人力资源outcome1 作业
HR1 人力资源管理实务 outcome1
IntroductionThere is a vacancy in our company which is the team leader for customer relationship. So we need recruitment an appropriate staff to be the team leader. I designed whole process of recruitment in this report.At first, we must ensure our recruitment is fair and legal. So there are some information about the legal that we need to know.The Sex Discrimination Act (SDA)The SDA makes it unlawful to discriminate on the grounds of sex. The SDA applies to two kinds of discrimination, direct discrimination and indirect discrimination.The Equal Pay Act (EPA) 1975The EPA says women must be paid the same as men (and vice versa) when they are doing equal work, similar word that has been rated as equivalents, and work that is of equal value.National Minimum Wage Act 1998This act increases the rights of workers by determining a national minimum wage in line with other European Union states.The Race Relations Act (RRA) 1976This act makes it unlawful to discriminate against anyone on grounds of race, colour, nationality (including citizenship), creed, or ethnic or national origin.The Disability Discrimination Act 1995It makes it unlawful to discriminate against disabled individuals without justifiable reason, and requires employers to make reasonable adjustments to the workplace or working arrangements to accommodate disabled people.The Asylum and Immigration Act 1996This act makes it a criminal offence for an employer to offer employment to a person who does not have permission to work in the UK. The employer must check before confirming employment. Rehabilitation of Offenders Act1974This act allows offenders who have not been reconvicted of any offence for a period of time, to apply for jobs and take up offers without the embarrassment of having to admit past convictions. The period of time after which sentences are regarded as ‘spent’ depends on the nature of the offence and sentence. Any conviction resulting in a sentence of more than 30 months will never be considered as ‘spent’ under the te rms of this Act.Trade Union and Labor Relations Act 1992This act states that employers must not discriminate against job applicants on grounds of trade union membership or non-membership of a trade union.Employment Rights Act 1996It protects employee s’ rights with regard to deductions from pay.Before a formal recruitment, we need do a job analysis to gain information about the position. Job analysis plays a central role in HRM. Information regarding the job’s duties may be the basis for creating training programs. Information about the human traits required to do the job are used to decide what sort of people to recruit and hire. Job analysis support fair employment practice and a fair pay and reward policy. There are various techniques can be used to do a job analysis, such as interviews, questionnaires, observation, participant diary/logs.Interview is used widely in the job analysis. This method is suitable to analyze every levels and every position. The main advantages of interviews is that we don’t need employee complete the job illustration. And it can provide a chance for communication between employee and employer. Interview is more flexible, so it work out well. But it also have many disadvantages. Interview is handled by people, the result might be influenced by emotion. And interviews need a special time, a proper location.Questionnaire is the fastest method to collect information from employees. But questionnaires need high standards in designing. A typical questionnaire should include:·main duties of this position and time of every duties·association for internal and external·job coordinate and monitor duties·materials and facilities that position need·knowledge, technique and liability that position need·job condition·training·etc.Observation need we decide study purpose, and get permit. It need a lot of time to observe. It is cheap and handling easily. But it is not easy to control the whole observation. It is easily to be influenced by various factors. And it is just suitable to the physical position, mental work is difficult to observe.Participant diary/logs is finding out a job nature by details that employee written down. This method may cause lack of the real information, so when we use the participant diary, we need guide by writer.After job analysis, we will carry out a selection. This is a flow chart about the whole selection process (As bellows).This process includes two main resources of candidates, internal and external.There are an enormous variety of sources of potential candidates, and each source will have advantages and disadvantages to recruiter. Furthermore, the most appropriate source of candidates will also be influenced by the size, function, location and budget of the recruiting organisation.I promote the internal recruitment. Our company has many potential managers.External and internal recruitment both have advantages and disadvantages. External recruitment can attract qualified person join our company. And there is a big range we can choose. A new employee may bring new style and idea in our company. But external need a formal recruitment process, it is expensive and need long time. And the new staff needs some time to adapt to the new work environment.Internal recruitment is cheaper and more quickly. We can select an appropriate staff from our exist employees. There are many ways we can choose, such as post an advertisement in our company’s website, Promoting, job rotation, and reemployment. Exist employers knew our company well, we don’t need to carry out the training course about our company’s rules and culture. And they can get into the work quickly. Otherwise selecting employees from our company also can arouse the energetic. So I recommend the internal recruitment.Depending on this flow chard, after job analysis, deciding candidates’resources, now we need post an advertisement.Advertising is the most frequently used method of attracting candidates. There are many space we can post our advertisement on. However, no matter which resource is used, it is critical that design an attractive and effective recruitment advertisement.After post on advertisement, we should select a appropriate candidates. There are many choices of selection method. Before an interview, letters and CVs is the main way to assessment the identified. But in this recruitment, we can investigate the performance of every candidate in recently years. And we can ask some advice to the manager of candidates and the colleagues.These information is important for us to make the final decision. And I think an interview is necessary for us. Unstructured interview is more suitable. The questions have not been prepared in advance, interviewers ask questions as they come to mind, and there is generally on set format to follow, the process of interview more likes a chat. Because of the candidates are all from our company, they all have work experience and knowledge about the job and our company. So the structured interview can’t distinguish the differences of candidates.In the interview, the in-basket and the leaderless group discussion both are the good ways to assessment the interviewers.The candidates is faced with an accumulation of reports, memos, notes of incoming phone calls, letters, and other materials collected in the in-basket of the simulated job he or she is to take over. This is the in-basket method. Good team leaders for the customer relationship need the ability to coordinate various relationships and handle many problems. In-basket test can inspect one’s ability in short time.The leaderless group discussion means that a leaderless group is given a discussion question and told to arrive at a group decision. A team leader for the customer relationship need good communication ability and awake to teamwork. The leaderless group discussion can evaluate each group member’s interpersonal skills, acceptance by the group, leadership ability, and individual influence.There are guidelines for selection interview.Before the interview, we need prepare amply. Firstly, we need to decide a proper time and location for the interview, and who will attend in this interview. Secondly, we should prepare material about this interview. It includes questions, assessment standard, candidates’ material and vacancy materials. Finally, we should arrange accommodation for candidates.At interview period, ensuring every interviewee is fair and specialty is important. It will influence whole interview. If we carry out an unstructured interview, we need to control the interview process well. And ensure the questions are efficient. And the after the interview, we need a final decision in a short time.After selection, we will welcome a new employee in our company. And we need help him/she carry out new job smoothly. A new employee need some time to know the job well, these information can help them adapt to the new job as quickly as possible. Because of the new staff is from our company, so we needn’t introduce our company and the basic rules. But we need to provide job descriptions to the new staff and a new appraisal standard for this position. Introduce the new supervisor to him/her. Maybe we will provide job training for the employer. Adapting to the new job need some time, we must ensure the new employee can get into the new job successfully, and provide help continuously.All above is the whole recruitment process. After recruitment, we need evaluate this recruitment. We can analyze every step in this recruitment. We can assessment the cost of designing and posting our advertisement, and the effectiveness of it. For the interview step, we need to assessment whether the select method is effective or not. The time we spend and how many work we done is also an index that we can evaluate our recruitment. And we must collect complaints in the whole process. We also need collect feedback information to help us design next recruitment.。
人力outcome1_2_3题目及答案
Section 11. Organization①an organization including people at least two. (In Barbour Brown Engineering Ltd, initially, there are 7 people: David and Neil, two other qualified engineers: Jack and James, two qualified technicians and one apprentice technician. Afterward, there are 17 people in all, including a further two engineers, four technicians and four apprentices.)②They have the organizational goal :( to offer the engineering consultancy servicein the town.)③They performed in a arranged way,(they have the formal reporting system, andline-structure. The system can be described as follows: David and Neil------engineers-----technicians-----apprentice technicians.)2. a)GoalDefinition: Goal describing what your organization wishes to accomplish, stemming from your purpose. Goals are the ends towards which your effects will be directed and often change from term to term or year to year, according to the circumstances. Importance of goal:①Consumer goal: (the main aim of the firm was to provide a highquality service.)②Product goal: (important that their staff were appropriately trained in the latesttechnology, they provide best designs via training the employees.)③Operational goal: (Neil and David believed in the principles of inwardinvestment, they used local contractors, insurance brokers and accountants to provide service to the firm.)④Secondary goal :( because David and Neil’s belief in inward investment, theyalways supported other local businesses and used local firms to provide service.So that they can build a good relationship with the local businesses and get inward.)2. b）objectives:Objectives are measurable specific goals, descriptions of exactly what is to be done, derived from goals.Objectives are clearly specific statements of measurable tasks that need to be accomplished to reach your goals.They are usually short terms with deadlines.①to meet targets timorously within the quoted price, ( Neil always insisted on a highquality of service, and believe that a happy customer was a priority, so the engineer should go to the site ASAP.)②To ensure the staff are well trained (they use colleges to train them and send themto the city to broaden their horizon.)③David use time sheets to supervise the ongoing projects.( It can bring somenegative effects, it’s time consuming and discourage employees’ enthusiasm and autonomy.)PolicyPolicies provide a framework of rules or guidance within which management and staff can make decisions.①David and Neil take on the different responsibilities in the firm :(As a generalpolicy, David allocate the work, Neil concentrated on promoting the business and setting up contracts.) negative and positive②They provide timorously service( it may supervise the task, but it’s timeconsuming and discourage employees’ enthusiasm and autonomy)③They provide best design at quoted price.④They used local contractors, insurance brokers and accountants to provide serviceto the firm. (This can help them build good relationship with the local business, it can also bring some bad effects, when the local firm is not good enough or mot suitable for them, David and Neil’s company would be influenced.3. We can show the relationship between the external environment and the firm with the following chart:①inputs:Finance help from the bank and Scottish development agency.Qualified employeesContracts from clientsEquipments②processes:Organization of projectsKeep good relationship with customers and suppliersAdministrative support③outputs:Production of designsWell trained employeesSatisfied customers4. Employees: 17people (David and Neil, four other qualified engineers, six qualified technicians and five apprentice technicians.)Clients: people who need engineering consultancy service.Suppliers: the local contractors, insurance brokers and accountants (they provide service to the firm.)Finance providers: bank Scottish development agency (they provide findings to the firm)Training providers: college.(the colleges provide training to the staff.5.①personal centralized②bureaucratic approach③output④culturalDavid Barbour used the personal centralized strategy of controlling staff. (He used timesheets to supervise the ongoing projects, settled time-consuming and cumbersome office layout, treat the employees unfairly.)Section26.David①He treat the employees unfair (he treated James, the less qualified one, as beingmost senior, because James had been with the firm longest. It’s unfair to Jack, the qualified one.)②There is no consultation from employees.(He never sought advice from the staffon the best way to divide up the work.)③The staff are lack of autonomy.( He used timesheets to supervise staff)④The office layout is time-consuming and cumbersome.⑤He makes James acted as the “big brother”(David treated James specially, Jameswas allowed to authorize site visits when David was out of the office)His management makes his team less efficient, unhappy, and have fewer bonuses in the end of the year.Neil①His management style was more flexible, he emphasized the team work.②He offered advice, assistance to the team, and often discuss with them.③He gave enough autonomy and flexibility to the team members.④He offered careful service to the clients and frequent customer meeting are held. Ultimately, Neil’s team has high level of performance, the atmosphere was harmony, and they also have more bonuses in the end of the year.7.Equity theoryDavid treats the staff unfairly, and his behavior will affect the motivation and performance of other staff.a.It will affect their performance ability.b.They will have fewer bonuses in the end of the year.c.His behavior will also affect the morale, the atmosphere of the office.It’s very crucial to use Equity theory to improve the motivation and performance of employees.Goal theoryNeil’s goal is to provide a high quality service.He concentrated on promoting the firm by sourcing business contracts.In order to achieve this goal, he must communicate with clients well and meet them frequently; he also needs to consult staff when necessary.8. Team working (Neil emphasized team work and he run the team very well.) Empowerment (he gave organizational arrangement that allow his staff more autonomy, direction.)Consultation (he often adopts the wise advice from his staff)Participation in decision making (he often discuss with staff a lot)Effective delegation (Effective delegation of Jack made Neil can make best use of his time to achieve his goal)Autonomy (he gave staff enough autonomy and flexibility)End-of –year bonuses (fair bonuses can encourage staff)Good relationship with clients (offer careful customer service and frequent client meeting)9. Highly cohesive teams are more productive and better at meeting objectives, so it is important for David transform his team to be a more harmony one.Key elements of good team working include:①Delegation or accountability②Empowerment③Authority④Responsibility①As a mature organization more than 14 years, its manager David should have thebasic level to trust staff, give them more autonomy. Members of the team are professional; they can arrange well their work. So, the frequent level of provision is not necessary.②The manager must have frequent consulting with them, authority means not onlyguide and direct, but also communicating.③By doing so, we can improve the effectiveness of the team, and we can alsorelease the pressure of Dvid, make him pay more attention to the strategic activities.Section 310. Duties:a.Planning (adjust the processes in different time to make sure to achieve the goals.)anizing (organizing human and material resources to allocate themeffectively.)c.staffing (provide training to the staff)d.directing (pay enough attention to the team work)e.Controlling (improving David’s team.)Roles:rmational roleb.interpersonal rolec.decisional roleNeil:Neil set up good relationship with suppliers and clients.He sets up specific plan for future business.He planned for new development.(the structural development projects)David:He organized the workloadHe organized the staffHe using system, (e.g. the timesheets, to control staff and other resources) to make sure the objectives will be met。
人力资源outcome1-作业
Outcome1DE3D Managing People and OrganisationsDeclarationI hereby declare that this submission is my own work and that，to the best of my knowledge and belief, it contains no material previously published or written by another person or material which has to a substantial extent been accepted for the award of any other degree or diploma at any university or other institute of higher learning，except where due acknowledgment has been made in the text.原创性声明兹呈交的论文,是本人在导师指导下独立完成的研究成果，在论文写作过程中参考的其他个人或集体的研究成果均在文中以明确方式标明，本人依法享有和承担由此论文而产生的权利和责任。
Signature(签名）: ZHOU RonghanDate（时间): 21th October, 20131.With reference to the case study, summaries the relationship bet ween goals， objectives , policyand advise the management of Sc otia Airways of the contribution each willmake to effective manager ial performance.Answer ：Goals：Organizations are usually matches to the purpose of achieving the specific goals。
人力与组织管理outcome
人力与组织管理outcome1-3Outcome11．理论organisation定义elements of the organisation（组织4要素）案例从sectionA找其中technology不用写，structure不用画图，创业时是一家什么样的企业，企业性质是什么2.理论formal和informal（理论各三点，并三点连成一句）案例从sectionB和sectionC找案例写2个3.理论Goals一句话解释4个goals用关键点解释案例4大goals各一个备份目标1个4.理论Objective一句话解释案例找出3个符合SMART的原则的objective5.理论policy用一句话解释案例至少找出3个案例点6.画出系统理论图参照英P58用案例中真实内容代替理论名称7.从案例中找出5类stakeholder并配有理论解释8.理论strategies参照中P82-83前4大策略理论压缩一半案例David和Neil各属于哪个控制Outcome21.你同意高的薪水和好的福利是激励员工努力工作的途径和唯一手段吗？一句话leading 理论写2个除Maslow`s理论外其余都要配有理论解释evidence （依据）一句话找出案例4点2.请用亚当斯的公平理论分析David和Neil的管理方式一句话leading 理论PPT P62前2章PPT 第一章PPT理论加上大于和小于找出案例3点3.请用洛克的目标设定理论分析David和Neil如何给员工设置目标一句话leading 理论PPT P60 压缩一半找出案例4点4.请分析structure office（Neil）是如何提高团队凝聚力的一句话leading 理论PPT P73 11个点都抄上去找出案例4点结合理论11个点中的随便4点5.请分析civil office（David）在团队建设方面存在的问题理论PPT P70第一章改写到一半找出案例4点结合PPTP73页那11点中随便的4点Outcome31.leadership的重要性英P204前两段压缩2.用Naylor`s管理职责论分析David and Neil在BBE公司中的职责分工一句话leading 理论PPT P83最后一章PPT 找出案例3点3.用Likert`s理论分析David and Neil 分别属于哪一型理论PPTP93页第一章案例David and Neil 属于哪一型分别各一点解释4.用Likert理论的KPI指数分析Neil的高效与David的低效理论PPTP92 第一章By前面一段抄下来案例各用一句话来说出Neil的高效与David的低效（一句话来自PPTP92 第二章第三章PPT ）5.用Likert`s理论的KPI指数重要性分析在未来的管理中David and Neil因以什么为中心理论PPTP92 第一章By后面那段抄下来（注意By请用其他词来代替）案例分析David and Neil 各有什么不足之处（不从案例中找自己说）6.请用John Adair的理论帮助David提高工作绩效PPTP95 第三章PPT ：之前summary(总结下) ：之后照抄案例David有没有完成任务团队稳定么满足个人需求么7.用决策中心论帮助David更好的做决策理论PPTP97 第二章~第三章\压缩其中写出（理论名称理论作用理论内容）案例用PPTP98 第一章、第二章中的点来写出David 如何更好的做决策（3点）比例可以是第一章：第二章=1：2（点）或者第一章：第二章=2：1（点）8.请用情景理论分析Neil用过的两种情景理论PPTP100前二章PPT S1 S2 S3 S4 用关键点解释其中写出（理论名称理论作用理论内容）案例Neil用过的2个两种情景（成熟度与准备度相匹配）9．英P238 最后一段整一个Outcome3 压缩。
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroductionThe purpose of the report is what to understand more fully the organization management. I learned company's departments’ worktogether in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies， differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:Goals are long-term. Consumer goals are to provide to the customer the demand of consumers. Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within fiveminutes to the customer side. This is the Shangri-la Hotel's service goals.Objectives:Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes. Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organizationEach Business organization has a formal and an informal aspect of organization.Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization.Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are used to analyze the internal and micro-environment. For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelinaward. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing. Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-La Hotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation. Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-nationalcompanies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and their daughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee: Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the receptionmanager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-la Hotel Gordon Meldrum is the supplier. Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In the Shangri-la Hotel Craig personally prepared the menu for the restaurant.Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
hnd_人力资源管理outcome1
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。
hnd-人力组织与管理-outcome1-3-全部答案
Section A
2a. Four main goals
• Goal Description -- Determine the direction of organisation -- Define and set clear targets -- Help organisations identify: What, How,
Processes
• Administration • Liaison with
-- secondary goals: use local contractors, insurance brokers and accountants for services to the company
5
Section A
2b. Objectives and policies
• Definition of objective
Who, When and Why factors
4
Section A
2a. Four main goals
• 4 main goals
-- consumer goals: high quality service at quoted price; happy customer was a priority
• Words requirement: 1,500 words
• Time length: 135 minutes
• A4 page of note is allowed to bring with candidates
• Candidateຫໍສະໝຸດ should achieve at least 50% to pass
HND人力资源管理outcome
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN:CLASS：ContentsIntroduction (2)Section 1: Relationship between goals, objectives and policies (3)Section 2: Differences between the formal and informal organization (4)Section 3: Open System Theory (5)Section 4: Different stakeholders (7)Section 5: Effective control strategy (9)Conclusion (10)Reference (11)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned company's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies， differences betweenthe formal and informal organization， open System Theory, different stakeholders and effective control strategy.Section 1: Relationship between goals, objectives and policies The relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals.Objectives:Objectives are short-term. Objectives are more specific than the goals;it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.Policies:Policies provide a fixed set of rules or guidelines. Craig stock only in the Gordon Meldrum Company. Ailsa increase their salary. All staff received training in the hotel of the highest standards. These are Shangri-La's purchase policies.Section 2: Differences between the formal and informal organizationEach Business organization has a formal and an informal aspect of organization.Formal organizationFormal organization has a clear organizational structure and clear management delegation and has a certain degree of control. Formal organizations are designed to be clear regulations and determining role. Shangri-La Hotel is a formal organization.Informal organizationsInformal organizations are flexible and loose structure, are spontaneous and have different levels of participants and the relationship is not defined. Informal organization can provide interest and pleasure in working life. Craig personal centralized control kitchen has many complaining voice. These small groups are composed of an informal organization.Section 3: Open System Theory什么事开放式系统Reduction in salary will lower the staff attitude resulting in a decline in service quality. Improve the quality of staff, can improve the quality of service of the staff.PEST is used to analyze the external and macro-environment. SWOT is used to analyze the internal and external environment. Five forces are usedto analyze the internal and micro-environment.For SWOT analysis of cases.Strengths The Shangri-la Hotel is a much coveted 3-star Michelin award. Highest rated three-star Michelin in a year, if there is no qualified local behavior of falling stars or the stars, has maintained three Michelin stars is Shangri-La's strength. Antonio is the reception manager has been with the firm for many years. Antonio has a wealth of management experience and problem-solving methods encounter difficulties at the hotel she can solve problems in time. All staffs are going to the local college. Train staff to a local University, you can improve the overall quality of staff, so as to improve the hotel's service quality.Weaknesses Because of Craig’s personal centralized control and employees work depressing.Craig's personal authoritarianism is the working atmosphere is depressed, many employee complaints, it leads to lower quality service attitude and service of the staff. Personal centralized control make employees could not finished working regular overtime. Craig relies too much on Gordon Meldrum's raw material. If the contract is terminated or the enhanced bargaining power of suppliers and will cause the hotel suppliers to break, affecting the normal operation of Shangri-LaHotel.Opportunities Craig on TV show to join chef’s competition can enhance the hotel’s reputation.Craig on behalf of Shangri-La Hotel, appeared on television and got good grades, let more people know the hotel's details. The economic crisis two multi-national companies are about to set up headquarters in Glasgow. Two companies based in Glasgow, it has a lot of potential customers, for Shangri-La Hotel is a new opportunity for the development.Threats Economic crisis collapse of three companies and these companies is large customer of Shangri-la Hotel. Recession economic downturn reduced consumers ' willingness to spend, will lower the Shangri-La's customers.Section 4: Different stakeholdersInternal stakeholders are owner, manager and employee.Owner: Owners have the ability to profit-making companies, and ability to develop strategic and tactical direction. The Stewart families are owners. Respectively Sandy Stewart and his wife, their son and theirdaughter Craig Ailsa.Manager:Managers have responsibility for their implementation; the capacity can be the company's dividend and profit. Also can to use problem-solving skills and wealth of experience. They can get the stability of wages. In the Shangri-la Hotel Ailsa and Craig are managers.Employee:Employee training opportunities, and opportunities for promotion in the company. Staff will affect the quality of enterprises and service. In the Shangri-la Hotel the reception manager, accountant, a team of receptionists and maintenance staff are employees.External stakeholders are government, supplier, financer, community and customer.Government ：Government to comply with the legislation to ensure the health and safety of the masses can gain tax. Government is local governmentsSupplier: Supplier is to provide a source of income the company. They want to ensure their payment; therefore, the liquidity of the company is very important. While good relationships are also important. In the Shangri-laHotel Gordon Meldrum is the supplier.Financer：Financers are responsible for the company's liquidity. Also can determine and influence the terms of repayment and loan period.Community: Provides employment opportunities for local communities and supports local events, participation in local decision-making. United Kingdom the soil Association is the community.Customer: Customers with stability and reliability. Customers want the company to provide high quality products and services. In the Shangri-la Hotel business clients and international visitors are customers.Section 5: Effective control strategyPersonal centralized control One personal is management. In the Shangri-la Hotel Craig is the management he in the kitchen. Craig often communicates with the kitchen staff, to ensure that other employees can understand his approach. And Craig to dinner is a strict requirement.Bureaucratic control Arbitrary rows from the masses have rigid organizational structures and fixed rules and regulations. In theShangri-la Hotel Craig personally prepared the menu for the restaurant. Output control Shangri-la Hotel staff unit assessment.Ailsa took the initiative to big companies pull customers, to manage the matter to members of the company.Cultural control In the spiritual leadership of the staff, feel their own enterprise culture.In the Shangri-la Hotel they every weekend have free drink for the team to celebrate.I recommend the Shangri-la Hotel with cultural controls. Cultural control can make workers more aware of their corporate culture, so employees can better serve the Shangri-la Hotel.ConclusionI learned not only of the use of personal authoritarianism and atmosphere can lead to depression, affect the quality of service. Reasonable control of culture so that employees understand the cultural background of the enterprise, can better serve the company. Company's departments should work together in order to achieve the company's goals.ReferenceLaurie J. Mullins, Management and Organisational Behavior, Seventh Edition, Financial Times Prentice Hall (2005)Steven L. McShane, Mary Ann Von Glinow, Organizational Behavior, Fourth Edition, McGraw-Hill lrwin。
hnd_人力组织与管理_outcome1-3_全部答案
Assessment 1 (Outcome 1, 2 and 3)
By Jing WANG Property of Jing WANG
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
• Local firms, including training providers, insurance brokers, accountants (provide work for them, long-term cooperation)
• Suppliers, includiPnrogpertcyoofnJintgrWaAcNtGors (provide work for them)
50% to pass • Each section is 30 marks Property of Jing WANG
Section A
1. Basic components of organisation
• People
-- managerial staff -- qualified engineer -- technicians -- apprentice
• Clients (high quality service, customer care, reputation…)
• Financial providers, including bank, investors (performance, rate of return, credit, dividend)
Property of Jing WANG
Section B
人力与组织管理 Outcome1 Exam
Section B Development and GrowthOver the following ten years since its establishment, the firm grew fast, mainly concentrating on traditional advertisement business based on mediums via TV and newspaper. There was little competition and the market was expanding at a soaring speed. By the year 1992 the firm had employed 300 people. In addition to a general office, the firm was structured into six departments which were respectively marketing, finance and accounting, human resources, engineering and designing, project development, administration departments.Robert concentrated on promoting the business and setting up contracts. He believes that the key to success in business in to build up and maintain an intimate network with the government and large state-owned enterprises. At his deep heart lies the belief that the success of business is up to how well he manages the relationship network.Robert liked to run a tight ship and 10 years in the government had shaped his style of management. Robert took himself as the real boss and the only decision-marker. All new projects went to him in the first instance. He was in change of allocating the work, as he considered appropriate, to employees who were nearing the completion of their current project. Robert set the staff specific tasks be accomplished on time and within the budget set.Friends acknowledged that Robert is moody, and likes to excel at everything he does. Due to his demanding ways, most employees are afraid of him. The staffs were well paid and had good holidays but one factor that caused dissatisfaction among staff was that, Robert never cared for their ideas on the best way to divide up the work.Managers are expected to fully document all decisions; and “good managers” are those who can provide detailed data to support their recommendations. Creative decisions that incur significant change or risk are not encouraged. Because managers of failed projects are openly criticized and penalized, manger try not to implement ideas that deviate much from the status quo. One lower-level manager quoted an often used phrase in the company: if it ain’t broke, don’t fix it.”Robert seems to have an extremely low tolerance of failure. He was often seen criticizing managers of failed projects. Robert was always heard yelling at managers, “Stop talking nonsense, I pay you to accomplish the task. I need to see the outcome. I don’t care if people are happy or not. Just go and get your work done.”Work activities are designed around individuals. There are distinct departments and lines of authority, and command. Performance evaluations and rewards emphasize individual effort，although seniority tends to be the primary factor in the determination of pay raises and promotions.Robert treated the administration manger jack, who had been with the firm longest, as being most senior. This on occasion caused irritation among the other managers, because jack was the only manager who had not achieved his formal commerce degree and was, therefore, less qualified. Jack was often delegated the task of giving out new projects to staff and he was allowed toauthorize site visits when Robert was out of the office. Since their childhoods, Robert and jack had been very close.From 1992 to 1995, The firm’s population increased to 500. the firm has 50 full-time employees working in its general office. The older office employees have been with Ads-First Ltd. All their working lives. They get along very well together, often planning parties during office hours and social events on weekends.With the fast expansion of the company, Robert always felt worried about losing control of the business. He tried to make extensive rules and regulations. Managers are supposed to supervise employees closely to ensure there are no deviations. Management is concerned with high productivity, regardless of the impact on employee morale or turnover.Under increasing management pressure, Robert has talked a lot about leading by example and giving people a chance to learn and make mistakes as they are learning. He also spends a lot of time talking about empowering staff to make their own decisions. However, his staffs often find themselves on the receiving end of angry outbursts whenever they make an error or make a decision on their own. in his organization, Robert has the reputation of being hot headed and prone to erratic temper outbursts. when he is in a good mood, he would make promises that he often does not follow through. If someone queries the status of a promised service they know that if Robert was in a bad mood he would yell at them, at times causing embarrassment in front of colleagues. Robert’s staffs spend their energy protecting themselves from his wrath rather than on innovation and maximum productivity. The main thing they are learning is how to stay out of the crossfire and not be believe Robert when he promises something or says that he would back them up in any decisions they make in an attempt to be empowered.The story of PaulPaul was hired in may, 1998 by Robert. He had been serving in the army for ten years. Prior to joining the firm he had just completed a five-year contract with an American Company operating in Shanghai, where he was a purchasing manager. At 35 years of age Paul did not have any formal qualifications, but had just commenced a commerce degree on a part-time basis, intending to major in information technology and marketing.Robert first met Paul at an old collegians function at the high school he had attended. The two had been introduced by a mutual and trusted friend. Although they had not known each other at school, they soon discovered a lot of common interests and spend most of the night talking and enjoying each other’s company. Robert had initially been impressed by Paul’s firm handshake, “a sign of strong character”, and his ten year term in the army. Robert believes that army men are “hard working, reliable and disciplined workers”. By the end of the night Robert offered Paul a job as the manager of the marketing department.Being in charge of the “flagship”department would be a highly visible, prestigious, and challenging job, soothing that certainly tempted Paul. However, concerned by his lack ofexperience, and the high profile he would have in the organization, Paul hesitated to accept the job offer. On the other hand, Paul admired Robert’s character, particularly his ability to achieve so much, in a business sense.Robert invited Paul to lunch in the company’s executive dinning room the next day. After being wined and dined, Paul was taken on a tour of the Shanghai Office. He soon found himself being introduced to all key personnel who appeared to be "very friendly and enthusiastic ". Robert then invited Paul back to his" very impressive" office for a "more formal chat" about the job offer. By now, Paul was very interested in the job. He enjoyed the boost to his ego that always accompanies being selected for a job when no application is made. The office seemed to be very progressive, had challenging growth target, and offered a friendly work environment. The office’s friendly atmosphere helped reduce Paul’s concern about his lack of experience and be generally supportive of his “need to learn the ropes.”Whist Robert acknowledged Paul’s lack of experience as an obvious weakness, he believed that former “army man”would be accustomed to coping with, and finding solutions to difficult situations. Robert had no doubt that Paul had the personality and intelligence to overcome his lack of experience. Robert often voiced the belief that “it’s one thing to cover a lot of theory at universities, but it’s not as effective as learning on the job. “Robert respected Paul’s potential ability an felt that they could work very well together. At the end of the formal chat Robert formally offered the job to Paul.Robert discussed Paul’s arrival with most of the office staff. He arranged to have Paul’s office situated on the third floor. This would enable Paul to be near the general office employees and the general accounting records, as well as close enough to the marking department to keep abreast of any office related problem. Apart from being responsible for the marketing, another of his principal tasks was to assist Jack. Who had been promoted as the general manger, in the preparation of daily, weekly and monthly accounting reports covering the entire organization.Paul spent most of his first week of word with Jack, learning the firm’s various accounting procedures and getting to know the staff and various sections within the office. However, jack hoped Paul would only need to be shown everything once, he simply did not have the time to be both a teacher, and general manager of the head office. Paul would need to learn to stand on his own two feet very quickly.Soon after talking up the position Paul started to encounter problems.Paul soon discovered that he had a staff problem-Jim. Jim worked in the marketing department, his current supervisor told Paul that Jim is conscientious, friendly, quick and accurate in his work. He has some special customers who always ask for him. However, he is paid $30000 a year, which is $8000 more than any of the other sales assistants. When Jim started he was regarded as a potential high-flier. By the time he was 28 he had reached the top of the pay scale. Although Jim had been offered several promotions he had turned them down “for private reasons”. Every year Jim’s pay had been increased and is now well beyond the end of the pay scale. The other staff inthe department had recently discovered details of Jim’s salary and had started to resent jim earning more than them. Paul noted that absenteeism, turnover and conflict within this department had increased dramatically in the last month.Paul decided to talk to Jim about another promotion, as it was simply too expensive to keep him in his current position. Jim told Paul that he enjoyed working in the department and said he was not ambitious. “ I do my job here as well as I can and when I get home I make things with my hands. I like doing that. I enjoy life and like life as it comes?’Paul also discovered that the 20% growth targets were unrealistic. The Asian financial storm had great impact on business organizations. Many of the firm’s important clients had reacted by reducing advertising budgets, consequently the market had slowed down dramatically and there was no chance that target for the current year would be reached. To Paul’s horror, ,not only had Robert apparently ignored the impact of the impact of the Asian financial storm on market demand when setting the growth targets, they had neglected to allocate additional funds urgently needed for staff training. Paul knew that he would need to make some difficult decisions to quickly reduce the office’s operating costs.Paul found that the stress of the problem was building within himself. He was losing at his family for no apparent reason. He had never fired anyone before and he found it a very unpleasant experience. He knew that he had no choice but that did not make it any easier to do. He started to question whether he was really suited for the job and started to yearn for the safety and security of his old position in the American company.Paul worked hard at the job but it was obvious that the growth targets would not be reached. This also caused Paul enormous stress. He could also see the necessity for further terminations ahead and knew he would not do it. He had to leave. After only six months in the job, he resigned with regret.Section C Challenges in the 21st CenturyEntering the 21 century, Robert feels under growing pressure and senses more and more challenges. The organization has reached its maturity. A lot of problems need to be solved in order to maintain competitive and effective. It become more and more difficult to maintain its leading position, which has long been set as part of company’s mission.The competition is fiercer than ever. Ads-First Ltd. Has recently lost several important contracts. Competitors are exercising aggressive strategies and gaining market share over the firm. With the fast development of online business and the ever increasing influence of the new mwdia, more and more internet-based advertising businesses appeared. Chinese government has become more concerned about the protection of consumers by enacting strict regulation on the advertisement industry, both online and off-line.Many of the professional staffs have shown a dissatisfaction towards the rigid system of workingand prefer to work on a flexitime and connect with the company via telephone, internet or other instantaneous communication approaches.External consultance has suggested Robert to restructure the company in order to be more responsive to changes in the market. Outsourcing is also considered to maintain a lean and flexible organization.The company has made a business plan to enter into the online advertisement business by building up an internet-based platform for both B2Band B2C purpose. This plan would only be possible if adequate funds are raised successfully. Ads-First has been negotiating with several commercial banks for loans and some investment companies for venture capital recently.A Human Resource company has been hired to recruit some IT professionals. An extensive training programme on online marketing proposed by the business school of a famous university has been adopted in which most of the management and marketing staffs will be trained.There are both challenges and opportunities. Robert understands that Ads-First will experience a lot of changes for the next five years in order to survive and develop.Robert will have to discuss with the other directors before he submit annual report and a proposal of a five-year plan covering the issues mention above to the shareholder’s meeting next month.。
hnd 人力 outcome1-3 全部答案
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision -- Systematic way of delegating responsibility and encourage consistency -- Based on explicit values
• Structure
-- Civil engineering project -- Structural engineering project
• Facility, technology, financial (bank loan, grant)
Property of Jing WANG
Section A
Property of JingStakeholders
• Employees, including apprentices, technicians, engineers (payment, training, performance, promotion, working condition…) • Clients (high quality service, customer care, reputation…) • Financial providers, including bank, investors (performance, rate of return, credit, dividend) • Local firms, including training providers, insurance brokers, accountants (provide work for them, long-term cooperation) • Suppliers, including contractors (provide work Property of Jing WANG for them)
Outcome1HNDSQA人力资源管理导论
Outcome1HNDSQA人力资源管理导论Content1. Definition of Human Resource Management (2)2. Differences between HRM and PM (2)3. Four stages of HRM development (5)4.Key functions of HRM (5)5. Reference (5)Definition of Human Resource ManagementHuman resource management (HRM, HM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.[1]HRM is an organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training etc. [2]HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. [3] HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of human resource management involves strategic direction and human resourcemanagement metrics and measurements to demonstrate value.[4]Differences between HRM and PMPersonnel management (PM) is basically an administrative record-keeping function, at the operational level. PM attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc. It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organizational success. [5]HRM is concerned with carrying out the same functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively distinct way, when compared with personnel management.The following are several main differences between PM and HRM:1) PM is workforce-centered, directed mainly at the orga nization?s employees; such as finding and training them, arranging for them to be paid, explaining management?s expectations, justifying management?s action s etc. Nevertheless, HRM is resource–centered, directed mainly at management, in terms of devolving theresponsibility of HRM to line management and administrative development etc.2) Although indisputably an administrative function, PM has never totally identified with management interests, as it becomesineffective when not able to understand and articulate the aspirations and views of the workforce, just as sales representatives have to understand and articulate the aspirations of the customers.3) PM is basically an operational function, concerned primarily with carrying out the day-to-day people management activities. HRM is strategic in nature, which is, being concerned with directly assisting an organization to gain sustained competitive advantages.4) HRM is more proactive than PM. PM is about the maintenance of personnel and administrative systems; HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and administration changes.Four stages of HRM developmentSocial Justice●The origins of personnel manageme nt lie in nineteenth century, deriving from thework of social reformers such as Lord Shaftesbury and Robert Owen.●Their criticism of the free enterprise system and the leadership created by theexploitation of workers by factory owners enabled the first personnel managers to be appointed and provided the first frame of reference in which they worked: to ameliorate the lot of workers●Such concerns are not obsolete. There are still regular reports of employees beingexploited by employers flouting the law, and the problem of organizational distance between decision makers and thoseputting decisions into practice remains a source of alienation from work.●In the nineteenth and early twentieth centuries some of the larger employers witha paternalist outlook began to appoint welfare officers to manage a series of newinitiatives designed to make less harsh of their employees.●Prominent examples were the progressive schemes of unemployment benefit, sickpay and subsidized housing provided by the Quaker family firms of Cadbury and Rowntree, and Lever Brothers? soap business.●While the motives were ostensibly charitable, there was and remains a business aswell as an ethical case for paying serious attention to the welfare of employees.●This is based on the co ntention that it improves commitment on the part of staffand leads potential employees to compare the organization favorably competitors.●The result is higher productivity, a longer-serving workforce and a bigger pool ofapplicants for each job. It has also been argued that a commitment to welfare reduces the scope for the development of adversarial industrial relations.●The more conspicuous welfare initiatives promoted by employers today includeemployee assistance schemes, childcare facilities and health-screening programs.Human Bureaucracy●This phase marked the beginnings of a move away from a sole focus on welfaretowards the meeting of various other organizational objectives. Personnel managers began to gain responsibilities in the areas of staffing, training and organization design.●Influenced by social scientists such as F.W. Taylor and Henri Fayol personnelspecialists started to look at how organizational structures could be designed and labor deployed so as to maximize efficiency.●The human bureaucracy stage in the development of personnel thinking was alsoinfluenced by the Human Relations School, which sough to ameliorate the potential for industrial conflict and dehumanization present in too rigid an application of these scientific management approaches.●Following the ideas of thinkers such as Elton Mayo, the fostering of socialrelationships in the workforce and employee morale thus became equally important objectives for personnel professionals to raise productivity levels. Consent by negotiation●Personnel managers next added expertise in bargaining to their repertoire ofskills.●In the period of full employment following the Second World War labor became ascarce resource. This led to a growth in trade union membership and to what Alian Flanders, the leading industrial relations analyst of the 1960s, called “the challenge from below”.●Personnel specialists managed the new collective institutions such as jointconsultation committees, joint production committees and suggestion schemes set up in order to accommodate the new realities. In the industries that were nationalized in the 1940s, employers were placed under a statutory duty to negotiate with unions representing employees.●To help achieve this, the government encouraged the appointment of personnelofficers and set up the first specialist courses for them in the universities.● A personnel management advisory service was also set up at the Ministry ofLabor, which still survives as the first A in ACAS.Organization and Integration●The late 1960s saw a switch in focus among personnel specialists, away fromdealing principally with the rank-and-file employee on behalf of management, towards dealing with management itself and the integration of managerial activity.●This phase was ch aracterized by the development of career paths and ofopportunities within organizations for personal growth.●This too remains a concern of personal specialists today, with a significantportion of time and resources being devoted to the recruitment, development and retention of an elite core of people with specialist expertise on whom the business depends for its future.●Personnel specialists developed techniques of manpoweror workforce planning.This is basically a quantitative activity, boosted by the advent of information technology, which involves forecasting the likely need for employees with different skills in the future.Key functions of HRM1)Human resource planning or employment planning is the process by which anorganization attempts to ensure that it as the right number of qualified people in the right jobs at the right time2)Job analysis defines a job in terms of specific tasks and responsibilities andindentifies the abilities, sills and qualifications needed to perform it successfully.3)Employee recruitment is the process of seeking and attracting a pool ofapplicants from which qualified candidates for job vacancies within an organization can be selected.4)Employee selectio n involves choosing from the available candidates theindividual predicted to be most likely to perform successfully in the job.5)Performance appraisal is concerned with determining how well employees aredoing their jobs, communicating that information to employees and establishing a plan for performance improvement.6)Training and development activities help employees learn how to perform theirjobs, improve their performance and prepare themselves for more senior positions.7)Career planning and development activities benefit both employees and theorganizations.8)Employee motivation is vital to the success of any organization. Highlymotivated employees tend to be more productive and have rates of absenteeism and turnover.Reference1.Armstrong, Michael (2006). A Handbook of Human Resour ce Management Practice(10th ed.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 622822482. Towers, David. "Human Resource Management essays".http://www.towers.fr/essays/hrm.html. Retrieved 2007-10-17.3. By Susan M. Heathfield, /doc/aa5660198.html,Guide/doc/aa5660198.html,/od/glossaryh/ f/hr_management.htm4. Pfeffer, J. (1994) Competitive advantage through people, Harvard Business School 4 /doc/aa5660198.html,/od/glossaryh/f/hr_mana gement.htm5.…Personnel management?. The Columbia Encyclopedia (Sixth ed.). Columbia University Press. 2005. /doc/aa5660198.html,/65/x-/X-personne.html. Retrieved 2007-10-17. "Personnel management - see industrial management".。
人力资源-outcome1-考试评分要求及标准答案-by小凡
Barbour Brown Engineering LtdSection A: Starting up (Outcome 1)Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering projects such as road and sewer developments for the increasing number of private housing developments, which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd), which had an office in the town. David had been branch manager and Neil, a younger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle East and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects to sustain the firm 's viability. He also had savings and equity thaetdcould be usfor a management buy-out. Neil, likewise, had savings acquired through his work abroad.With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were two qualified technicians and one apprentice technician.Assessment task 1Section A (Outcome 1)1. With reference to the firm in the case study, describe the basic components of a work organisation.2.a Using a recognised classification, explain the importance of the four maingoals of the organisation in the case study.b Identify examples of objectives and policy from the case study and commenton how effectively you believe they have been implemented.3. Using an open systems diagram, describe how the organisation in the case study interacts with itsexternal environment.4. All organisations have stakeholders. Give examples of the main stakeholders of this organisationgiving reasons for your answer. You should identify at least four stakeholders.5. Outline four strategies for controlling staff. Identify the one used by David Barbour.Assessme nt ChecklistsSection A (Outcome 1)1. The basic components of a work organisation.First, organisations are made up by people. They have purposes, they use resources- human and non-human to achieve their purposes. They perform activities in a planned and controlled manner. For example, David and Neil who ran their company that employed two qualified engineers, two qualified technicians and one apprentice technician for the new firm of them. Neil and David were employed by a large city firm during the 1980s.Second, organisations have their own goals. Goals of organisations operating in the private sector generally revolve around the maximisation of profits for the owners. However, some organisations also have other objectives that they may purpose in the short term. For instance, Neil discussed with David the possibility of continuing to offer the engineering consultancy service in the town. Plans that apply to the entire organisation, that establishthe organisation s ove'rall objectives. A new business plan was drawn up for their new engineering consultancy service in the town, which could be found in the text.Finally, the most important factor is the “framework”of the organisations. It affects the organisation to achieving the goals. The internal and external environments of the organisation have an effect on the organization structure. Evidenced by, Neil and David designed civil and engineering structures. They firstly want to continue to offer the engineering consultancy service in the town and then accumulated the savings and equity. With these resources the pair had enough capital to buy the offices and eventually drawn up a business plan to secure additional funding to buy over the business. They structured the engineering designs for employing different people to effectively manage the staffs.2. a. Goals help the organisations to identify who is the person to set up the goals, what isthe content of the goals, when is the goals to carry out, how is the goals to achieve, why the goals should be realized. This case study should provide a specific objective to achieve and assess for the firm. It lacks of these information. They are 4 main goals the organisations.1) Operational goals, which cover areas such as staffing levels or technology to beused. It is better to design a plan for manage the staff, such as, they can control their whereabouts at any time and check their working conditions. They will ensure thatany investments we make are environmentally sound, so they could have anagreement with the local contractors for development.2) Product goals, it ignores people because it concerns more about the product.Therefore, using the effective approaches becomes the key point for training wellthe staffs. In this way, people devote themselves to working and the best designswill be created.3) Consumer goals. Providing high quality service and maintain a suitable price are tobe considered by Barbour Brown Engineering Ltd. In this way, consumer willpurchase product with satisfaction and continue to buy. It is benefit for both theconsumers and the engineering company.4) Secondary goals. As we know, secondary goals are not the most important thingsthat they would like to achieve but nevertheless important. Sometimes secondarygoals can include making a profit, after the more important goal of survival.b. ObjectivesBecause the new firm of Barbour Brow n Engin eeri ng Ltd has bee n ope ned, objectives should be effectively carried out. First, they must en sure that staffs are well train ed, for example, engin eers, tech nicians and appre ntice tech nician in the new firm have to be train ed. Second, every pers onnel must complete works pun ctually. Work efficie ncy will be improved by restricting time of theirs. A track of ongoing products is to be kept if the company has to develop rapidly and steadily. A useful timesheets can make the project clearly and systematically.PolicyThese provide a framework of rules and guida nee within which man ageme nt and staff can make decisions. They may be based on explicitly stated values. First, the staffs and man agers should be complete the timesheets in com mon. Second, one of the policies to train the staffs is using local trai ning providers. Third, policies gen erally reflect the values of the major stakeholders. All works can be allotted by David or Neil. Finally, if the financial apartment needs to invoice, then their invoice work at quoted price. 1) Political Factors: Bank sudde nly in creases the price of credits. So if they get a lot of money from bank, it is maybe hard to pay back and limit the development of this firm.2) Social Factors: If the educati on al level of this area is limited the staffs that are qualified of this kind of job will be deficient.3) Econo mic Factors: If the qua ntity of clie nt in dema nd is large, it exist competiti on about the costs of en gag ing clie nts.4) Tech no logy: If the firm don 'improve the producti on efficie ncy in accorda nce with the original method. Other competitors will catch up with the firm or overtake.Con seque ntly, it is n ecessary to use the automated producti on.5) Pote ntial future sce narios: In terests rate maybe rise from year to year. It will have an effect on circulating capital.6) En vir onment: Large nu mber of desig ns duri ng producti on may result in the polluti on. Perhaps sound of compla ins destroy the image of the firm. Such as, people doubt if the desig ns are good for their health.4. Main stakeholders:1) EmployeesEmployees are primarily interested in job security. This group is a vital resource of theorganisation and, as such, without their continued efforts, the organisation would not be able to survive. They contribute to the wealth of the organisation and are keys to its success. For example, allocate position effectively, efficient training, satisfactory income.3.Input- A.Get help from clie nts duri ng work B.Get capital from bank C. Have the staffs qualified Process- A. Liais on betwee n clie nts B. Arran geme nt of projects C. Assistance of AdministrationXXOutput-A. Satisfy the clie ntsB. Train the staffC. Produce the desig ns2) Suppliers (engineering contractors)Suppliers, similar to customers, are likely to wish to maintain a good relationship with the organisation since there may be a monetary reward involved. For instance, offer jobs for them, make a good agreement in corporate benefits.3) ClientsAlthough it is not included in the major stakeholders, clients deal with some procedures for architects. Offering a kind of service for them could achieve corporate objectives.4) Finance providersFinanciers look at an organisation as a potential money-earning instrument. For example, large banks, they are unlikely to invest if they do not think that there will be any financial gain or reward for themselves. Therefore, it is a good way to add source of income by increasing interest charges.5) Train providersProviders are more care about their jobs, especially their income. For one thing, the firm trains the providers with purpose, the efficiency of work will enhance. For another, providers are interested in their jobs; they dedicate themselves to their work seriously.5. In order for the organisation to reach its goals. It is normally necessary for some form ofcontrol to be used to regulate what is done on a day-to-day basis. Organisation control is the imposition of processes, procedures and standards upon an operation in terms of machinery or personal interactions. In ensuring that controls are maintained anorganisation's leaders will set and monitor standards, introduce plans and strategies, measure actual performance and take correct actions.1) Bureaucratic control. For example, David and Neil check and monitor the efficiencyof the branch manager periodically, and the branch managers make plans and finish the objectives of plans. Meanwhile, branch manager should also inspect andsupervise the staffs of their work unexpectedly. Although, it maybe will bring greatpressure to everyone, it can make the bureaucratic control efficiently.2) Control the output. For example, the organisation can delegate supervisors tomonitor workers in the factory. Poor quality of the outputs can reproduce or throwthem away. The supervisors check machines or facilities before there are someproblems. Supervisors write reports periodically to organisation to describe troubles of the factory.3) Personal centralised. It is the responsibility of David. He is the primary shareholderof the new firm. He has to monitor engineers, technicians, etc. If there are sometroubles in technical of his subordinates, he must take charge of all problems.Therefore, he can make plans about the future development of his firm and control through rewards and punishments.4) Cultural control. If the company makes large profit at the end of the year, holdi ng aparty to celebrate is a good choice. But if there are some staffs who are the Muslims, they should pay much atte nti on about the food, such as, the Muslims don 'eat pork.爱人者，人恒爱之；敬人者，人恒敬之；宽以济猛，猛以济宽，政是以和。
hnd_人力组织与管理_outcome1-3_全部答案
Assessment 1 (Outcome 1, 2 and 3)
2021/7/1
By Jing WANG 1
Assessment 1: Introduction
• Assessment 1 covers outcome 1, 2 and 3
-- product goals: to provide the best designs through well trained staff; to provide high quality service
-- operational goals: to know what work is being carried out and whereabouts of staff at any given time; use local contractors for development
-- to finish work on time and within price
-- to ensure staffs are well trained
-- Neil used timesheet to track the ongoing projects and for the forward planning
-- provide high specification design and
s20a21t/i7s/1fy customer’s need
6
Section Aபைடு நூலகம்
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
HND人力资源管理outcome1【范本模板】
Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN:CLASS:ContentsIntroduction (2)Section 1: Relationship between goals, objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3：Open System Theory (3)Section 4：Different stakeholders (4)Section 5: Effective control strategy (5)Conclusion (6)Reference (6)IntroductionThe purpose of the report is what to understand more fully the organization management。
I learned c ompany's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals，objectives and policies，differences between the formal and informal organization，open System Theory，different stakeholders and effective control strategy. Section 1: Relationship between goals， objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better。
人力组织管理Outcome1报告
1.IntroductionMy report detailed explain what goals, objective and policies. Combined with the illustrates the relations between three and the effect to the enterprise. With combination of case illustrates the contribution and the differences between formal and informal organization, and explains the open system theory and application in Shangri La Hotel, put forward a kind of control strategy for Shangri La and prove its practicability.2.1 Organizational goals, objectives and policies2.1.1 GoalsGoals is a person or a system design to achieve a plan and commitment to the ideal results: a person or organization the desired end on some kind of hypothesis development. Many efforts within the limited time achieve the goal, set a deadline.In the case of Shangri-La Hotel business when the goal is to be able to survive and get Samsung's reputation. Secondary goals for local businessmen have good relations. The medium-term goal hotel is sustainable development, striving to become the five Stars Hotel. In the period of economic recession, the goal is to back to their original performance, and the goal is for consumers to improve the quality of services to meet the needs of the guests and expectations. They provide high quality equipment and facilities to the guests to the hotel product operation goal. The goal is to reach the standards of food, the maintenance of corporate image, they are using green organic food. Service goal: to provide customers with high standard and unexpected service. 2.1.2 Objectivesmore specific than goals and identify the specific path to be taken in order to achieve goals.the objectives should be SMART-Specific.Measurable.attainable,Realistic and T ime-bound.In company management, objectives is to unite the enthusiasm of the staff, proactive tools.Goals help companies solve the development direction, objectives to help the company achieve short-term tasks, in other words, formulation of objectives is to achieve goals, must therefore be objectives and goals of maintaining the direction of inconsistent can deviate, for example in the case, 2016, the Shangri La Hotel can get two multinational companies before the mission and in the first quarter of 2016 business guests growth 30%.2015 in December, the kitchen staff to complete the training.2.1.3 PoliciesA general rules or guideline for managers and staff to make decisions,such as,through their pricing policies, recruitment policy, environmental policy, compensation policy to guide their behavior. In the case, all food must be through the end of the Craig to sign. Guests seated within 5 minutes to get service. Only Craig and Saskia can sign up for the goods. Although the policy is used to reduce the uncertainty, but it has a negative image, such as restrictions on employees' level of creativity and innovation, so efficiency will be reduced. When the external environment changes, due to the policy of the rigid, the efficiency that is brought to the hotel will also reduce the, thus affecting the hotel development.2.1.4 RelationshipOnly enterprises to establish, goals, objectives, and policies, help in the effective management, and delivery provides a desired results. At the same time, for through clear what to do to guide behavior, the enterprise objectives and policies cannot violate goals if you violate so the hotel will lose the direction into chaos. Therefore, objectives and policies must and goals are consistent, in other words, goals need to implement the support, objectives need for support, and powerful have practical significance can ensure the realization of the goals and objectives, otherwise if policies are contrary to the goals. Then he would adjust or cancel.2.2 The formal and informal organization2.2.1 Formal OrganizationDefinition:Formal organization is a fixed set of rules of intra-organization procedures and structures.Informal organization is the people in the common work process in the formation of the natural feelings, preferences and other emotions based on the loose, there is no formal provisions of the group.Purpose：Formal organization in order to achieve organizational goals and consciously rmal organization in order to enhance the cohesion.Formal organization is the result of planning rather than spontaneous formation. Characteristics of its organization reflects a certain degree of management thinking and beliefs. The informal organization can form spontaneously as hobbies, etc.2.3 The Open system theoryDefinition：An open system is a system that has external interactions. Such interactions can take the form of information, energy, or material transfers into or outof the system boundary, depending on the discipline which defines the concept.External Macro environment:Political,Bank to provide him with support to help her identify the problem, so she did not bankruptExternal environment：People's economic level increases, the income increases, the Shangri-La Hotel has a better reputation2.4 Different stakeholdersShareholder. She has some discretion to determine the profitability of the company of her earnings.Employees--such as:waiters.Their management company, or pay the labor. If the high profitability of the company which they will easily long wages or dividends.Bank loans to the Shangri-La Hotel, from one aspect give the hotel provides the development of the power to promote the development of the hotel, the banking industry can get a lot of benefits.Suppliers--Dominican Republic and lvory Coast.For the production of raw materials, production company what to buy what suppliers.Government：The government's reasonable tax revenue helped reduce the burden of the hotel and the policy to help the hotel in a relatively relaxed environment.2.5 The effective control strategyEstablish reward and punishment system,Allow employees to be more active to participate in the work, there is a higher efficiency. Entered into a strict management system to regulate employee behavior. Between employees and between employees and leaders need to communicate frequently consulted on the development of the company's employees.Personal centralized control:It takes centralized decisions.It emphasis direct supervision and personal leadership f ounded upon ownership,charisma,or technical expertise.It uses reward andpunishme nt to reintorce conformity to personal authority.Bureaucratic control:Bureaucratic control is the use of rules,policies,hierarchy of authority,written docum entation,reward systems,and other formal mechanisms to influence employee behavi or and assess performance.Bureaucratic control can be used when behavior can be co ntrolled with market or price mechanisms.Output control: According to the target performance evaluation, management the process empowering employees, only by examining the results, in the process of operation. He give employees the freedom and judgment, improve operational efficiency to ensure the service quality, those complete the within the specified time for the high quality of employees will be rewarded, so use this control mode, the enthusiasm and creativity of the staff was inspired by.This hotel is using this model, she believes A, when he was on a business license to A to manage, the front desk of the high standard of service management performance has won the satisfaction of customers and the five-star award.Cultural control：Culture is a common value, a common belief, and trust in each other.Asia hard to establish a mutual trust and respect of the corporate culture, she will put the rights to Anthony and believe she has the experience and ability can be competent. In addition, C and Anthony are in efforts to use this style to control employees, a month to arrange staff dinner to establish common value concept, I believe to establish good working relationship to encourage them to work hard, this will bring enterprise and motivate employees.So 3 and 4 are more suitable for Shangri-La Hotel.ConclusionThis article shows that should be paid attention to in the process of enterprise development, as the managers of the enterprise should be gladne attention stability and coordination of the external environment and the internal environment of the enterprise, pay attention to differences in the internal and external environment, to adapt to the external to internal changes, can make the enterprise can be accelerated development. Development should guarantee the balance of internal benefits and external benefits, to take effective measures to control, realize the enterprise's goals.Reference/saphelp_oil472/helpdata/en/c0/4e4746497d11d385ee0000e81ddea 0/content.htmhttps:///management/textbooks/boundless-management-textbook/ control-8/bureaucratic-and-quality-control-tools-and-techniques-63/bureaucratic-contr ol-318-3988/Bureaucratic control。
HND人力与组织管理outcome1【范本模板】
1.Analyze the relationship between organizational goals， objectives and policies andexplain their contribution to effective management in the Shangri-la Hotel case study。
Organizational goal is the expected results of subjective vision, is formed in the mind of a subjective ideology。
the goals include five parts followsCustomer goals focusing on customers' needs, benefits， services ，etc。
For example people who live in the Shangri—la Hotel are need comfortable room， delicious food and excellent service。
Product goals related to the range of products including quality， quantity and services on offer。
For example Craig is convinced that using the freshest meat,vegetables and fruit from Gordon's farm is essential。
Operational goals covering areas like technology or machines used,staffing levels。
Craig must make sure that all customers would be attended to within five minutes of being seated.Secondary goals subordinate to the above three goals and relating to environmental issue. At the end of each week, Craig always provided free drinks for the team to celebrate， and the team always enjoyed these get-togethers.Service goals is every employee should be a good professional quality and professional personal integrity，into every day to deal with customers do every thing, into the customer’s perception and recognition.The hotel want to customers feel pleasant in the hotel.Organizational objectives are more specific than goals and identify the specific path to be taken in order to achieve goals.It has to be SMART (specific， Measurable, Attainable, Realistic， Time—bound）Specific: objective must be detailed and definite。
人力作业 大三 outcome1
Recruitment the Team Leader for the Customer Relationship of theAG Bell LtdIntroduction：This report about A G Bell Ltd how to recruitment the team leader for the customer relationship. In this report you will know all the detail and steps able this recruitment.Section1Every employer has a legal responsibility to ensure that no unlawful discrimination on the grounds of sex, race or disability occurs in the workplace. Equality of opportunity is an integral part of human resource management activities, and employers should ensure that everybody who participates in managing people, and not just human resources specialists, are aware of their responsibilities in this area. So we need know some key legislation:The Sex Discrimination Act (SDA)came into force in 1975 and was amended in 2003. The SDA makes it unlawful to discriminate on the grounds of sex. It is unlawful to discriminate because someone is married. It is also unlawful to discriminate in the employment field on the grounds of gender reassignment.The Equal Pay Act (EPA) 1975 was amended in 2003. The EPA says women must be paid the same as men (and vice versa) when they are doing equal work, similar word that has been rated as equivalents, and work that is of equal value.The Race Relations Act (RRA) 1976 was amended by the Race Relations (Amendment) Act 2000, and makes it unlawful to discriminate against anyone on grounds of race, color, nationality (including citizenship), creed, or ethnic or national origin.The Disability Discrimination Act 1995 makes it unlawful to discriminate against disabled individuals without justifiable reason, and requires employers to make reasonable adjustments to the workplace or working arrangements to accommodate disabled people.The Asylum and Immigration Act 1996 makes it a criminal offence for an employer to offer employment to a person who does not have permission to work in the UK. The employer must check before confirming employment. Under the terms of the Race Relations Act 1975,employers should implement into their recruitment procedures a means of checking with all employees whether or not they have permission to work in the UK.Rehabilitation of Offenders Act 1974 allows offenders who have not been reconvicted of any offence for a period of time, to apply for jobs and take up offers without the embarrassment of having to admit past convictions. The period of time after which sentences are regarded as …spent‟ depends on the nature of the offence and sentence. Any conviction resulting in a sentence of more than 30 months will never be considered as …spent‟ under the terms of this Act.Trade Union and Labour Relations Act 1992states that employers must not discriminate against job applicants on grounds of trade union membership or non-membership of a trade union.Employment Rights Act 1996protects employees‟ rights with regard to deductions from pay. An employer must not, for example, make deduction unless:-Supported by law, e.g. tax, national insurance or maintenance payments-Consented in writing by the worker, e.g. deductions for charitable donations-Overpayment by the employerSection2Job analysis is the procedure through which you determine the duties of jobs and the characteristics of the people who should be hired for them. So I need some techniques to do a job analysis.Interviews: we can find the former team leader for the Customer Relationship section to know the main duties and tasks in the job and what kinds of abilities and competencies required of a person who is likely to do the job successfully. Questionnaires: We can prepare some questionnaires for our customer to know what kind of serve and people the really need. Then we will know what kind of the human traits required to do the job.Observation: We need observe the job environment and the member of the team. The harmonious environment will make the job more effective.Participant diary/logs: we need collect the department of Customer Relationship section diary for know the main duties and tasks involved in the job and what kind of skills and experience.I think we can use Interviews and Questionnaires to analysis the vacancy. Because Interviews not only save labour power and time but also have the high reliability. Questionnaires are very generalizability, anonymity and suitable for quantitative analysisSection3 In the appendixSection4 In the appendixSection5There are an enormous variety of sources of potential candidates, and each source will have advantages and disadvantages to recruiter.However, I think the best source of candidate is External sources.Advantage: 1 、It has a wide size of audience it will help company find the excellence staff2、It will give the company fresh blood. It will help company followthe era.Disadvantage: 1、It relatively expensive. Because it had a wide size, it will expand human power and money.2、This kind of recruitment will make time consuming and slowly. Also there have many recruitment methods of External sources. I suggested we can use Internet for recruitment.Advantage: 1、It very Cheap in advertisement2、It has large audience and fast responsesDisadvantage: 1、Use this way will difficulty in selection2、It will waste time in selection.Section6Selection methods will influence the recruit quality and quantity. So we should establish an effectively way for selection.Step1﹑we can use written examination for selection. It can help our to know the candidates knowledge-base, perception, intellectual, conceptual capacities, and wisdom. Written examination are very effective and low cost, can be applied on large scale to measure, the assessment are very objectives.Step2﹑we can adopt structured interview. First, we need a standard for evaluation. Then let the candidates introduce him and ask the question prior prepare. Last, close the interview. We choice structured interview because structured interview have demonstrated a high degree of reliability, validity, and legal defensibility. Therefore, because interviews used to make employment decisions are subject to the same legal and psychometric requirements as any written employment test or other assessment method, agencies are encouraged to use structured interviews. The benefits of consistently selecting quality candidates and reducing the risk of legal challenges far outweigh any costs of adding structure (e.g., additional time and expertise).Step3、we use “the leaderless group discussion” to plays acted.Arrange a group of strangers to be tried in (usually 6-8) composed of a temporary task group. The test for each is tried in the performance of the discussion, the study observed in self-confidence, oral communication, organization and coordination, insights and persuasion, responsibility, flexibility, emotional control, interpersonal skills, team spirit, and other aspects of the ability and characteristics.Step4、Use the e-mail to inform candidates the outcome.Section7Guidelines for the interview1、A standard for evaluation.(1)Dressing Etiquette: Interviewer‟s clothing should simple easy and decent.(2)Oral Communication: Expresses information (e.g., ideas or facts) to individuals or groups effectively, taking into account the audience and nature of the information (e.g., technical, sensitive, controversial); makes clear and convincing oral presentations; listens to others, attends to nonverbal cues, and responds appropriately.(3)Problem Solving:Identifies problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives, and to make recommendations.(4)Interpersonal Skills:Shows understanding, friendliness, courtesy, tact, empathy, concern, and politeness to others; develops and maintains effective relationships with others; may include effectively dealing with individuals who are difficult, hostile, or distressed; relates well to people from varied backgrounds and different situations; is sensitive to cultural diversity, race, gender, disabilities, and other individual differences.2、The main question in the interview.(1) Tell us something about the roles and responsibilities that you have taken in your previous job?(2)What are your key achievements?(3)What are some of the aspects that you like about the job?(4)Tell us how will you handle any conflict between customer and employee?3、The leaderless group discussionTopic: What kind of leadership is a good leader?Requirements: Arrange a group of strangers to be tried in (usually 6-8) composed of a temporary task group, doesn't specify mission controllers, please everyone a given task free discussion, and take out team decision-making advice. Then give the mark according to personal performance.4、Interview detailTime: October 1, 2011Place: A G Bell Ltd company in High Town.Room: The NO.1 conference hall.Section8Human Resource Department Induction ChecklistSales Manager Induction ChecklistEvaluate the success of the recruitment exercise(1) I adopt the Internet advertisement for recruitment. It will have a wide range for candidates and it will let a lot of people know.(2) Guarantee that processes conform to legal requirements and cut down the complaints. In this repot I introduce some key legal requirements to make sure the recruitment success. Introduce some legal requirements will ensure the implementation of fairness.(3) Recruitment and selection processes will receive good feedback. Because in the recruitment plan we enhance our business image. We also show candidates we have a mutually rewarding working relationship, it will attract many candidates contact us. (4) In the recruitment we make full use of time and money. We reasonable distribution the advertising expenditures and human resources personnel time for make the recruitment and selection more effective.Conclusion: In this report we introduced the key legal requirements, job analysis, a flow chat of indicating the step and the documents, the advertisement, the selection way, and the evaluate the success of the recruitment exercise.。
hnd_人力组织与管理_outcome1-3_全部答案(课堂PPT)
-- Objectives are more specific than goals
-- Identify the specific path to achieve goals
-- Have to be SMART
• Objectives in case:
-- to finish work on time and within price
12
Section B
6. Motivation for staff depends on more than high salary and working condition
• David used ‘Big Brother’ approach, which means it has complete control over people and is always checking what they do, he liked to run a tight ship
11
Section B
6. Motivation for staff depends on more than high salary and working condition
Explaining one of the following theories: • Maslow’s hierarchy of need • Herzberg’s two factor theory • Alderfer’s ERG theory
satisfy customer’s need
6
Section A
2b. Objectives and policies
• Definition of policy
-- Provide a framework of rules or guidance that manager and staff can make decision
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Outcome1DE3D Managing People and OrganisationsDeclarationI hereby declare that this submission is my own work and that, to the best of my knowledge and belief, it contains no material previously published or written by another person or material which has to a substantial extent been accepted for the award of any other degree or diploma at any university or other institute of higher learning, except where due acknowledgment has been made in the text.原创性声明兹呈交的论文，是本人在导师指导下独立完成的研究成果，在论文写作过程中参考的其他个人或集体的研究成果均在文中以明确方式标明，本人依法享有和承担由此论文而产生的权利和责任。
Signature(签名): ZHOU RonghanDate（时间）: 21th October, 20131.With reference to the case study, summaries the relationship bet ween goals, objectives , policyand advise the management of Scot ia Airways of the contribution each willmake to effective manageria l performance.Answer :Goals：Organizations are usually matches to the purpose of achieving the specific goals. The goal also determines the direction that the organization will take over the long term. They are extreme important for an organization. The typical goals contains of the operational goals, consumer goals, product goals and primary goals.Operational goalsThe operational goals are the largest goal of a company. They will influence on the ways in which we as the organization will operate. Such us the environmentally or managing ethically. The operational goals not only include the product development goals, Market competition goals, but also the society goals. From this case , the large goal of the Scotia Airways Scotia Airways is that not only establish the airline in Major European tourist destinations, but also develop the flights to major business centers in Eastern European and the Middle and the Far East.Consumer goalsDifferent from of the operational goals, the consumer goals include the prices, quality, and services availability or product. These goals could help the organizations to offer products and services, which are consumer needs and wants. In this case , valets to assist the passengers inboarding the plane, gourmet meals and a range of in-flight services andentertainment. This is the consumer goals . Product goalsThe product goals relate to such things as the range of products and service on offer. These goals affect the products that we produce or sell, including quality of product, technology, staff skill. In this case , the Scotia Airways offer several value added services and covers eight destinations across Europe, includingBrussels, Paris, Frankfurt, Madrid, Rome, Lisbon, Amsterdam and Copenhagenas well as domestic flights to Manchester, Birmingham, Bristol and four Londonairports.Secondary goalsCompared with the Product goals, the Secondary goals that have been set by organizations, which are not seen as the most important things. Generally, secondary goals are included social responsibility and inward investment. In this case , Future opportunities seem likely as the EU and UK government relaxtheircontrol over the licensing of airline provision. They can offer more destinations.ObjectivesObjectives are more specific and define than the goals. There are five conditions of objectives. They are specific, Measurable, Attainable, Realistic and Time.Organization objectives should be attainable and realistic in the light of the Market Research. The objectives are also achievable, particularly in relation to the production; the objectives must have the time restrictions. The typical objectives include growth maximization, sales policy, social obligation, and inward investment.Growth maximizationThe Organization need to set the objective of growth maximization. In this case , the Scotia Airways offers long haul destinations in the next 5 years.The senior management team have alreadystarted drawing up preliminary plans for the expansion.Sales policySales policy is different from the growth maximization, which is a leading and encouraging sales measure. It purposes is to promote sales, to the sales bring security and relaxed. The organization objectives and strategy are the direction of the sales policy. In thiscase ,a the Scotia Airways offer the services the outstanding quality in the luxury business class.Social obligationThe social obligation also is required by the organization. Social obligation of the organization not only assume legal responsibility from the creation profit and stakeholders but also need to bear obligation from employees, the customers, the community, and the environment. In this case , The company is verymuch regarded as a family-style business and has established a range ofsuppliers and clients that are seen as the extended family.RelationshipObjectives is a small target, which paves the way for the two.Goals is the goal which is the sum of the three.The policy is to promote the target completion guarantee.AdviseThe company should the enthusiasm of the staff which can improve employee welfare measures . That can improve the corporate income.2.Explain the main principles of Open System Theory with Referen ce to Scotia Airways.Identify the main difference between the form al and informal organization within the Scotia Airways.Answer:Inputs, process, output what have the correlation3 Identify the main difference between the formal and informal organization within the Scotia Airways.Answer:Formal OrganizationThe Formal Organization has a purpose. In addition, they are defined reporting structure. The rules of formal may exist. The Scotia Airways is a formal organization. It has the specific purpose. Its senior management does determine discreetly. In this case , the Scotia Airways has management team , commom goal and Senior Management agrees output targets with middle and junior managers and staff,and allows the operational planning to be determined by those managers andemployees. The targets for scale of provision, passenger volume and marketshare are determined by senior managers, and middle and junior managers andemployees then populate the details into the plan.Informal OrganizationThe Informal Organization is no formal purpose but it will meet social needs of member. It structure is also not formal. In this case, the Scotia Airways’s culture has been fostered by the Chief Executive, Rosa Dallevic,and has lead to a positive working relationship within and between differentdepartments.Formal Organization Informal Organization Cooperation intention The perceptual side,psychological side stresspeople contact with eachothercommon goal Without a clear structure, information linking morphology, identifiable difference4 Describe four primary stakeholders of Scotia Airways and explaintheir interest in, and influence on, the organization.Answer:5 Identify an effective control strategy that the management of Scotia Airways could successfully implement, and justify its stabilityAnswer:The Organizations’ managers maintain the organization could by following several ways, including set the standards, introduce the plans and strategy. Measure actual the performance and take corrective actives. In this case, the Scotia Airways can use MBO management method.Target management is a form of participation in management. The goal and objectives, namely the higher and lower levels together to determine the target. First determine the total target, then the overall goal decomposition, gradual development, consultation through up and down, make enterprise departments, the workshop until every employee goals; direct target total target, ensure the total target with the target, the formation of a "target - means" chain. Many of the workforce are anxiousabout the expansion and the possible risk and uncertainty it could bring. Thefeeling of ‘if it’s not broke, don’t fix it’ has been bandied about by some TradeUnion members. So the company need MBO management method that can promote development of the company。