O. Henry (1862-1910) was originally born William Sydney Porter in Greensboro‚ North Carolina. As a young man‚ he moved to Austin‚ Texas where he worked as a bank teller. He moved again to Houston‚ Texas in 1895 and became a newspaper columnist. In 1896‚ however‚ he was called back to Austin‚ where he was charged with embezzling money from the bank where he had worked. Not wanting to go to prison for his crime‚ O. Henry fled to Honduras‚ and stayed there for six months before returning to the
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INRODUCTION The purpose of this paper is to review academic literature of the different frameworks/models proposed by different researchers and eventually propose a framework of choice which will help leaders to better manage their Human Capital (HC) and understand how to incorporate HR policies into everyday decision making and long term planning. First we start by defining Strategic Human Resource Management (SHRM). We then look into what purpose it serves in an organisation. Then we look into
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Human resource management has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions‚ and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles (Legge 1995 b). The terms have gained some currency although‚ from a theoretical point of view‚ the underlying conflicts and tensions contained within
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human relations school‚ emphasized communications‚ team work and the utilisations of individual talents (Poole & Mansfield‚ 1994). The Michigan school is a more strategic approach with a unitarist outlook‚ which endorses management’s views (Hendry & Pettigrew‚ 1990). The hard HRM values on the “resource” aspect of HRM‚ that is to say‚ it focus on the crucial importance of the close integration of human resource policies‚ systems and activities with business strategy. From this perspective human resources
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Journal of Management Studies 41:6 September 2004 0022-2380 Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable
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Theory: Modern‚ Symbolic and Postmodern Perspectives. Oxford: Oxford University Press. Hedberg‚ B.‚ Nystrom‚ P. and Starbuck‚ W. (1976). ‘Camping on seesaws: prescriptions for a selfdesigning organization’. Administrative Science Quarterly‚ 17‚ 371–81. Hendry‚ C. (1996). ‘Understanding and creating whole organizational change through learning theory’ Hirschhorn‚ L. (1988). The Workplace Within. Cambridge‚ MA: MIT Press. House‚ J. S. (1993). ‘John R French‚ Jr: A Lewinian’s Lewinian’. Journal of Social
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Convergence‚ Divergence or Middle of the Path: HRM Model for Oman Sami A. Khan Sultan Qaboos University‚ Oman The role of human resource management function is at the crossroad‚ and on the one hand it is facing the crisis whereas there also exists an unprecedented opportunity to redefine and refocus the HRM function to leverage its credibility in organization. In Oman‚ HRM is in its infancy and there is a need to strengthen its discourse and learning. The present paper attempts to understand
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Objectives Role Product-market Definition Strategy & tactics Organisation HR outputs HRM context HR flows Work systems Reward systems Employee relations Source: Hendry and Pettigrew (1992) Guest’s Theory of SHRM HRM Policies Human
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’Death Valley ’ of change. [19]Garvin‚ D.A. (1993) ’Building a learning organization ’. Harvard Business Review‚ July/August‚ pp [20]Hatch‚ M.J. (1997) Organization Theory: Modem‚ Symbolic and Postmodern Perspectives‚ Oxford University Press‚ [21]Hendry‚ C (1996) ’Understanding and creating whole organizational change through learning theory ’ [26]Kanter‚ R.M.‚ Stein‚ B.A. and Jick‚ T.D. (1992) The Challenge of Organizational Change‚ Free Press‚ New York. [27]Kiel‚ L.D. (1994) Managing Chaos and
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Introduction Human resources are all the employees of an organisation. Human Resource Management is a strategic and logical approach to the running of the most important part of an organisation; the employees. Throughout this assignment I will investigate the different perspectives of human resources mainly focusing on the organisation I am employed by. I will identify any differences between HRM and Personnel and try to back this up with relevant theory. I am going to research into equal opportunities
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