HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION

Size: px
Start display at page:

Download "HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION"

Transcription

1 HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION Luţ Dina Maria lecturer, PHD student Christian University Dimitrie Cantemir Faculty of Management in Tourism And Commerce, Timisoara Abstract: The success of each organization results in efficient management of human resources. People are in the centre of the organization is a well-known and frequently used expression nowadays. Yet, few organizations pay enough attention to this matter, their goal being the short or medium term profitability. Economic and technical development, rapid transformation of the social environment of the organizations, the growth of social responsibility and human resources mobility and the changes in industrial psychology are significant factors that highlight the importance of human resources for an organization. This paper provides an overview of the HRM significance within an organization and its contribution to organizational performance in the context of globalization. 1. Introduction: Global competition in production and service sectors is increasing. The business world is more and more marked by the increasing internationalisation of markets and firms. Competitive economies are emerging in areas with high annual rates of growth and strong export performance. The globalisation of products and markets has led to strategic alliances between separate firms who act in partnership or as joint venture to develop and market new products. In this context of global competition, the aim of organizations is to attain world class performance. This happens when what the organization does and how it does are better than the world leaders in the sector in which the organization operates. The need to achieve world class standards to achieve competitive advantage on a global basis has focused the attention of many organizations on the importance on investing in people and building a high quality, flexible, well motivated and commitment workforce. The driving forces of competition were affecting the way in which people are organised and managed. The business practice are conducted by people. But while it is relatively easy to move finance and technology round the world, moving people presents many difficulties, because they are working away from home in new environments and within different cultures. At the same time, deeply rooted cultural differences make it difficult to attempt the imposition of a common approach throughout the world. 355

2 2. General considerations about organizations and their human resources management We are living in a world of organizations: more and more elements of life are integrated into organizational frameworks. Modern society depends on people working together effectively to solve problems and achieve objectives which are beyond the scope of individuals. It is a truism to say, therefore, that all people management takes place within organizations. According to Daft, R. L. (1989), organizations are the means by which human and other resources are deployed so that work gets done. [3] Jons, G. (1998) shows that organizations are social inventions created with the purpose of achieving some common goals by means of group effort. They are characterized by the coordinated participation of people, not necessarily of things. [6] It is generally agreed that people managers have a critical role in monitoring and controlling performance in order to achieve these targets. Price, A.J. (1997) concluded that to make the best use of an organization s human resources it is necessary to manage not only its people but also its corporate structure and culture. This should be done in a considered an integrated manner, in line with business objectives. The formal allocation of people management responsibilities is fundamental to the process. Businesses vary considerable in this respect: small companies tend to incorporate people management within line or general management, larger organization are likely to have specialist functional roles. These roles might have titles which differ significantly from one organization to another. [10] Different structures of the organizations affect the way in which people are managed. Human resources management (HRM) is bound up with the way the firms are organized. Brewster, C. and Tyson, S. (1991) agreed that businesses throughout the world require the same basic human resources activities: they recruit new employees, develop and train their staff, they have reward systems, they have control and feedback mechanisms and people must inter-relate and make decisions. But these activities are handled in different ways, reflecting the expectations and acceptable behaviour patterns within national business cultures. Similarly, employee values and attitudes are shaped to a considerable extent by people s native culture. Since national cultures are so pervasive, they strongly influence the cultures within organizations. [2] People have strong filings towards the organizations in which they work. Employees, managers and owners expect organizations to operate in an acceptable manner, but the notion of acceptability is culturally determined and varies from one country to another. Expectation and acceptability are important factors in determining the range of possible organizational structures which can operate successfully in a particular country. This is particularly significant in relation to the principles of HRM (for example, individual commitment depends on whether or not expectations are realized). The decision to manage people in a particular way depends on a number of factors, including the basic organizational aspects: goals, size and structure. HRM is conducted in a variety of ways due to these constraints and also because of strategic decision taken to meet organizational goals. Businesses can chose to vary their structures and their people management systems for a number of reasons. Increasingly, flexibility is required from employees and manager to meet new circumstances. Centralized personnel departments have been replaced with more specialized units, some of which may be subcontracted outside the organization. There are opportunities for human resource specialists dealing with complex issues arising from new organizational structures and flexible working patterns. These include: contract arrangements, selection, control, assessment and training. 356

3 According to Mullins, L.J. (1996), organizational performance involves efficiency and effectiveness. In his opinion, organizations need to be efficient in doing the right things, in the optimum use of their resources and in the ratio of outputs to inputs. But organizations must also be effective in doing the right things and in their outputs related to some specific purpose, objective or task. Performance should be related to such factors as increasing profitability, improved service delivery or obtaining the best results in important areas of organizational activities. Organizations must also ensure that they meet satisfactorily, or exceed, the demands and requirements of customers, and are adaptable to specific requirements, changes in the external environment and the demands of the situation. [7] Organizational effectiveness is affected by a multiplicity of variables. Handy, C. (1993) identifies over 60 factors that impinge on any one organizational situation and which illustrate the complicated nature of the study of organizational effectiveness. These factors include: leadership, group relations, systems and structures, the individuals factors (ability, motivation to work, role), the environment factors (economic environment, physical environment, technological environment). [5] Peters, T.J. and Waterman, R.H. (1982) conducted a study of 62 American companies with outstandingly successful performance. In this study they identified eight basic attributes of excellence which appear to account for success: a bias for action; that is, being action-oriented and with a bias for getting things done; close to the customer; that is, listening and learning from the people they serve, and provide quality, service and reliability; autonomy and entrepreneurship; that is, innovation and risk-taking as an expected way of doing things; productivity through people; that is, treating members of staff as the source of quality and productivity; hands-on, value driven; that is, having welldefined basic philosophies and top management keeping in touch with the front lines ; stick to the knitting; that is, in most cases, staying close to what you know and can do well; simple form, lean staff; that is, simple structural forms and systems, and few top-level staff; simultaneous loose-tight properties; that is, operational decentralisation but strong centralised control over the few, important core values; [8] Using Drucker s definition of business as an organization that adds value and creates wealth, Armstrong, M. (1996) describe a successful organization as one that successfully achieves these objectives while also meeting its responsibilities to its stakeholders. In his opinion, there are managerial and people factors which create organizational success. [1] The managerial factors which create organizational success are: a strong visionary leadership from the top; a clearly defined and well communicated sense of purpose expressed as a mission; a value system upheld throughout the organization which emphasizes performance, quality and the responsibilities of the organization to its stakeholders; the strategic capability at senior management level to develop long range plans for the accomplishment of the organization s mission within the framework of its core values; a thrust led by the top, but pervading the organization, to achieve world class levels of performance by process of benchmarking, continuous improvement and, as necessary, re-engineering the business. It is generally agreed that organizational effectiveness is also highly dependent on the quality of the people in the organization and how well they are managed. It has frequently been argued that people make the difference. Organizational performance depends on people management practices which stimulate and focus: initiative, creativity, motivation, capability, adaptability, business orientation, responsibility. The organization success is highly dependent on having the right resources and making the best use of them. 357

4 The people factors which contribute to organizational success relate to the development of: a powerful management team; a well-motivated, committed, skilled and flexible workforce; stable and cooperative relationships with employees; an overall quality of working life strategy. 3. The HRM contribution to organizational performance The HRM concept is based on the assumption that human resource strategy can contribute to the business strategy but is also justify by it. The validity of this concept depends on the extent to which is believed that people create added value and should therefore be treated as a strategic resource. If this assumption is accepted, the validity of this concept depends on the extent to which it can be applied in practice and the outcomes of such applications. The HRM specialists agreed that if the HRM is translated into specific HR strategies which are implemented, it has a considerable indirect contribution to the creation of added value and competitive advantage. In accounting language, added value is the difference between the income of the business arising from sales (output) and the amount spent on materials and other purchased goods and services (input). Added value is created by people at various levels in organizations who create visions, define values and missions, set goals, develop strategic plans, and implement those plans in accordance with the underpinning values. Added value will be enhanced by anything that is done to obtain and develop the right sort of people, to motivate and manage them effectively, to gain their commitment to organization values, to build and maintain stable relationships with them, to develop the right sort of organization structure, and to deploy them effectively and productively in that structure. The HRM contributes to the creation of added value by ensuring that people with the required competences and levels of motivation are available and by helping to create a culture and environment which stimulates quality performance. An added value approach to personnel will be directed positively to improve employee motivation, commitment, skill, performance and contribution. This approach can aim to get better value for money from personnel expenditure in such areas as training, reward and employee benefits. There are four ways in which the HRM can take the lead and make the most of its opportunity to add value by: facilitating change, proposing strategies and programmes for developing a more positive quality and performance-orientated culture and helping with their implementation; making specific contribution in the areas of human resources planning, training and development, performance management, reward and employee relations; ensuring that any HR initiatives in such fields as training as training and development are treated as investments on which a proper return will be obtained which will increase added value; delivering cost-effective personnel services, providing value for money. The concept of sustainable competitive advantage as formulated by Porter, M. (1985) appears when a firm creates value for its customers, selects markets in which it can excel a presents a moving targets to its competitors by continually improving its position. [9] According to Porter, three of the most important factors are innovation, quality and cost leadership but he also recognizes that all these depend on the quality of organization s human resources. One of the keys to competitive advantage is the ability to differentiate what the business supplies to its customers from those supplied by its competitors. Such differentiation can be achieved by having higher quality people than those competitors. 358

5 The ways in which people provide a critical ingredient in developing an organization s competitive position are: high productivity, superior performance, flexibility, innovation and the ability to deliver high levels of personnel customers service. People also provide the key to managing the pivotal interdependencies across functional activities and the important external relationships. One of the clear benefits arising from competitive advantage based on the effective management of people is that such an advantage is hard to imitate. An organization s personnel strategies, policies, practices are a combination of processes, procedures, personalities, styles, capabilities and organizational culture. Management literature shows that the main areas in which the HRM can contribute to organizational performance are by helping to: 1. build a well-motivated, committed, skilled and flexible workforce by developing strategies, policies, employment practices in the areas of motivation, commitment, employee development, reward; all organization are concerned with what should be done to achieve sustained high level of performance through people. This means giving close attention to how individuals can best be motivated through incentives, rewards, leadership and, most important, the work they do and the organizational context within which they carry out that work. The aim is to develop motivation processes and a work environment which will help to encourage people to apply their efforts and abilities in ways which will achieve the organization s goals as well as satisfying their own needs. 2. create and develop effective organizations; organizational development is concerned with improving the overall effectiveness of the organization, in particular, the way its various processes function and its people work together. The aim of organization development is to provide a coherent approach which changes the ways in which people carry out their work and interact with others. 3. maintain a good climate of employee relations; improvements to the employee relations climate can be attained by developing fair employee relations policies and procedures and implementing them consistently. HRM has a major contribution to the climate improvement. The managers who are largely responsible for the day-to-day conduct of employee relations need to be educated and trained on the approaches they should adopt. Transparency should be achieved by communicated policies to employees, and commitment increased by involvement and participation processes. Problems which need to be resolved can be identified by simply talking with to employees, their representatives and their trade union officials. It is necessary to develop a quality of working life (QWL) strategy. 4. focus on the drivers of organizational performance, providing levers for change, taking part in change management programmes and supporting continuous improvement and total quality management. 4. Conclusions Although researchers and practitioners interpret HRM in different ways, depending on personnel agendas and vested interests, there is general agreement on its underlying philosophy, linking people management to business objectives in a strategic, integrated and coherent way. Since the nature of HRM remains a matter of debate, it is scarcely surprising that practitioners interpret it in a variety of ways. Some organizations have taken pragmatic, local initiatives based on specific problems and solutions developed by their local managers. Others have asked guidance and advice from consultants, academics and professional associations. 359

6 Unfortunately, the belief that employees are valuable assets and not just a cost is rarely translated into action. The practices associated with HRM are often introduced for reasons of expediency rather than any serious belief in its principles. Many organizations in free-market countries feel that competitive forces make it impossible to commit themselves to their employees. HRM in these firms is focused on cost-cutting. A conflict arises from the inherent contradiction between HRM principles such as encouraging longterm employee commitment and short-term cost-effectiveness. The worldwide economy is changing. East Asia and the European Union are destined to be major influences at the beginning of this twenty-first century. People are being managed increasingly through methods derived from different cultural ideologies. In the internationalisation context, managing people become more and more difficult, because the new environments and different cultures. On the other hand, the aim of any organization is to attain world class performance. In this context of tough global competition, will the HRM be the principal key for organizational success? References: 1. Armstrong, Michael (1996) A handbook of Personnel Management Practice, Kogan Page Limited, London; 2. Brewster, C. and Tyson, S. (1991) International Comparisons in Human Resource Management, Pitman Publishing; 3. Daft, R. L. Organization Theory and Design, West Publishing Co., 1989 ; 4. Guest, D.E. and Hoque, K. The Contribution of Personnel Management to Organizational Performance, Institute of Personnel and Development, London, 1995; 5. Handy, C. Understanding Organization, Penguin Books Ltd, 1993; 6. Johns, G. Comportament organizaţional, Ed. Economică, Bucureşti, 1998; 7. Mullins, L.J. Management and Organization Behaviour, Pitman Publishing, 1996; 8. Peters, T.J. and Waterman, R.H. In Search of Excellence, Harper and Raw, New York, 1982; 9. Porter, M. Competitive Advantage, The Free Press, New York, 1985; 10. Price, A.J. Human Resource Management in a Business Context, Alden Press, Oxford, 1997; 360

HRM PRACTICES AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE

HRM PRACTICES AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE Volume 3, Issue 5 (May, 2014) Online ISSN-2277-1166 Published by: Abhinav Publication Abhinav National Monthly Refereed Journal of Research in HRM PRACTICES AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE

More information

Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave

Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave 2010 1 There is marked difference in the orientation between management and leadership.

More information

Description of Module Subject Name Human Resource Management Paper Name International Human Resource Management Module Title Models of International

Description of Module Subject Name Human Resource Management Paper Name International Human Resource Management Module Title Models of International Items Description of Module Subject Name Human Resource Management Paper Name International Human Resource Management Module Title Models of International HRM Module Id Module no.-3 Pre- Requisites Basic

More information

THE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0

THE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0 THE AGILE MBA SUBJECT GUIDE THE AIB AGILE MBA Version 3.0 SUBJECTS AND FOCUS AREAS COMPLETE ALL 7 CORE SUBJECTS Corporate Governance Financial Management Leadership Marketing Management Operations Management

More information

Personal Qualities Framework for G3

Personal Qualities Framework for G3 Personal Qualities Framework for G3 The following table below provides a summary of PQF behaviours by NCA grade. PQF - BEHAVIOURS DD G1 G2 G3 G4 G5 G6 WORKING WITH OTHERS Communication A A B B C C D Teamwork

More information

Strategic HR Challenges

Strategic HR Challenges Strategic HR Challenges Human Resource Management 1 Lecture Outline Human Resource Basic Concepts Human Resource Management challenges Environmental Challenges Organizational Challenges Individual Challenges

More information

People Are the Key Strategic Resource

People Are the Key Strategic Resource People Are the Key Strategic Resource In today s intensely competitive and globalize marketplace, maintaining a competitive advantage by becoming a low cost leader or a differentiator puts a heavy premium

More information

School of Management. The Faculty of Management and Economics COURSE OPTIONS FOR VISITING STUDENTS ABOUT THE DEPARTMENT

School of Management. The Faculty of Management and Economics COURSE OPTIONS FOR VISITING STUDENTS ABOUT THE DEPARTMENT The Faculty of Management and Economics School of Management COURSE OPTIONS FOR VISITING STUDENTS ABOUT THE DEPARTMENT The School of Management was founded in 1990. It is a dynamic School bringing together

More information

The employment relationship

The employment relationship 15 The employment relationship This chapter explores the nature of the employment relationship and the creation of a climate of trust within that relationship. THE EMPLOYMENT RELATIONSHIP DEFINED The term

More information

Management and Leadership Level 7 Units

Management and Leadership Level 7 Units Management and Leadership Level 7 Units Contents No. Detail Page M&L 56 Develop a business strategy 3 M&L 57 Develop a strategic business plan 5 M&L 58 Execute a strategic business plan 7 M&L 59 Establish

More information

Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as

Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT Define and illustrate business as a broadly-based and varied activity. Identify and illustrate the key activities of business and the relationships between

More information

Rethinking voice. Survey of employers about employee voice. Sustainable business success

Rethinking voice. Survey of employers about employee voice. Sustainable business success Rethinking voice Survey of employers about employee voice Sustainable business success Employee voice Employee voice is increasingly important in the modern workplace. Having a voice is crucial, for the

More information

SYLLABUS - MARKETING LEADERSHIP AND PLANNING (20 credits)

SYLLABUS - MARKETING LEADERSHIP AND PLANNING (20 credits) Chartered Postgraduate Diploma in Marketing (Level 7) SYLLABUS - MARKETING LEADERSHIP AND PLANNING (20 credits) Total Qualification Time: 200 Hours The purpose of this unit is to enable students to develop

More information

Business Studies - Management Notes. Business Studies Study Notes

Business Studies - Management Notes. Business Studies Study Notes Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a

More information

CONSIDERATIONS CONCERNING IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN SMALL AND MEDIUM ENTERPRISES

CONSIDERATIONS CONCERNING IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN SMALL AND MEDIUM ENTERPRISES CONSIDERATIONS CONCERNING IMPLEMENTATION OF KNOWLEDGE MANAGEMENT IN SMALL AND MEDIUM ENTERPRISES Prof. Marius Dan DALOTĂ, Ph.D. Romanian-American University 1B, Expoziţiei Avenue, Sector 1, Bucharest dalota.marius.dan@profesor.rau.ro

More information

Core Values and Concepts

Core Values and Concepts Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

AN PRODUCTIVITY BASED HUMAN RESOURCE MANAGEMENT

AN PRODUCTIVITY BASED HUMAN RESOURCE MANAGEMENT AN PRODUCTIVITY BASED HUMAN RESOURCE MANAGEMENT P. Ramya 1 & Dr.V. Muruganandham 2 1 M.Com., M.Phil (SET), MBA., Phd (Commerce) Research Scholar Assistant Professor, Department of Commerce, Pasumpon Muthu

More information

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES

MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection

More information

LearningZone Mapping Against ILM Level 7 NVQ Diploma in Strategic Management and Leadership

LearningZone Mapping Against ILM Level 7 NVQ Diploma in Strategic Management and Leadership LearningZone Mapping Against ILM Level 7 NVQ Diploma in Strategic Management and Leadership ILM Learning Zone Mapping Level 7 NVQ Diploma in Strategic Management and Leadership 1 of 23 Develop a Strategic

More information

Visionary Leadership. Systems Perspective. Student-Centered Excellence

Visionary Leadership. Systems Perspective. Student-Centered Excellence Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented

More information

Transformation in Royal Mail

Transformation in Royal Mail Transformation in Royal Mail An evidence-based approach to developing HR strategy White paper About Talent Q We design and deliver innovative online psychometric assessments, training and consultancy,

More information

Behavioural Attributes Framework

Behavioural Attributes Framework Behavioural Attributes Framework There are eight attributes in the University of Cambridge Behavioural Attributes Framework: Communication; Relationship Building; Valuing Diversity; Achieving Results;

More information

Commissioning, Procurement and Contracting

Commissioning, Procurement and Contracting Unit: CPC 519 Provide leadership for your organisation Key Purpose The key purpose identified for those working in commissioning, procurement and contracting is to: Specify, shape and secure quality services,

More information

Organizational Behaviour

Organizational Behaviour Bachelor of Commerce Programme Organizational Behaviour Introduction The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education

More information

CORE COMPETENCIES. For all faculty and staff

CORE COMPETENCIES. For all faculty and staff SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the

More information

THEORIES OF EDUCATIONAL MANAGEMENT

THEORIES OF EDUCATIONAL MANAGEMENT THEORIES OF EDUCATIONAL MANAGEMENT MANAGEMENT MODEL LEADERSHIP MODEL FORMAL COLLEGIAL POLITICAL SUBJECTIVE AMBIGUITY CULTURAL MANAGERIAL PARTICIPATIVE TRANSFORMATIONAL INTERPERSONAL TRANSACTIONAL POST-MODERN

More information

The Influence of Organizational Culture over the Ethical Principles in International Businesses

The Influence of Organizational Culture over the Ethical Principles in International Businesses The Influence of Organizational Culture over the Ethical Principles in International Businesses Cezar MILITARU Adriana ZANFIR Faculty of International Business and Economics Dimitrie Cantemir Christian

More information

Getting Engaged - What is Employee Engagement and Why Does it Matter?

Getting Engaged - What is Employee Engagement and Why Does it Matter? Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what

More information

Transformatio. competency model. Health Leadership Competency Model 3.0. updated, career-spanning. for health sector leaders

Transformatio. competency model. Health Leadership Competency Model 3.0. updated, career-spanning. for health sector leaders Transformatio National Center Healthcare Leadership Health Leadership Competency Model 3.0 updated, career-spanning competency model for health sector leaders Executive Summary The National Center for

More information

Quality Performance Analysis. Case Study - Schlumberger Company

Quality Performance Analysis. Case Study - Schlumberger Company Journal of Business Economics and Information Technology http://sc ient if iceducation.org VOL UME I, ISSUE 1, Decembe r 2 014 Quality Performance Analysis. Case Study - Schlumberger Company Albu Madalina

More information

16 The Psychological Contract

16 The Psychological Contract 276 16 The Psychological Contract Key concepts and terms Employability Social exchange theory The psychological contract Learning outcomes On completing this chapter you should be able to define these

More information

Executive Director Profile

Executive Director Profile Executive Director Profile February 2016 Role Summary: Reporting to the Assistant Deputy Minister 1, the primary areas of focus for the Executive Director are: Provide advice and support to the Assistant

More information

FRAMEWORK FOR SUSTAINABLE ORGANISATIONAL BEST PRACTICE

FRAMEWORK FOR SUSTAINABLE ORGANISATIONAL BEST PRACTICE FRAMEWORK FOR SUSTAINABLE ORGANISATIONAL BEST PRACTICE Prof. John PARKER, Chair of FIG Commission 1, Australia Key words: Quality, assessment criteria, best practice, organisation. INTRODUCTION Today every

More information

AN ASSESSMENT OF THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE

AN ASSESSMENT OF THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE AN ASSESSMENT OF THE IMPACT OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE MOHAMMED, Jamil Idris Faculty of Administration Department of Business Administration Ahmadu Bello University Zaria, Nigeria.

More information

BC Assessment - Competencies

BC Assessment - Competencies BC Assessment - Competencies This document provides a list and description of all of BC Assessment s core competencies, as well as the level of competency required for a given position, as defined in each

More information

What happens if we invest in training and developing our people and they leave?

What happens if we invest in training and developing our people and they leave? TRAINING AND DEVELOPMENT IT S ROLE IN ACHIEVING ORGANISATIONAL SUCCESS What happens if we invest in training and developing our people and they leave? What happens if we don t and they stay? Is investment

More information

BH2212 THEORIES AND PRACTICE OF HUMAN RESOURCE MANAGEMENT

BH2212 THEORIES AND PRACTICE OF HUMAN RESOURCE MANAGEMENT Module Number: Module Title: BH2212 Theories and Practice of Human Resource Management Number of Aston Credits: 20 Total Number of ECTS Credits: 10 (European Credit Transfer) Staff Member Responsible for

More information

Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers

Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers Knowledge, Skills and Strategies for Non-Profit Professionals Executive Certificate in NGO Management in Nigeria A Training Programme for NGO Leaders and Managers 1. Strategic Management From Strategic

More information

THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE

THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE Ovidiu Iliuta DOBRE Academy of Economic Studies, Piata Romana 6, Bucharest, Romania ovidiudobre87@gmail.com Abstract The last decade

More information

The Workforce and Productivity: People Management is the Key to Closing the Productivity Gap

The Workforce and Productivity: People Management is the Key to Closing the Productivity Gap The Workforce and Productivity: People Management is the Key to Closing the Productivity Gap Michael West Organization Studies Aston Business School Birmingham B4 7ET and Centre for Economic Performance

More information

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624)

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Version: 1.0 (March 2017) Version 1.0 (March 2017) Level 7 NVQ Diploma in Strategic Management

More information

The certificate in Strategic Risk and Responsibility includes four 3-credit courses (12 total credits, one class from each pillar of Risk Management)

The certificate in Strategic Risk and Responsibility includes four 3-credit courses (12 total credits, one class from each pillar of Risk Management) The certificate in Strategic Risk and Responsibility includes four 3-credit courses (12 total credits, one class from each pillar of Risk Management) Risk Management - MGMT 751 (Risk Management) REQUIRED

More information

ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research

ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research Online Open Access publishing platform for Management Research Copyright by the authors - Licensee IPA- Under Creative Commons license 3.0 Research Article ISSN 2229 3795 Revisiting the strategic management

More information

Chapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning

Chapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning Chapter 2: I. Introduction A. Beyond the Pages 2.1 discusses several aspects of Ford s strategy to restructure its operating philosophy. B. Although the process of strategic marketing planning can be complex

More information

ENTREPRENEURSHIP IN UNIVERSITY

ENTREPRENEURSHIP IN UNIVERSITY International Conference on Economic Engineering and Manufacturing Systems Braşov, 26 27 November 2009 ENTREPRENEURSHIP IN UNIVERSITY Maria POPESCU, Simona LACHE Transilvania University of Brasov, Romania

More information

The Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector

The Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector The Sector Skills Council for the Financial Services Industry National Occupational Standards Risk Management for the Financial Sector Final version approved April 2009 IMPORTANT NOTES These National Occupational

More information

QUADRANT-I. Module 3:Competency Based HRM

QUADRANT-I. Module 3:Competency Based HRM QUADRANT-I 1. Module 3: Competency Based HRM 2. Learning Outcome 3. Introduction 4. Benefits of a Competency Based Structure 5. Understanding the Competency Based Structure 6. Challenges of Competencies

More information

Job Description. Group 3 School (Salary negotiable for outstanding candidate)

Job Description. Group 3 School (Salary negotiable for outstanding candidate) Job Description Job Title: Executive Head (PT 0.6) Responsible to: Scale: Chair of Rainbow Schools Trust Group 3 School (Salary negotiable for outstanding candidate) The core purpose of the Executive Head

More information

ICMI PROFESSIONAL CERTIFICATION

ICMI PROFESSIONAL CERTIFICATION ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities

More information

Business Plan. Public Service Secretariat

Business Plan. Public Service Secretariat 2006-2008 Business Plan Public Service Secretariat Message from the Minister I am pleased to present the business plan for the Public Service Secretariat. The plan identifies Government s strategic direction

More information

Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development

Competencies. Working in Partnership. Creativity and Innovation Organisational and People Development Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical

More information

Public Service Secretariat Business Plan

Public Service Secretariat Business Plan Public Service Secretariat 2008-11 Business Plan Message from the Minister The Public Service Secretariat is a Category 2 entity that provides leadership in the area of strategic human resource management.

More information

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA

More information

Managing human resources in the knowledge-based economy

Managing human resources in the knowledge-based economy (Volume 3, Issue 1/ 2012 ), pp. 68 Managing human resources in the knowledge-based economy Ovidiu-Iliuta Dobre 1+ The Academy of Economic Studies, Bucharest Abstract. In the management of human resources,

More information

Agile leadership for change initiatives

Agile leadership for change initiatives Agile leadership for change initiatives Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 Agile principles 3 Introduction to Agile techniques 6 Working in sprints

More information

BIIAB Unit Pack. BIIAB Level 5 Diploma in Management and Leadership (QCF) 601/6773/7

BIIAB Unit Pack. BIIAB Level 5 Diploma in Management and Leadership (QCF) 601/6773/7 BIIAB Unit Pack BIIAB Diploma in Management and Leadership (QCF) 601/6773/7 Version 1 BIIAB September 2015 www.biiab.org Contents ML84 R/506/2070 Principles of Management & Leadership ML85 K/506/3659 Strategic

More information

The Nature of Organizational Theory. (Management Theory)

The Nature of Organizational Theory. (Management Theory) The Nature of Organizational Theory (Management Theory) An organization is a collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal. Continuously

More information

The effective recruitment and selection practices of organizations in the financial sector operating in the Slovak republic

The effective recruitment and selection practices of organizations in the financial sector operating in the Slovak republic The effective recruitment and selection practices of organizations in the financial sector operating in the Slovak republic Ľuba Tomčíková University of Prešov in Prešov Department of management Ul. 17

More information

Assistant Deputy Minister Profile

Assistant Deputy Minister Profile Assistant Deputy Minister Profile September 2015 Role Summary: Reporting to the Deputy Minister, the primary areas of focus for the Assistant Deputy Minister are: Provide advice and support to the Deputy

More information

I. POLICY FOR INTERNAL ALIGNMENT

I. POLICY FOR INTERNAL ALIGNMENT 1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable

More information

Strategic Resourcing : Competitive People Advantage for Banks in

Strategic Resourcing : Competitive People Advantage for Banks in Strategic Resourcing : Competitive People Advantage for Banks in Changing Paradigms Viruli de Silva Former Director Studies, Institute of Bankers of Sri Lanka Introduction : After five years of recovery

More information

FMEP: Facilities Management Evaluation Program

FMEP: Facilities Management Evaluation Program The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible

More information

machine design, Vol.5(2013) No.2, ISSN pp

machine design, Vol.5(2013) No.2, ISSN pp machine design, Vol.5(2013) No.2, ISSN 1821-1259 pp. 99-104 PROBLEMS OF ORGANIZING DEVELOPMENT OF NEW PRODUCTS Darko VASELIC* Johnson & Johnson Consumer Zug, Sarajevo, Bosnia and Herzegovina Research paper

More information

Chapter 5: Cultural Studies

Chapter 5: Cultural Studies Chapter 5: Cultural Studies The Cultural Approach A. Organizational Culture Overview 1. Sahlins (1976): Meaningful orders of persons and things. Meaningful Orders: Complex processes and relationships in

More information

AHRI Model of Excellence

AHRI Model of Excellence AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in

More information

Entering the Global Arena Motivations for Global Expansion

Entering the Global Arena Motivations for Global Expansion Entering the Global Arena -The world is becoming a unified global field; today s companies must think global or get left behind -Extraordinary advancements in communications, technology, and transportation

More information

Supporting Organizational Transformation

Supporting Organizational Transformation Supporting Organizational Transformation Collective Wisdom Fresh Ideas 4 Lansing Square, Suite 119 Toronto, Ontario M2J 5A2 PH: (416) 499-7459 FX: (416) 499-8803 Email: bcg@berkeleyconsulting.com Volume

More information

Viability and Sustainability

Viability and Sustainability Viability and Sustainability Integrated assessment tool worksheet extract 2.1 2.4 Organisational Capacity March 2014 The following pages are an extract of CSA s Viability and Sustainability Assessment

More information

City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council

City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council 1.CM.250 Issue 3 Nov-2014 Process Owner: Organisational Development Team Authorisation: Deborah Morley Page

More information

Stand: Semester / Term: Duration: Module No.: 1 Semester DLMMANE. Regularly offered in: Module Type(s): Compulsory WS, SS

Stand: Semester / Term: Duration: Module No.: 1 Semester DLMMANE. Regularly offered in: Module Type(s): Compulsory WS, SS Module Title: Management (English) Module No.: DLMMANE Semester / Term: -- Duration: 1 Semester Module Type(s): Compulsory Regularly offered in: WS, SS Workload: 300 h Credit Points: 10 Admission Requirements:

More information

DEAF DIRECT: Performance Management Policy: April Performance Management Policy

DEAF DIRECT: Performance Management Policy: April Performance Management Policy Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance

More information

STRATEGY The strategy for developing the Thorp Safety and Operations culture comprised four key elements (5) :

STRATEGY The strategy for developing the Thorp Safety and Operations culture comprised four key elements (5) : Developments in Safety and Operations Culture in BNFL s Thorp Reprocessing Plant, Sellafield, Cumbria. P J Kett BNFL, Sellafield, Seascale, Cumbria, CA20 1PG, United Kingdom. INTRODUCTION One of the best

More information

CORPORATE STRATEGY vision2025

CORPORATE STRATEGY vision2025 CORPORATE STRATEGY 2013-18 vision2025 Our Mission Northumbria University creates and applies knowledge for the benefit of individuals, communities and the economy. Through excellent research, teaching

More information

Delivering ILM qualifications to Management Trailblazer Apprenticeship Standards

Delivering ILM qualifications to Management Trailblazer Apprenticeship Standards Delivering ILM qualifications to Management Trailblazer Apprenticeship Standards Mapping the Level 5 ILM VRQ Diploma in Leadership and Management (600/5856/0) to the Operations/Departmental Manager Trailblazer

More information

Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology

Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology Advanced Diploma in Banking and Leadership in a Digital Age Module Specification: Bank Strategy, Operations and Technology Title: Bank Strategy, Operations and Technology Level: SCQF Level 10/EQF Level

More information

THE WORLD OF ORGANIZATION

THE WORLD OF ORGANIZATION 22 THE WORLD OF ORGANIZATION In today s world an individual alone can not achieve all the desired goals because any activity requires contributions from many persons. Therefore, people often get together

More information

Quadrant I. Module 25: Balanced Scorecard

Quadrant I. Module 25: Balanced Scorecard Quadrant I Module 25: Balanced Scorecard 1. Learning Outcomes 2. Introduction 3. Balanced Scorecard Framework 4. Balanced Scorecard 5. Organisational Effectiveness 6. Balanced Scorecard & Organisational

More information

London School of International Business. Level 6 Diploma in Business and Administrative Management

London School of International Business. Level 6 Diploma in Business and Administrative Management Level 6 Diploma in Business and Administrative Management 1 Content Support for Centres... 1 Level 6 Diploma in Business and Administrative Management... 3 Entry Requirements... 4 Introduction to Level

More information

BH2212 THEORIES AND PRACTICE OF HUMAN RESOURCE MANAGEMENT

BH2212 THEORIES AND PRACTICE OF HUMAN RESOURCE MANAGEMENT THEORIES AND PRACTICE OF HUMAN RESOURCE 1. Module Number: 2. Module Title: Theories and Practice of Human Resource Management 3. Number of Aston Credits: 20 4. Total Number of ECTS Credits: 10 (European

More information

Professional Skills for Government Leadership and Core Skills for NICS Grade 5 Leadership. Core Skills

Professional Skills for Government Leadership and Core Skills for NICS Grade 5 Leadership. Core Skills Leadership Leadership The three roles the service expects leaders to play are: Provide/Set Direction Inspire, seize opportunities, take tough decisions Deliver results Work with Stakeholders, Focus on

More information

Transactional activities payroll, accounting Decision Science effective utilization of human capital like finance

Transactional activities payroll, accounting Decision Science effective utilization of human capital like finance TL Carter: Hrm strategy vision, value, strategy, resources, capability, motivation and feedback if you have everything but the vision, there would be a lot of confusion o will lead to more inefficiencies,

More information

Implementing an Employee Engagement Programme

Implementing an Employee Engagement Programme Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,

More information

TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES

TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES TOTAL QUALITY MANAGEMENT IN EDUCATION: PROSPECTS, ISSUES AND CHALLENGES N. Ravindran Research Scholar, Department of Educational Technology, Bharathidasan University Tiruchirappalli Dr. R. Karpaga Kamaravel

More information

Chapter- 9 STRATEGIC MARKETING PLANNING FOR THE TOURISM INDUSTRY OF JAMMU AND KASHMIR

Chapter- 9 STRATEGIC MARKETING PLANNING FOR THE TOURISM INDUSTRY OF JAMMU AND KASHMIR Chapter- 9 STRATEGIC MARKETING PLANNING FOR THE TOURISM INDUSTRY OF JAMMU AND KASHMIR This chapter presents a new approach to strategic marketing planning for the effective functioning of tourism industry,

More information

ILM LEVEL 5 DIPLOMA IN LEADERSHIP & MANAGEMENT

ILM LEVEL 5 DIPLOMA IN LEADERSHIP & MANAGEMENT ILM LEVEL 5 DIPLOMA IN LEADERSHIP & MANAGEMENT All new possibilities to expand your horizons. Malta Qualifications Framework Level 5 What is ILM? The Institute of Leadership & Management (ILM) is the UK

More information

JOB DESCRIPTION. Executive Director: Growth and Regeneration (Health & Safety Director)

JOB DESCRIPTION. Executive Director: Growth and Regeneration (Health & Safety Director) JOB DESCRIPTION Job title: Executive Director: Growth and Regeneration (Health & Safety Director) Grade: GD1 Managed by: Head of Paid Service Responsible for: Allocated Directors Accountable for: Growth,

More information

PSYCHOLOGICAL CONTRACT AT WORKPLACE: AN INVESTMENT

PSYCHOLOGICAL CONTRACT AT WORKPLACE: AN INVESTMENT PSYCHOLOGICAL CONTRACT AT WORKPLACE: AN INVESTMENT Biranchi Prasad Panda, Assistant Professor, School of Management, KIIT University, Bhubaneswar - 751024, Odisha (INDIA), Ph. No. 09438560357, Fax No.

More information

Contents List of figures xxv List of tables xxvii List of exhibits xxix Preface xxxiii Part I The practice of human resource management 1 01 The essence of human resource management (HRM) 3 Introduction

More information

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role: Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring

More information

FACULTY OF BUSINESS AND ACCOUNTANCY

FACULTY OF BUSINESS AND ACCOUNTANCY FACULTY OF BUSINESS AND ACCOUNTANCY List of Courses Offered for University of Malaya Student Exchange (UMSEP) for 2018/2019 Academic Session No. Course Code Topic Pre- Requisite Credit Course Offered Semester

More information

Strategic Human Resource Management The SHRM is rooted in manpower planning

Strategic Human Resource Management The SHRM is rooted in manpower planning The SHRM is rooted in manpower planning It was the work of influential management gurus(for example Ouchi, 1981; Peters & Waterman, 1982), - affirming the importance of the effective management of people

More information

The nine keys to achieving growth through innovation By Dr Amantha Imber

The nine keys to achieving growth through innovation By Dr Amantha Imber The nine keys to achieving growth through innovation By Dr Amantha Imber IMPORTANT: This document is a PDF representation of the slides that were used in an Inventium keynote. Feel free to share these

More information

What General Managers want

What General Managers want Strategic Resource, IT and Knowledge Management Jason C. H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane, WA 99223 chen@jepson.gonzaga.edu What General Managers

More information

EFQM MODEL CRITERIA APPLICABLE TO ANY ORGANISATION

EFQM MODEL CRITERIA APPLICABLE TO ANY ORGANISATION EFQM MODEL CRITERIA APPLICABLE TO ANY ORGANISATION The beauty of the Model is that it can be applied to any organisation, regardless of size, sector or maturity. It is non-prescriptive and it takes into

More information

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN HUMAN RESOURCES STRATEGIC PLAN 2015 2020 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for 2020. The university has chosen a high quality research-strong

More information

Balanced Scorecard. MA. DESIREE D. BELDAD, Ph.D. FEBRUARY 9, 2012

Balanced Scorecard. MA. DESIREE D. BELDAD, Ph.D. FEBRUARY 9, 2012 Balanced Scorecard MA. DESIREE D. BELDAD, Ph.D. FEBRUARY 9, 2012 IMAGINE ENTERING THE COCKPIT of a modern jet airplane and seeing only a single instrument there. How do you feel about boarding the plane

More information