Deakin university MMH230 – Strategic Human Resource Management [Type the document subtitle] Assignment 1‚ Trimester 1‚ 2013 Option 2- Contemporary HRM Issue Research Report “Organisations are experiencing unprecedented levels of change in their environment‚ and HR managers need to be up to the challenge.” Table of Contents EXECUTIVE SUMMARY 2 INTRODUCTION 3 THE AGING WORKFORCE 4 Problem Posed 4 Facts and Statistical Evidence 5 Potential Courses of Action 5 Retention Strategies 5 Increase
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Human Resource Strategic Planning in the Air Force: Force Reduction Human Resource Strategic Planning in the Air Force: Force Reduction The United States Air Force is undergoing a radical transformation. Between 2007 and 2009‚ the Air Force will reduce its force by more than 40‚000 people as well as undergo massive organizational restructuring. There is a high probability the Air Force will initiate a second round of personnel cuts. This Air Force transformation initiates fundamental changes
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Understanding Organizations and the Role of Human Resources Activity 2 Organization Strategy and Human Resources An organizational strategy is the creation‚ implementation and evaluation of decisions within an organization that enables it to achieve its long term objectives. Key strategic considerations of organisation strategy include: 1) What re-configurations‚ reach extensions and strategic relationships will be necessary to deliver the intended strategy. 2) What new skills and capabilities
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Theme: “Evolution of Human Resource to Human Capital: A Strategic Shift” The difference between "Human Resources" and "Human Capital" could be made on the basis of the simplest explanation from dictionary. "Resources" have been defined as "The total means available for economic and political development‚ such as mineral wealth‚ labour force and armaments. An available supply that can be drawn on when needed." "Capital" is defined as "Any form of wealth employed or capable of being employed
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0048-3486.htm The role of strategic groups in understanding strategic human resource management Judie M. Gannon Oxford School of Hospitality Management‚ Faculty of Business‚ Oxford Brookes University‚ Oxford‚ UK The role of strategic groups 513 Liz Doherty Business School‚ Sheffield Hallam University‚ Sheffield‚ UK‚ and Angela Roper School of Hospitality & Tourism Management‚ University
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Title of the Journal Article: What Makes Human Resource a Strategic Partner? Name of Author/s: Lawler‚ Edward E‚ III and Boudreau‚ John W. Name of Journal: Scholarly Journals Date/ Issue of Journal: (2009): 02-22-2014 MAJOR IDEAS OF AUTHOR: At last! For over a ten year of decades‚ HR professionals have seen an increasing call to take on the third role which is to be a strategic partner. But what it takes to be a strategic business partner? What are its requirements? Through this article
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Strategic Human Resource Management: the Issues of Strategic Alignment and Resourcing Unit: Strategic Human Resource Management Word Count: 2977 Content 2.0 Alignment of SHRM between Headquarter and Subsidiaries On the basis of Baird and Meshoulam’s (1988) Two Fit Theory‚ Milliman et al (1991) has expanded the fit theory specific to IHRM‚ named Four Fits of Strategic IHRM. It is demonstrated as follows. {draw:frame} Source: Milliman et al‚ 1991‚ p.322 Congruence or fit is
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Strategic Human Resource Management 1. Introduction In the late decade of 1980‚ the organisations realized the significance of their employees as a capital asset or human resources; and by adopting and implementing a set of HRM practices (such as recruiting‚ training and developing people etc.) aimed to succeed a sustainable competitive advantage based on a business strategic view by making the employees’ involvement the main key point of the new human resource management into the business
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Strategic Human Resource Management (SHRM) is concerned with establishing a specific and managed cause and effect relationship between an organisation’s actions to survive and grow and its HRM principle and practices. It is also concerned with the mechanism through which people in an organisation gain an understanding of the purpose of the organisation‚ its goals and strategic objectives. As well as how the organisation related to its external environment in order to achieve these goals and objectives
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satisfaction or rapid innovation. (Lundy‚ 1994). A strategic approach to human resource management (HRM) ensures that a firm ’s human capital contributes to the achievement of its business objectives. Various influential writers have expressed differing opinions on the importance of employees as a direct influence on an organisations competitive advantage. Although no firm agreement has been reached‚ it is generally accepted that the use of strategic human resource management (SHRM)‚ (i.e. proactively changing
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