Presented by Presented by About Equit-I‚ Finance Club • Equit-I focuses on creating an enthusiasm about finance in the campus and bracing up the student community for the industry rigor. The club strives to be an important partner in a participant’s career development by creating learning opportunities and providing industry interface. • We assist participants in exploring financial career opportunities‚ by organizing workshops and interactive sessions on various financial topics
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HRMANAGEMENT CASE HUMAN RESOURCE MANAGEMENT Includes: human resource planning; recruitment‚ selection‚ and hiring of new employees; the orientation‚ training‚ and appraisal of current employees; and employee remuneration‚ motivation‚ and retention. You are to assume the newly-created position of Human Resource Director for a medium sized firm with over 600 employees. The firm has experienced significant expansion in the past few years; the human resource department and its functions
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HUMAN RESOURCE DEVELOPMENT Ques. No. 01 A. Describe the major functions in a Human Resource Development framework of an organization. According to American Society for Training and Development (ASTD)‚ "HRD is the integrated use of:- 1. training and development‚ 2. organizational development‚ and 3. Career development to improve individual‚ group and organizational effectiveness." The ASTD study documented a shift from the more traditional training and development topics
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UNIVERSITY COLLEGE DUBLIN NATIONAL UNIVERSITY OF IRELAND‚ DUBLIN Bachelor of Science (Singapore) HUMAN RESOURCE MANAGEMENT: STRATEGY AND POLICY (HRM2001S) STUDY GUIDE BSc20 FT / Singapore Copyright August 2013 1 Author: Dipan K Mehta (2013) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme. © This publication may not be reproduced‚ in whole or in part without permission from
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TOPIC: CHAPTER SUMMARY (HUMAN RESOURCE MANAGEMENT) CONTENT TABLE TITLE | PAGE | TABLE CONTENT | 2 | CONTENT: | | 1.0 WHAT IS HUMAN RESOURCE MANAGEMENT? | 3 | 2.0 THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT | 3 | 3.0 ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT 3.1 WORKFORCE DIVERSITY 3.2 GLOBALIZATION 3.3 LEGISLATION 3.4 UNIONS | 4 - 5 | 4.O HUMAN RESOURCE MANAGEMENT PROCESS 4.1 STRATEGIC HUMAN RESOURCE PLANNING 4.2 HUMAN RESOURCE PLANNING 4.3 STAFFING
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Factors to be Consider in Choosing Smartphone Network * One important factor many people consider when purchasing a mobile phone is the network on which it is available. Network coverage and no dropped calls is an important concern for most customers. Which network was favored also takes into consideration the availability of a family plan‚ payment options‚ free in-network calling and many other factors. Overall‚ the network a phone is available on is an important factor in a consumer’s final
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[pic] JUNE 2010 THE HUMAN RESOURCE IN HOSPITALITY Instructions to candidates: a) Time allowed: Three hours (plus an extra ten minutes’ reading time at the start – do not write anything during this time) b) Answer any FIVE questions c) All questions carry equal marks. Marks for each question are shown in [ ] 1. a) Describe the main points that are covered in the seven point plan during the selection procedure of new staff in the hospitality industry. [10] b) Construct an
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discipline involving vision and mission development‚ external assessment‚ internal assessment‚ long-term objective setting‚ strategy identification and selection‚ strategy implementation‚ and performance evaluation. Well-meaning strategic management practitioners consider five (5) key external forces in doing the external assessment exercise‚ and these are political‚ economic‚ social‚ technological (PEST)‚ and competitive factors. The scope of external assessment embraces the analysis of opportunities
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WD5787.039-048 2/5/97 11:51 AM Page 39 HR AS A SOURCE OF SHAREHOLDER VALUE: RESEARCH AND RECOMMENDATIONS Brian E. Becker‚ Mark A. Huselid‚ Peter S. Pickus‚ and Michael F. Spratt1 Introduction The role of the Human Resource Management (HRM) function in many organizations is at a crossroads. On one hand‚ the HRM function is in crisis‚ increasingly under fire to justify itself (Schuler‚ 1990; Stewart‚ 1996) and confronted with the very real prospect that a significant portion of its traditional
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Human Resource Management (HRM) 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. HRM is the 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. HRM is also a strategic
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