funding. This is very frustrating as it not only limits staffs personal development progression but it also has a limit on what other jobs staff can apply for and limits their potential to move up into more responsible job roles and better paid jobs. Torrington et al. (2008) mentioned that most UK Company does not always give support to training and development compared to other European countries. This attitude of UK companies to training and development is also noticed in menme care as investment on
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significantly affect the bottom line of the firm. It has been noted that it costs approximately two times to train an employee to fill the vacancy that has been left by an employee as compared to the cost of paying the salary of the given employee (Torrington‚ Hall & Taylor‚ 2005). It is important to note that in the majority of the cases‚ the top talents and the very highly skilled individuals are the ones who always live the company as opposed to the low level employees of the organization. The
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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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Visual Analysis of a Museum Object On May 7‚ 2011‚ I went to the Timken Museum of art located at the southeast side of Balboa Park‚ San Diego. I chose a painting named “The Piazzetta at Venice” by artist Luca Carlevarijs (1663-1730 Venice). I t was very interesting painting that grabbed my attention at first. The size of painting was 38 x 76-7/8 inches‚ and painted with oil on canvas. The painting took half of the wall and the middle of the painting pointed directly to the viewer’s view
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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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