Community developing such projects. management in in establishing such projects
Depends largely on the views of establishing such projects on behalf of the company.
• Greening Projects the Executive Board and upper on behalf of the company. Actively forms committees
• Community projects management Actively forms and motivates employees to
• Neighborhood Cleaning committees and motivates take part in these events
• Blood Donations employees to take part in
• Orphanage/Elderly/Handicapped these events
• Schools/Hospitals
8 - Employee Events & Gatherings Moderate involvement in Proposes to top Proposes to top management
developing such projects. management in in establishing such projects
• New Year Celebration-Party Depends largely on the views of establishing such projects on behalf of the company.
• Birthdays Celebration’s the Executive Board and upper on behalf of the company. Actively forms committees
• Employee of the Month management Actively forms and motivates employees to
Ceremonies committees and motivates take part in these events.
• Picnics employees to take part in Creates and enforces such
these events activities part of company
Sports & Tournaments culture
10 - Job Health & Safety - Active and major contributor to Active and major contributor to Active and major contributor to
Security Job Health & Safety - Security Job Health & Safety - Security Job Health & Safety - Security
• Chemicals Prepares in-house and Prepares in-house and Prepares in-house and
• Explosive material outsourced training& outsourced training& outsourced training&
• Electrical Equipment educational programs educational programs educational programs
• Pressurized Equipment
• Pools
• Fire Safety
• Hygiene & Sanitation
• Personal Health
Reliability Calculator, created by Del Siegle KR20Test(use only 0 and 1 to enter data for
(del.siegle@uconn.edu) for EPSY 5601 this)0.747360902
Test result of “Standalone properties”(12 participants) Test result of “Franchised & Management Contracted
properties”(12 participants)
Cronbach's Alpha0.747360902Split-Half (odd-even)
Correlation0.787277898 Cronbach's Alpha0.786912379
.
APPENDIX 3
HR – SURVEY – FRANCHISE &
HR – SURVEY – STANDALONE
MANAGEMENT
QUESTIONNAIRE FORM NO YES QUESTIONNAIRE FORM NO YES
A GENERAL QUESTIONS A GENERAL QUESTIONS
0,88 0,12 0,25 0,75
B RECRUITMENT B RECRUITMENT
0,50 0,50 0,33 0,67
C TRAINING & DEVELOPMENT C TRAINING & DEVELOPMENT
0,83 0,17 0 100
D EMPLOYEE RELATIONS D EMPLOYEE RELATIONS
0,67 0,33 0.16 0.84
E SAFETY E SAFETY
0,17 0,83 0.16 0,84
F COMPENSATION & BENEFITS F COMPENSATION & BENEFITS
0.66 0,33 0,33 0,67
G COMPLIANCE G COMPLIANCE
33.0 0.66 0.0 100
SURVEY TOTAL 26 18 SURVEY TOTAL 8 36
0,59 0,41 0,18 0,82
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APPENDIX