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With the aim to study how trust and loyalty enhances performance, three objectives were laid out in the first chapter. After extensive literature review of the theories and principle of the different HR programs that organizations adopt, a qualitative study was conducted to determine the employment relationships post economic recession 2008. The research was based on data from secondary sources as collection of primary data was not possible due to certain constraints. All the objectives have been achieved. The study concludes that open and honest communication enhances loyalty and trust, enhances the employment relationship which ultimately results in better performance. Long-term relationships between employers and employee can be established when open communication exists in the organization. The findings suggest that after the economic downturn employers realize the value of maintaining employee relationship. They also recognize that while financial incentives have limitations, during downturn, this should not be cut back as this could go against the interests of the company. This has prompted the companies to reverse their decisions. Overall, intrinsic motivation alone can lead to sustained relationships and this can happen only when the worker enjoys what he does. The study concluded by suggesting further areas of research and the limitation to the study were provided.
Internationalization and globalization have caused labor market changes as the socio-economic environment of business has changed. Labor market changes have brought about changes in the employer-employee relationship. The employer-employee relationship cannot be generalized as it would differ across nations, cultures. The interaction and communication between employer and employee would also depends upon the on the industry and the size of the organization. The economic downturn has a direct impact on the employer brand and employee loyalty. Employer brand has become important to attract the
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The objective of this research is to examine the concept of human resource management, strategic human resource management, and human metrics (HR); to make use of the multimethodology approach in collecting primary data from companies in the electric and gas utilities industry in the US and examine their application of HR metrics and to establish appropriate conclusions and recommendations.
The paper discusses the issues to take into consideration when undertaking project management. This will be followed by an exploration of two project management methodologies basing this on real world examples. A conclusion will be arrived at and recommendations for an effective project management generated based on the literature reviewed and the case studies used.
In this regard, a few key recommendations as well as an action plan has been portrayed for BG Group so that the organisation can manage different conflicts that it had to face in its current business affairs. Table of Contents Executive Summary 2 Introduction 4 Theoretical Perspective: Blake and Mouton Model of Conflict Management 5 Conflicts Faced by BG Group 7 Discussion 9 Conclusion 11 Recommendations 12 Action Plan 14 References 14 Bibliography 18 Introduction BG Group is recognised as a foremost player in the global business market of energy.
LITERATURE REVIEW: UNDERSTANDING GENERATION Y Understanding Generation Y The characteristics of Generation Y Technology dependency among Generation Y employees Culture and Organization Climate CHAPTER 3. HUMAN RESOURCES MANAGEMENT CHALLENGES AND GENERATION Y Human Resource Management Issues before Generation Y Challenges in dealing with Generation Y employees Management of Generation Y Dealing with Generation gaps in the organization CHAPTER 4.
(Collins; 2007). Due to external environmental factors; namely demographic, economic and cultural factors; there has been an increase in disposable income and in the desire of people to spend this on, and part take in, non essential purchases and activities such as those provided by the hospitality industry.
The efficiency of the organization can be considerably improved through level and distribution of salary and benefits. The productivity of the manpower and their morale is strongly proportional to the financial remuneration offered by the employers. The
The tradition is broken through this study, as all the profit-making organizations have been considered in this study, and focus has been shifted from financial performance driver to other significant non-financial performance
transmitted through several delivery channels in the organisation, culminating in either the line management or an e-HRM system where they are implemented. It is at this juncture where employees experience the effects of these practices (Wright & Nishii, 2004).
A running theme
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