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ion line itself represented threats to their physiological needs, such as demanding quality improvements and changes to how the work was conducted to meet new standards. In addition, their basic needs for security and belonging were being threatened by different cost-cutting efforts that could have, at the perceptual level, put them out of a job. These needs strongly influence whether they find value or self-confidence in their job roles, therefore issues of motivation needed to be addressed at the human resources level. People and their motivations are strongly connected to whether any structural or process changes meet with improved productivity, therefore they could not simply be dismissed. Employee needs will impact their dedication levels to meeting organizational goals or even, possibly, make them look for different work at another organization which could put high costs on the recruitment and retention budgets.
At one company I worked for, there was a major project to improve the business resource planning software package so that inventory, purchasing, invoicing, and raw materials monitoring could be improved by a large margin. Technology in this case promised to eliminate all manual checks for inventory and also promised to reduce the amount of labor needed in the purchasing division. Throughout the entire project, which lasted about 18 months, workers were simply reminded that they needed to find other employment after the project was launched or try to find an opening in a different division through a bidding process. Instead of providing counseling services or trying to motivate employees to assist in the project development, the human resources angle was missing and workers kept trying to sabotage the new project to make sure it did not launch successfully. If the company had realized motivational needs in these soon-to-be-displaced employees, I believe the project would have been ready for launch much faster than the 18 months it took to
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The purpose of this research is to investigate the following: organizational context of the Amifood, theoretical considerations – HRM for the organization, the models that concentrate employee development on three broad levels: ability, motivation, opportunity, best practices model and the best fit model.
Since, many players in the industry are using the same strategy; therefore the company has enormous pressure to keep the cost low. As a result, the company will have to compromise the quality of the product by purchasing cheap raw materials and using less sophisticated manufacturing process so that the final product is cheap and of inferior quality.
They also point out that strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organisations, defining how things will be done. However strategy exists in all organisations even though it may not be written down and articulated.
In this case, it means that organizations evaluate individual performance in determining the amount of compensation or bonus rewards. There are three consequences related to the pay for performance compensation strategy and they include: i. Employees with outstanding performances have the potential of getting the greatest rewards.
Such a system enables the organization to attract, develop and retain talented and highly productive employees. Experts in the field of human resource management indicate that winning organizations are able to create a competitive advantage over their rivals through the creation of an effective and efficient performance management system.
way that is congruent with organizational Strategy and that the strategic human resource concepts and tools needed are fundamentally different from the stock in the trade of the traditional personnel administrator.
To acquire effective management on human resources Lucent
ital invested is in the textile sector with new scientific practices ‘but technology alone will not bring the desired result if the human resources are not utilized properly” (Dr. Balu, 2002. (P.1-2, 5-10, 343, 346)). It is the human beings who will use materials, machines,
er who had been accepted by the Wiltshire, Merseyside, West Yorkshire and Cheshire forces, as well as British Transport Police, his current employer” (Case, 2010). The overall assumption is that prejudice and discrimination is shown in the institutional capacity in the case,
Herzberg’s work (Herzberg et al., 1959) takes account both of positive factors which encourage employees to work hard, and background systems and conditions which can have the negative effects if they are not present, or are working ineffectually. HRM strategy usually
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