Assignment Task 1 Sample.

7/26/2019 Assignment Task 1 Sample.

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MHCETask 1

User


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TABLEOFCONTENTSTable of Contents.................................................................................................... 2

Table of Tables........................................................................................................3

Table of Figures....................................................................................................... 3

introu!tion............................................................................................................ "

To#i!.................................................................................................................... "

State$ent........................................................................................................"

%e&'ors fro$ t(e state$ent.........................................................................."

Entre#reneur................................................................................................."

Hu$an )esour!e $anage$ent....................................................................."

Strategies in H)M.........................................................................................."

E*a$#les......................................................................................................"

+lanning H)M................................................................................................"

,$#le$enting H)M #lan................................................................................"

Sour!es................................................................................................................"

book Ar$strong................................................................................................"

book (isri!(......................................................................................................"

Book ot(ers......................................................................................................"

-ournals............................................................................................................"

ebsites........................................................................................................... "

/irgin................................................................................................................"

Stru!ture............................................................................................................."

)esear!( $et(oolog&........................................................................................0

Literature )e/ie' Criti!al Anal&sis 144 'ors5.................................................6

Entre#reneur.......................................................................................................6

7e8nition..........................................................................................................6

#oli!ies b& t(e entre#reneur.............................................................................6

Hu$an )esour!e $anage$ent...........................................................................6

7e8nition..........................................................................................................6

Strategies in H)M................................................................................................6

Moti/ating e$#lo&ees......................................................................................9

Moti/ation an $one&...................................................................................9

Moti/ation strategies.....................................................................................9

Maslo's Hierar!(& of Nees !( 1:5.................................................................:

E*a$#les..........................................................................................................:

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)i!(ar Branson..........................................................................................14

7elegation................................................................................................14

Ste/e -obs...................................................................................................14

Bill ;ates.....................................................................................................14

+lanning H)M....................................................................................................14

,$#le$enting H)M #lan....................................................................................13

+ri$ar& resear!( on ,$#le$enting H) strategies...........................................1

Big Co$#anies...............................................................................................1"

Con!lusions< 344 'ors5......................................................................................10

Su$$ar&...........................................................................................................10

Entre#reneur..................................................................................................10

Hu$an )esour!e $anage$ent......................................................................10

Strategies in H)M...........................................................................................10

E*a$#les........................................................................................................10

+lanning H)M.................................................................................................10

,$#le$enting H)M #lan.................................................................................10

=nerstaning...................................................................................................10

Stan.................................................................................................................10

-usti8!ation........................................................................................................10

)eferen!es............................................................................................................16

Bibliogra#(&.........................................................................................................19

A##eni* a #ri$ar& resear!( inter/ie' 'it( banglalink H) 7ire!tor....................1:

A##eni* B Sur/e&...............................................................................................24

TABLE

OF

TABLES

Table 1 Big !o$#anies si>e.....................................................................................

TABLEOFF,;=)ESFigure 1 Stru!ture of t(e assigne$tn......................................................................

Figure 2 ,BM Logo ,BM 24115.................................................................................9

Figure 3 SOT of M& Co$#an& Ar$strong 2412? #.125.........................................:

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,NT)O7=CT,ON

TO+,C

T(is is a re#ort on H)M strategies fro$ t(e #ers#e!ti/e of Entre#reneur for '(i!('e 'ill look into literature re/ie' an !riti!al anal&sis.

STATEMENT

%E@O)7SF)OMTHESTATEMENT

ENT)E+)ENE=)

H=MAN)ESO=)CEMANA;EMENT

ST)ATE;,ES ,NH)M

EAM+LES

+LANN,N;H)M

,M+LEMENT,N;H)M +LAN

SO=)CES

T(e aut(or (as use a nu$ber of sour!es su!( as books? ournals? 'ebsites an

online atabase to unerstan t(e to#i!s.

BOO%A)MST)ON;

BOO%H,S),CH

BOO%OTHE)S

-O=)NALS

EBS,TES

,);,N

ST)=CT=)E

T(e ans'er to t(e state$ent is etaile t(roug( t(e follo'ing !(a#ters D

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FIGURE 1 STRUCTURE OF THE ASSIGNEMTN

)ESEA)CHMETHO7OLO;@

FIGURE 2 MODEL OF SAUNDERS

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L,TE)AT=)E)E,E C),T,CALANAL@S,S144 O)7S5

ENT)E+)ENE=)

7EF,N,T,ONEntre#reneur (as a kin of be(a/ior t(at in!lues 15 initiati/e taking? 25 t(e

organi>ing an reorgani>ing of so!ial an e!ono$i! $e!(anis$s to bunle

resour!es in inno/ati/e 'a&s? an 35 t(e a!!e#tan!e of risk? un!ertaint& anor

t(e #otential for failure (Hisrich et al 2011, p. 6).

+OL,C,ESB@THEENT)E+)ENE=)

To overcome pressures on existing human resources the entrepreneur must address thequestion of hat proportion of the or!force should "e permanent and hat proportion

should "e part time, should "e prepared to fire incompetent emplo#ees, and, at the sametime, should "uild and maintain a functional organi$ational culture. %t is important that the

entrepreneur interact ith emplo#ees, so as to esta"lish a team spirit& effect open andfrequent communication to "uild trust and provide constructive feed"ac!& provide !e#

emplo#ees ith the flexi"ilit# to ta!e the initiative and ma!e decisions ithout the fear offailure& and provide continuous training for emplo#ees (Hisrich et al 2011, p. '0).

H=MAN)ESO=)CEMANA;EMENT

7EF,N,T,ON

Hu$an resour!e $anage$ent H)M5 is a strategi!? integrate an

!o(erent a##roa!( to t(e

e$#lo&$ent? e/elo#$ent an 'ell


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takes #la!e in orer to e8 ne e*#e!tations an s(are infor$ation on t(e

organi>ationJs $ission?

/alues an obe!ti/es. T(is establis(es $utual unerstaning of '(at is to

be a!(ie/e an a

fra$e'ork for $anaging an e/elo#ing #eo#le to ensure t(at it 'ill be

a!(ie/e.

MOT,AT,N;EM+LO@EES

MOT,AT,ONAN7MONE@

Mone& is a #o'erful $oti/ating for!e be!ause it is linke ire!tl& or inire!tl& to

t(e satisfa!tion of $an& nees. Mone& $a& in itself (a/e no intrinsi! $eaning? but

it a!uires signi8!ant $oti/ating #o'er be!ause it !o$es to s&$boli>e so $an&

intangible goals.

MOT,AT,ONST)ATE;,ES

Moti/ation strategies ai$ to !reate a 'orking en/iron$ent an to e/elo# #oli!iesan #ra!ti!es t(at 'ill #ro/ie for (ig(er le/els of #erfor$an!e fro$ e$#lo&ees.

T(e& in!lue t(e e/elo#$ent of total re'ar s&ste$s an #erfor$an!e

$anage$ent #ro!esses? t(e esign of intrinsi!all& $oti/ating obs an leaers(i#

e/elo#$ent #rogra$$es.

MASLOSH,E)A)CH@OFNEE7SCH1:5

FIGURE 3 MASLO$S THEOR% OF NEEDS &MASLO$ 2'12(

T(e $ost fa$ous !lassi8 !ation of nees is t(e one for$ulate b& Maslo' 1:"5.

He suggeste

t(at t(ere are 8 /e $aor nee !ategories t(at a##l& to #eo#le in general? starting

fro$ t(e funa$ental #(&siologi!al nees an leaing t(roug( a (ierar!(& of

safet&? so!ial an estee$

nees to t(e nee for self


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ne*t (ig(est be!o$es o$inant an t(e ini/iualJs attention is turne to

satisf&ing t(is

(ig(er nee. T(e nee for selfe for its a##arent rigiit& iGerent #eo#le $a& (a/e iGerent

#riorities

an it is i !ult to a!!e#t t(at nees #rogress steail& u# t(e (ierar!(&5 an for

t(e $isleaing

si$#li!it& of Maslo'Js !on!e#tual language. ,n fa!t? Maslo' (i$self e*#resse

oubts about

t(e /aliit& of a stri!tl& orere (ierar!(&.

EAM+LES

E*a$#les of general H) strategies

A local authorityAs e*#resse b& t(e !(ief e*e!uti/e of t(is boroug( !oun!il? t(eir H)

strateg& is abouthaving a very strong focus on the overall eectiveness of the

organization, its direction

and how its performing; there is commitment to, and belief in, and

respect for individuals, and I think that these are very important factors.

A public utilityhe only !" strategy you really need is the tangible e#pression of values

and the implementation of values$ unless you get the human resource

values right you can forget all

the rest. %&anaging 'irector(

A manufacturing companyhe !" strategy is to stimulate changes on a broad front aimed ultimately

at achieving

competitive advantage through the eorts of our people. In an industry of

fast followers,

those who learn )uickest will be the winners. %!" 'irector(

A retail stores grouphe biggest challenge will be to maintain %our( competitive advantage and

to do that

we need to maintain and continue to attract very high calibre people. he

key dierentiator on anything any company does is fundamentally the

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people, and I think that

people tend to forget that they are the most important asset. &oney is

easy to get hold

of, good people are not. All we do in terms of training and manpower

planning is

directly linked to business improvement. %&anaging 'irector(

),CHA)7B)ANSON

7ELE;AT,ON

)i!(ar branson states t(at it is i$#ortant to be able to elegate tasks b& t(e

entre#reneur so t(at (e !an fo!us on t(e broaer #i!ture of t(e !o$#an&.

@ou nee to learn to elegate so t(at &ou !an fo!us on t(e big #i!ture /irgin

24105.

STEE-OBSA!!oring to erganti? 24115 Ste/e obs (a a /er& (ars( $et(o of $anaging

e$#lo&ees. He #ut #eo#le at t(e !enter. (i!( oes not i$#l& t(at (e ga/e users

'(at t(e& 'ante? nor t(at (e !reate a Kat #la&ful organi>ation '(ere ieas Ke'

fro$ t(e botto$ u#. A##leJs a##roa!( to inno/ation is e8nitel& not user


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FIGURE 4 HRM )LANNING FLO$CHART &ARMSTRONG* 2'11* )+ 4#'(

S!enario #lanningS!enario #lanning is si$#l& an assess$ent of t(e en/iron$ental !(anges

t(at are likel& to

aGe!t t(e organi>ation so t(at a #rei!tion !an be $ae of t(e #ossible

situations t(at $a&

(a/e to be ealt 'it( in t(e future. T(e s!enario $a& list a range of

#rei!tions so t(at iGerent

res#onses !an be !onsiere. T(e s!enario is best base on s&ste$ati!

en/iron$ental s!anning?

#ossibl& using t(e +EST a##roa!( an assess$ent of t(e #oliti!al?

e!ono$i!? so!ial an te!(nologi!al fa!tors t(at $ig(t aGe!t t(e

organi>ation5. T(e i$#li!ations of t(ese fa!tors on t(e

organi>ationJs labour $arkets an '(at !an be one about an& (u$an

resour!e issues !an

t(en be !onsiere.7e$an fore!asting7e$an fore!asting is t(e #ro!ess of esti$ating t(e future nu$bers of

#eo#le reuire an

t(e likel& skills an !o$#eten!es t(e& 'ill nee. T(e basis of t(e fore!ast

is t(e annual buget

an longer


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#erio. Fro$ t(is infor$ation t(e nu$ber of (ours to be 'orke b& ea!(

skill !ategor& to

$ake t(e uota for ea!( #erio 'oul be !o$#ute.

7etails are reuire of an& organi>ation #lans t(at 'oul result in

in!rease or e!rease

e$ans for e$#lo&ees? for e*a$#le setting u# a ne' regional

organi>ation? !reating a ne'

sales e#art$ent? e!entrali>ing a (ea o !e fun!tion to t(e regions.

+lans an bugets for

reu!ing e$#lo&$ent !osts an t(eir i$#li!ations on t(e future nu$bers

of #eo#le to be

e$#lo&e 'oul also (a/e to be !onsiere.

T(e e$an fore!asting $et(os for esti$ating t(e nu$bers of #eo#le

reuire are es!ribe

belo'.

&anagerial *udgementT(e $ost ti!al $et(o of fore!asting use is $anagerial uge$ent.

T(is si$#l& reuires

$anagers to sit o'n? t(ink about t(eir future 'orkloas? an e!ie (o'

$an& #eo#le t(e&

nee. ,t $ig(t be one on a Ibotto$


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sub$its t(e 8 nal a$ene fore!ast to

to# $anage$ent for a##ro/al. T(is is so$eti$es !alle t(e Irig(t


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. Balan!e at en &ear 03

". Nu$ber reuire at en &ear 6"

0. Nu$ber to be obtaine uring &ear " 5 12

A!tion #lanningA!tion #lans are eri/e fro$ t(e broa resour!ing strategies an t(e

$ore etaile anal&sis

of e$an an su##l& fa!tors. Ho'e/er? t(e #lans often (a/e to be s(ort

ter$ an K e*ible

be!ause of t(e i !ult& of $aking 8 r$ #rei!tions about (u$an

resour!e reuire$ents in

ti$es of ra#i !(ange. T(e #lanning a!ti/ities start 'it( t(e ienti8 !ation

of internal resour!es

a/ailable no' or '(i!( !oul be $ae a/ailable t(roug( learning an

e/elo#$ent #rogra$$es. T(e& !ontinue 'it( #lans for in!reasing t(e

attra!ti/eness of 'orking for t(e organi>ation b& e/elo#ing an e$#lo&er

bran an an e$#lo&ee /alue #ro#osition? taking ste#s to

reu!e e$#lo&ee turno/er an absenteeis$? an in!reasing e$#lo&$ent

K e*ibilit&. )e!ruit$ent #lans? as es!ribe in C(a#ter 31? also nee to be

#re#are.

Hu$an resour!e #lanning D ke& learning #oi


All too often? 94 #er !ent of t(e ti$e s#ent on strategi! $anage$ent is

e/ote to esigning

strategies an onl& 24 #er !ent is s#ent on #lanning t(eir i$#le$entation.,t s(oul be t(e

ot(er 'a& roun. ,t is ne!essar& to #lan 'it( i$#le$entation in $in.

Be!ause strategies ten to be e*#resse as abstra!tions? t(e& $ust be

translate into #rogra$$es 'it( !learl& state obe!ti/es an

eli/erables. ,t is ne!essar& to a/oi sa&ing? in eGe!t

Ie nee to get fro$ (ere to t(ere but 'e onJt !are (o'.J ;etting

strategies into a!tion is not

eas&. Too often? strategists a!t like Mr +e!ks$it( '(o 'as !o$#are b&

7i!kens 1935 to Ia

ire!tione ieas about H) #oli!ies? at ot(er ti$es to

es!ribe a s(ortter$ #lan? for e*a$#le? to in!rease t(e retention rate of

grauates. ,t $ust be e$#(asi>e

t(at H) strategies are not ust #rogra$$es? #oli!ies? or #lans !on!erning

H) issues t(at

t(e H) e#art$ent (a##ens to feel are i$#ortant. +ie!e$eal initiati/es o

not !onstitutestrateg&.

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T(e #roble$ 'it( strategi! H)M as note b& ;ratton et al 1:::5 is t(at

too often t(ere is a

ga# bet'een '(at t(e strateg& states 'ill be a!(ie/e an '(at a!tuall&

(a##ens to it. T(e

fa!tors t(e& ienti8 e as !ontributing to !reating t(is sa&o ga# bet'eent(e strateg& as

esigne an t(e strateg& as i$#le$ente in!lue

t(e tenen!& of e$#lo&ees in i/erse organi>ations onl& to a!!e#t

initiati/es t(e& #er!ei/e to be rele/ant to t(eir o'n areas

t(e tenen!& of longing in a !ulture of Iob


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30

14

1"

2"

Strongl& isagreeisagree

neutral

agree

strongl& agree

B,;COM+AN,ES

Na$e Si>e

,BM 44444

TA,LE 1 ,IG COM)ANIES SI-E

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CONCL=S,ONS< 344 O)7S5

S=MMA)@

ENT)E+)ENE=)H=MAN)ESO=)CEMANA;EMENT

ST)ATE;,ES,NH)M

EAM+LES

+LANN,N;H)M


=N7E)STAN7,N;

STAN7T(e aut(or agrees #artiall& 'it( t(e state$ent b& Torrington et al but $ust be

uner t(e !ir!u$stan!es '(ere

-=ST,F,CAT,ON

T(roug( t(e #ri$ar& an se!onar& resear!(? t(e aut(or (as t(e rig(t to take t(is

stan as seen t(at in BL t(e H) strategies o not full& su##ort t(e t(eoreti!al

Ko'!(art of H) #lanning.

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)EFE)ENCESBro!k(aus? SH 1:94? P)isk Taking +ro#ensit& of Entre#reneursP?Academy f

&anagement /ournal? 23? 3? ##. "4:

ENT)E+)ENE=)SH,+ AN ANAL@S,S OF )ECENT A=ST)ALAS,AN AA)7S

E+E),ENCES./ournal of the Australian and 2ew 3ealand Academy of

&anagement, 1'25? ##. 1


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B,BL,O;)A+H@

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A++EN7,A+),MA)@)ESEA)CH,NTE),E,TH

BAN;LAL,N%H) 7,)ECTO)1. (at are H) strategies in BL

a. Ans.2. (at are H) #lanning #ro!ess in BL3. Ho' o &ou i$#le$ent t(e H) #lan. Ho' o &ou $oti/ate H)". 7o &ou a##l& Maslo's t(eor& an if so? (o'

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A++EN7,B S=)E@1+ I

aree t.at

HRstrate!es

are eas/

t0 lan

t .ar

t0

!leent

Str0nl/

!saree

isagr

ee

neutra

l

agree strongl&

agree

total

3 0 14 1" 2" ":

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Assignment Task 1 Sample.

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Transcript of Assignment Task 1 Sample.