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Suppose that you are currently the Human Resource (HR) Manager of a
hypothetical company Hugo, Inc. Explain the strategic management process
in your part of Human Resource Managerwith practical examples based on
the framework of human resource management - ARDM
Highlight the key driving forces of your business. What are they? e.g.
technology, distribution, competition, the markets.
What are the implications of the driving forces for the people side of
your business?
What is the fundamental people contribution to bottom line business
performance?
with whom to replace you. (b) For job design, explain the
job characteristics model of work motivation.
A) Administrative Assistant
hugo inc
Position Description
The Administrative Assistant will support the
hugo inc.
Market
Operations team. You will support the
hugo inc.
Market
Manager,Tanzir rifat KhanOperations and the VP of Market Operations
for
hugo inc.
.
Primary Responsibilities:
Performs general clerical duties to include but not limited to:
photocopying, faxing, mail distribution and filing.
Coordinates and maintains records for staff office space, phones,
company credit cards and office keys.
Creates and modifies various documents using Microsoft Office.
Maintains Outlook calendar(s) in current and accurate status.
Coordinates meetings and conference calls as needed or
anticipated.
Coordinates travel arrangements as needed.
Answer phones promptly and uses good judgment to prioritize the
distribution of messages in a timely manner.
Prepares meeting materials and assists with the development of
PowerPoint presentations.
Responsible for keeping inventory of all office supplies and placing
orders for replenishment is needed.
Records minutes at various meetings and archives them
accordingly.
Performs all other related duties as assigned.
Requirements:
Skill variety refers to the extent to which the job requires a person to
utilize multiple high-level skills. A car wash employee whose job consists of
directing customers into the automated car wash demonstrates low levels
of skill variety, whereas a car wash employee who acts as a cashier,
maintains carwash equipment, and manages the inventory of chemicals
demonstrates high skill variety.
2. No Error in Selection:
When an employee is selected from inside, there is a least
possibility of errors in selection since every company maintains
complete record of its employees and can judge them in a better
manner.
3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on
account of chances of advancement.
4. No Hasty Decision:
The chances of hasty decisions are completely eliminated as the
existing employees are well tried and can be relied upon.
5. Economy in Training Costs:
The existing employees are fully aware of the operating
procedures and policies of the organisation. The existing
employees require little training and it brings economy in training
costs.
6. Self-Development:
It encourages self-development among the employees as they
can look forward to occupy higher posts.
Disadvantages of Internal Sources:
(i) It discourages capable persons from outside to join the
concern.
(ii) It is possible that the requisite number of persons possessing
qualifications for the vacant posts may not be available in the
organisation.
this if suitable persons are not available, then the whole process
will have to be repeated.
4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been
able to adjust in the new environment. They may not
temperamentally adjust with the new persons. In such cases
either the persons may leave themselves or management may
have to replace them. These things have adverse effect on the
working of the organisation.
Suitability of External Sources of Recruitment:
External Sources of Recruitment are Suitable for The
Following Reasons:
(i) The required qualities such as will, skill, talent, knowledge etc.,
are available from external sources.
(ii) It can help in bringing new ideas, better techniques and
improved methods to the organisation.
(iii) The selection of candidates will be without preconceived
notions or reservations.
(iv) The cost of employees will be minimum because candidates
selected in this method will be placed in the minimum pay scale.
(v) The entry of new persons with varied experience and talent
will help in human resource mix.
(vi) The existing employees will also broaden their personality.
(vii) The entry of qualitative persons from outside will be in the
long-run interest of the organisation.
Exhibit 1
Rating Errors and their Likely Causes
Errors
Leniency
Severity
Central tendency
Halo
Implicit personality
theory
Recency
X
Key:
administrative
procedures
poorly defined rating
standards
C memory decay
D political considerations
E incomplete information
rater's lack of
conscientiousness
behaviors, and a low score means that an individual does not often engage
in desired behaviors.
ACCURACY OF THE RATINGS.
Accurate ratings reflect the employees' actual job performance levels.
Employment decisions that are based on inaccurate ratings are not valid
and would thus be difficult to justify if legally challenged. Moreover,
employees tend to lose their trust in the system when ratings do not
accurately reflect their performance levels, and this causes morale and
turnover problems. Unfortunately, accurate ratings seem to be rare.
Inaccuracy is most often attributable to the presence of rater errors, such as
leniency, severity, central tendency, halo, and recency errors. These rating
errors occur because of problems with human judgment. Typically, raters
do not consciously choose to make these errors, and they may not even
recognize when they do make them.
b)
Percent of Com
All Companies
Number Employees
72%
1 to 100
44%
101 to 500
64%
501 to 2,500
78%
2,501 to 10,000
86%
Over 10,000
85%
Percent of Companies
Annually
Every Three
Top executives
60%
8%
5%
Nonexecutives
77%
9%
7%
Percent of Companies
Single
Structure
Function
by
Geographic Location
Executives
52%
12%
8%
Directors/
managers
47%
18%
19%
Professional
44%
19%
20%
Hourly/
nonexempt
43%
17%
24%
Employers consider the cost to provide and administer benefits plans an integral
part of the total compensation package offered to its employees. While these
benefits programs are typically managed by employers, oftentimes employees are
asked to contribute small premiums or copayments to enjoy the added coverage.
Employers offer benefits to employees for one or more of the following reasons:
Attracting and retaining a talented workforce.
Aligning benefits packages with competitive offers in the marketplace.
Promoting higher levels of morale among employees.
Providing opportunities for promotion or advancement as workers resign, retire, or
move to other positions within the organization.
Keep in mind that no single program can provide for the needs of all employees, it
is usually a combination of benefits that is most effective in meeting the employer's
objectives. That being said, there are two broad categories of benefits offered by
employers in today's work environment: mandated and optional.
Mandated Benefits Programs
Mandated benefits are those required by law. These include federal or state
sponsored programs that aim to provide for the most essential needs of employees
and / or their families. Examples of three very important, and mandated, benefits
include:
Social Security
Unemployment Insurance
Workers Compensation
While unemployment provides help to those that lose their jobs, workers
compensation programs provide assistance to those disabled by occupational
illness or injury. Social Security protects the aged and disabled against expenses
that might otherwise exhaust their entire savings.
In March 2010, the Patient Protection and Affordable Care Act, also known as
Obamacare and the Affordable Care Act (ACA), was signed into law. While not
mandating health care coverage, the law states that firms employing fifty or more
people, and not offering health insurance, will pay a shared responsibility
requirement if the government subsidizes an employee's health care costs.
Optional Benefits Programs
As the name implies, optional employee benefits includes a wide array of programs
that employers can choose to offer employees; typical programs include:
Health Care Insurance
Disability Insurance
Life Insurance
Retirement / Pension Plans
Flexible Compensation
Paid Leave
Perhaps one of the most valued of all employee benefits includes paid time away
from the job, which is often spent with family and friends: holiday pay and
vacation time. Nationally, the average number of paid holidays is eight.
Full retirement age is the age at which a person may first become
entitled to full or unreduced retirement benefits.
If your full retirement age is older than 65 (that is, you were born
after 1937), you still will be able to take your benefits at age 62,
but the reduction in your benefit amount will be greater than it is
for people who were born before 1938.
Here's how it works if your full retirement age is 65.
63 is about 25 percent;
64 is about 20 percent;
63 is about 65 percent;