make contributions to the objectives of the organisation. “HRM is the body of management activities and used in this way HRM is really no more than a more modern and supposedly imposing name for what has long been labelled personnel management” (Torrington et al‚ 2009). The best way to describe HRM is to look at what it aims to achieve i.e. its four key objectives: 1) Staffing – includes recruiting staff‚ up-skilling of staff and training and development. 2) Performance – making sure staff are motivated
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first one is considered as those practices carried out by organisations with the main purpose of identifying potential employees (Breaugh and Starke‚ 2000). Selection refers to the methods used to decide which applicant to appoint to a vacancy (Torrington‚ Hall‚ Taylor and Atkinson‚ 2014) Performance management processes can be used to identify development needs (skill and behavioural) and motivate people to make the most effective use of their skills (Armstrong‚ 2008). Finally‚
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Kaspar Lai (100070377) 2014-‐2015 NBS5011Y Human Resource Management Summative Assessment Introduction: Psychometric testing has been described as a standardised assessment on analysing individuals’ cognitive abilities and personalities traits. These kinds of information are especially important in making managerial decisions‚ such as recruitment
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allowing an individual right to the same contractual pay‚ benefits and conditions of employment to that of the opposite sex. This is based upon a man and a woman doing like work‚ work rated as equivalent or work of equal value under the same employer (Torrington‚ Hall and Taylor 2005). At the time of implementation in 1975‚ women in the UK were found to be earning 63% of what men were earning‚ which subsequently has been further reduced‚ more predominately in the following two decades by 20%. Regardless
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Personnel Management & Human Resources Management - The same wine‚ only different bottles – Human Resources Management Lecturer: Inga Wendelin Students: Tamara Milojevic – mita031089 Ezequiel Serrano – seez070489 Vincent Wolters – wovi221287 HIM Hotel Institute Montreux Autumn 2010 3C Word count: 2‚660 Personnel Mgt. & Human Resources Mgt. - The same wine‚ only different bottles - Table of Contents A. OBJECTIVES................................................................
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The literature on devolution suggest that there are a number of limitations that can limit the performance of line managers in putting HRM policies in to practice (Renwick‚ 2002; McGovern et al.‚ 1997; Whittaker & Marchington‚ 2003; Hall & Torrington‚ 1998‚ Gennard & Kelly‚ 1997). Line managers can have a lack of desire or capacity in implementing HRM. Besides‚ they do not have the right competences for managing people. Furthermore‚ line managers can experience difficulties because of a
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Introduction Key elements in successful planning and implementation of change management have been identified as organisational culture and structure‚ human resources and leadership within an organisation. Based on the human relations approach Torrington‚ Hall and Taylor (2005) suggest that human resource management is the basis function of all management pursuits. It is as such about getting the right people to work in the most productive way. In other words HRM requires managers’ strike a balance
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Bibliography: * Torrington et al. (2011) “Workforce planning”‚ in: Torrington‚ D.‚ Hall‚ L‚ Taylor‚ S. & Atkinson‚ C. (2011) Human resource management‚ London: Prentice Hall‚ 8th edition‚ pp. 103-126. * Redman‚ T. & Wilkinson‚ A. (2009). “Downsizing”‚ in: Redman‚ T.; Wilkinson‚ A.‚ Contemporary
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theory and practice; United Kingdom: Palgrave Macmillan. Mckeen‚ E & Beech‚ N (2002) Nieto‚ L.M (2006). An introduction to human resource management‚ an introduction approach; New York: Palgrave Macmillan. Pilbeam‚ S & Corbridge‚ M (2006) Torrington‚ D & Hall‚ L (1998). Human resource management; United Kingdom: prentice hall. Werick‚ K Weddle‚ P. (2008). ‘Developing a positive recruitment experience’. Journal of financial planning: practise management solution‚ 28.
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strategic management. Strategic Management Journal‚ 11‚ 171-195. Mintzberg‚ H. (1987). Crafting Strategy. Harvard Business Review‚ July – August‚ 65-75. Boxall‚ P. & Purcell‚ J. (2003). Strategy and Human Resource Management. Palgrave Macmillan. Torrington‚ D‚ Hall‚ L & Taylor‚ S MacDuffie‚ J.P. (1995) Human resource bundles and manufacturing performance. Industrial Relations Review‚ 48‚ 2:199-221. Huselid‚ M.A Luthans‚ K.W. and Sommer‚ S.M (2005) The impact of high performance work on industry-level
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