Faculty Resources

Assignments.

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The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Assignment Module Alignment
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Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Criteria Inadequate (40%) Minimal (60%) Adequate (80%) Exemplary (100%) Total Points
Organization and format
Writing lacks logical organization. It may show some coherence but ideas lack unity. Serious errors and generally is an unorganized format and information.

Writing is coherent and logically organized, using a format suitable for the material presented. Some points may be contextually misplaced and/or stray from the topic. Transitions may be evident but not used throughout the essay. Organization and format used may detract from understanding the material presented.

Writing is coherent and logically organized, using a format suitable for the material presented. Transitions between ideas and paragraphs create coherence. Overall unity of ideas is supported by the format and organization of the material presented.

Writing shows high degree of attention to details and presentation of points. Format used enhances understanding of material presented. Unity clearly leads the reader to the writer’s conclusion and the format and information could be used independently.
Content
Some but not all required questions are addressed. Content and/or terminology is not properly used or referenced. Little or no original thought is present in the writing. Concepts presented are merely restated from the source, or ideas presented do not follow the logic and reasoning presented throughout the writing.

All required questions are addressed but may not be addressed with thoughtful consideration and/or may not reflect proper use of content terminology or additional original thought. Additional concepts may not be present and/or may not be properly cited sources.

All required questions are addressed with thoughtful consideration reflecting both proper use of content terminology and additional original thought. Some additional concepts may be presented from other properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing.

All required questions are addressed with thoughtful in-depth consideration reflecting both proper use of content terminology and additional original thought. Additional concepts are clearly presented from properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing.
Development—Critical Thinking
Shows some thinking and reasoning but most ideas are underdeveloped, unoriginal, and/or do not address the questions asked. Conclusions drawn may be unsupported, illogical or merely the author’s opinion with no supporting evidence presented.

Content indicates thinking and reasoning applied with original thought on a few ideas, but may repeat information provided and/ or does not address all of the questions asked. The author presents no original ideas, or ideas do not follow clear logic and reasoning. The evidence presented may not support conclusions drawn.

Content indicates original thinking, cohesive conclusions, and developed ideas with sufficient and firm evidence. Clearly addresses all of the questions or requirements asked. The evidence presented supports conclusions drawn.

Content indicates synthesis of ideas, in-depth analysis and evidence beyond the questions or requirements asked. Original thought supports the topic, and is clearly a well-constructed response to the questions asked. The evidence presented makes a compelling case for any conclusions drawn.
Grammar, Mechanics, Style
Writing contains many spelling, punctuation, and grammatical errors, making it difficult for the reader to follow ideas clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices disrupts the content. Additional information may be presented but in an unsuitable style, detracting from its understanding.

Some spelling, punctuation, and grammatical errors are present, interrupting the reader from following the ideas presented clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices may detract from the content. Additional information may be presented, but in a style of writing that does not support understanding of the content.

Writing is free of most spelling, punctuation, and grammatical errors, allowing the reader to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented in a cohesive style that supports understanding of the content.

Writing is free of all spelling, punctuation, and grammatical errors and written in a style that enhances the reader’s ability to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented to encourage and enhance understanding of the content.
Total: 50 pts

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Discussion Module Alignment
Module 1: The Role of Human Resources
Module 2: Human Resource Strategy and Planning
Module 3: People Analytics and Human Capital Trends
Module 4: Diversity in the Workplace
Module 5: Workforce Planning
Module 6: Recruitment and Selection
Module 7: Onboarding, Training, and Developing Employees
Module 8: Compensation and Benefits
Module 9: Performance Management and Appraisal
Module 10: Building Positive Employee Relations
Module 11: Employee Termination
Module 12: Employee Rights and Responsibilities
Module 13: Union–Management Relations
Module 14: Safety, Health, and Risk Management
Module 15: Corporate Social Responsibility
Module 16: Global Human Resources
Module 17: Human Resources in Small and Entrepreneurial Businesses

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

Discussion Grading Rubric
Criteria Not Evident Developing Exemplary Points
Submit your initial response
No post made

Post is either late or off-topic

Post is made on time and is focused on the prompt
10 pts
Respond to at least two peers’ presentations
No response to peers
 
Responded to only one peer
Responded to two peers 5 pts
  • Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
  • Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

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9 HR Capstone Project Examples for HRMBA Students

  • Published April 27, 2018
  • Last Updated June 23, 2023

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Nine HR Capstone Project Examples

  • Human Resources Theory into Practice
  • Effect of Increasing Training Budget
  • Methods of Employee Assessment
  • How Does the Human Resources Department Increase the Value of a Company?
  • Workplace Diversity Concerns
  • What Are the Key Factors that Contribute to Employee Turnover Within the Organization?
  • What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?
  • How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?
  • How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations?

A capstone project is one of the final tasks in business school.  Through the process, whether an international business or HRMBA capstone project, students demonstrate that they understand the principles of their field and can practically apply this information. Many business students, especially those in human resource management, choose to use their final project as an opportunity to learn more about a particular subcategory as well as boost their resume. Since there are so many different career paths for HRMBA graduates, a targeted capstone experience can help these students jumpstart their career after graduation. Some human resources management capstone project ideas include the following.

Read:  Top 50 Best Online Master’s in HR Degree Programs (MSHR)

1. Human Resources Theory into Practice

For this project idea, students can examine a few different theories in human resources or just do an in-depth study on one and describe what the selected theories look like in the industry. Many times, these capstone projects include an element of experiential learning where the student spends time in a workplace to understand what the job is actually like. During this experience, the student then watches for specific techniques used by the human resource department. Then, at the capstone presentation, they can highlight which theories and techniques were used at the work site and the results and any recommendations based on human resources theory.

2. Effect of Increasing Training Budget

This project focuses on the degree to which employee training can affect profits. For this capstone idea, after choosing a specific workplace, a student can examine the current training methods and determine what changes would be effective. Based on the data collected and predictive modeling techniques, the student can calculate the tipping point, or at what point adding money to training no longer increases profits and how much is added up until that point.

3. Methods of Employee Performance Appraisal

Along with training, another aspect of human resources involves rating an employee’s performance in a variety of areas. Sometimes, this is based on definitive data, but other times, this involves quantifying less directly measurable skills. For this HRMBA capstone project idea, a student could explore ways of objectively scoring employee performance in these positions. Another aspect of this involves removing subjective bias during the interview process.

4. How Does the Human Resources Department Increase the Value of a Company?

This capstone idea focuses on the intrinsic value of a strong human resource department and how this affects different aspects of the company. Training methods, employee motivational programs, benefits selection, and recruitment processes all affect how employees view their workplace. Further, the student can describe how these also determine the opinions of other companies, potential applicants, and the general public.

5. How do Diversity and Inclusion Initiatives Impact Organizational Performance and Innovation? 

Increasing diversity at all levels of employment is becoming more important. According to Forbes , the field of human resources is changing, and one main aspect of this involves companies being open about the diversity of their staff or lack thereof. For this capstone HR  project, students demonstrate all the benefits of diversity in the workplace including the financial and cultural effects.

6. What Are the Key Factors that Contribute to Employee Turnover Within the Organization?

This capstone could be a research project looking at the top reasons for turnover within an organization.  While specific factors can vary based on the industry, several factors could be explored including:

  • Job dissatisfaction
  • Lack of career development
  • Poor leadership and management
  • Lack of recognition and reward
  • Work environment and relationships

If turnover is your area of interest, HRMBA students could partner with an organization to do an assessment and make recommendations.  Interviews or surveys could be conducted with management and former staff to learn more about their reason for leaving.  Recommendations could be made to the organization with ways they could reduce their turnover rate.

7.  What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?

Recognizing and appreciating employees’ efforts and achievements boosts their motivation and morale.  When employees feel valued and appreciated, they are more like to be engaged and productive.  But how do you know if your organization’s recognition program is effective?  A capstone studying an organization’s recognition program that includes interviews or surveys with staff would be of great value to an organization.  Some other HR project ideas in this area could consist of:

  • What are the key factors that influence employee retention within an organization?
  • What is the relationship between employee recognition and retention within the organization?
  • How effective are current employee retention efforts in reducing turnover rates?
  • What role does work-life balance play in employee retention?

8. How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?

While flexible work arrangements existed before the COVID pandemic, there has been a 20% increase in companies who prioritize flexible scheduling since 2019.  After years of remote work, there is finally enough data to show that it works.  According to McKinsey’s American Opportunity Survey, 58% of Americans reported having the opportunity to work from home at least one day a week.  The survey also showed that 87% of workers accept a flexible work arrangement when it is offered.  Flexible work arrangements are a desirable feature for American workers.

Not every industry is structured to support work from home, so fortunately company leadership can choose from a variety of flexible work arrangements.  Here are some research questions that could provide some capstone project ideas .

  • What are the perceived advantages and disadvantages of flexible work arrangements from the perspective of both employees and employers?
  • What is the impact of flexible work arrangements on team collaboration, team building, and coordination?
  • How do different types of flexible work arrangements affect employee outcomes and organizational outcomes?

9.  How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations? 

Human resources is a popular concentration within an MBA program.  MBA graduates are prepared for leadership roles within an organization, so their capstone experience must provide them with the opportunity to develop these leadership skills.  HR MBA capstone project ideas related to leadership style can be a journey of self-discovery.  Completing a capstone experience in an organization can help you identify leadership behaviors that drive employees to succeed.  By comparing the leadership styles within several different organizations, MBA HR students can begin to see which styles have a positive impact on an organization and which may be toxic.

At the end of most graduate programs, students need to display their mastery of the core competencies in their field. Completing a capstone project during an HRMBA program showcases a student’s knowledge and also allows students to focus on an area of human resources that is of particular interest to them.  We hope these capstone human resources /MBA ideas have been a helpful resource.

Browse Course Material

Course info, instructors.

  • Prof. Diane Burton
  • Prof. Paul Osterman

Departments

  • Sloan School of Management

As Taught In

  • Industrial Relations and Human Resource Management

Learning Resource Types

Strategic hr management, assignments, course schedule.

Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

Assignment Questions

  • What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
  • What are the foundations of Southwest’s competitive advantage?
  • How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
  • To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
  • To what extent is Southwest’s success based on Herb Kelleher?
  • How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?

Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.

  • What is Portman’s strategy for competing successfully in its chosen market?
  • What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
  • How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
  • Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
  • What should Portman do?
  • How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.

  • What is motivating the workers at NUMMI?
  • What are the design elements of the Toyota team-based manufacturing system?
  • Why has General Motors had so much trouble learning from NUMMI and Saturn?
  • Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

Session 4: The Role of the HR Function

Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018

Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.

  • How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
  • What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
  • What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
  • Why did management previously ignored the illegal “punch-out” system?
  • What actions would you take if you were Porter? What are the risks associated with these actions?

Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines

Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.

Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.

  • What role have ServiceMaster’s values and goals played in the firm’s success?
  • Why haven’t other companies successfully copied the ServiceMaster approach?
  • How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
  • Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
  • There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).

  • What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
  • Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
  • If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
  • Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

  • What is your assessment of Parson’s performance? Should he be promoted?
  • Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
  • If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
  • If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

Session 10: Diversity Case: The Case of the Part-time Partner.

Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.

  • Would you vote to make Julie a partner? Why or why not?
  • What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
  • What is your assessment of how the firm handled the situation?
  • How might they have proceeded differently?

Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

  • What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
  • What is it like to work in such a plant?
  • What are the major risks of a leveraged buy-out such as this?
  • What do you think of Stack’s ideas about management?
  • What are the key elements of the program Stack put in place?
  • Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.

  • What are the complementary elements of the SAS HR system that make the compensation system effective?
  • Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
  • Could the SAS approach work in other high technology organizations?
  • What would happen if VDS tried to emulate the SAS approach? Why?

Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.

  • What is the basic philosophy and values of VDS?
  • How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
  • Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
  • What should VDS do about the Product Data Management (PDM) problems?
  • Would you make any changes to VDS’ compensation systems? What? Why?

Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

  • What are the pros and cons of switching from wage rates to piece rate pay?
  • Is Safelite a good candidate for switching from wage rates to piece rates?
  • Should there be a guaranteed wage? If so, how should it be set?
  • What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

Session 15: Non-Profit Management Case: The John Snow Institute.

  • How successful is JSI?
  • How effective is their current human resource management system?
  • What should Joel Lamstein do?

Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

  • What were the challenges facing Gary Loveman when he took charge?
  • What were the key changes he undertook?
  • What were the consequences for employees?

Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.

  • How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
  • Do you have any concerns about the practices described in the case?
  • Would you change management systems at Nordstrom? Why? Which systems?

Session 18: Review & Wrap-up

Assignment Question

  • Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

Summary of Class Sessions and Assignment Due Dates ( PDF )

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MBA ASSIGNMENT Human Resource Management

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Petra Saarinen

human resources assignment sample

SHRM THESIS Proposal

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The focus of this study is the impact of strategic Human Resource Management on Organizational performance. The aim of strategic human resource management is to improve organizational performance through the management of people. The organizations need to effectively and efficiently manage their human resources in order to achieve the desired goals and objectives. The attainment of the goals and objectives translates also in better performance (corporate, financial, etc.). Therefore, the issues raised in this study is the approach used by organizations to manage their human resources and to check if strategic human resource management help to meet the requirements, the goals and objectives of the business organization. The aim of this study is to establish the potency of human resource management in an organization, to ascertain the correlation in strategic human resource management practice and organizational performance, to investigate the interrelation of strategic human resource management exercise and organizational performance and to explore the relationship between these strategic human resource management practices and numerical difference. Sources of information for the study were obtained from questionnaire responses, books, seminar, and journals. The discovery of the study is based on the analysis that: there is a beneficial link between strategic human resource management (recruitment, appraisal, training, etc.) and an organizational performance. There is a remarkable correlation of output per employee and strategic human resource management. There is an association between profit per employee and strategic human resource management. There is a beneficial and remarkable relationship linking strategic human resource management and the overall enhancement of organizational operation. The following recommendations were made on the basis of the above; 1. The role of trust towards achieving service delivery should be addressed. 2. Management should accept a service orientation for an employee in order to meet their professional standard. 3. Human resource management should be made an element of learning at all levels. The study presumes that human resource management is concerned with all the areas of an organization in order to obtain the needed skill and will-motivated workforce in organizations so as to achieve organizational performance.

Lynda Gratton

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HR systems can provide a long-term competitive advantage through permitting the growth of firmspecific abilities. Strategic management of human resources involves with establishing a connection amongst the general strategic objectives of the organization and the strategy for human resources and performance. In this study, an approach to surveys was used using an autonomous standardized questionnaires as a data collecting technique, which was communicated to (50) executives and gathered from (29) managers. The study found no significant differences in HRM effects based on work format. Years of expertise significantly influenced HRM dynamics and performance indicators, indicating its crucial role. Overall, expertise had a more substantial impact than work format on HRM-related outcomes. The current investigation makes significant enhancements to the reservoir of information at both the scientific and pragmatic stages, and it offers substantial suggestions that will improve HRM and SHRM management, which will enhance the overall success of the organization.

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Human Resource Management

University: Regent College London

  • Level: Undergraduate/College
  • Pages: 15 / Words 3867
  • Paper Type: Assignment
  • Course Code:
  • Downloads: 32064

Table of Content

INTRODUCTION

Task 1 hr management, task 2 recruitment and selection, task 3 - reward and motivation, task 4 - employee exit procedures.

HRM is essential element in organization which helps in reaching desired goals. It is the management function designed by corporate entities for selecting, attracting, rewarding of employees. British gas is a reputed company of petroleum sector which deal in various kids of energy products. The report helps in understanding the difference between HRM and personal management. It also explains HRM policies adopted by British gas and their impact on organization success.

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1.1 distinguish between personal management and hr management.

Personal management and human resource management both are related to employee management in the organization, but there are some philosophical changes exist in between.PM is somewhat related to following the employment low and dealing with payroll policies. In contrast, Human resource management has a wider concept and is related to managing and controlling workforce. HRM function directly contributes in success of organization. In the present era HRM is accountable to incorporate all the task of personal management (Grobler and Warnich, 2006). It motivated workforce to increase the reputation of company and maximise organizational effectiveness. HRM is a proactive function on the other hand Personal management is reactive. Human resource management focused on continuous development of policies while the second one is considering as self - regulatory function of organization. HRM always seeks for development of organization while encouraging the personal and professional development of employees. In personal management organization has single responsibility of personal development but in HRM all managers of different department works together towards a similar goal. British Gas, has various department which works one together with the aim of employee effectiveness and productivity, hence it can be said that company in performing human resource management task.

1.2 Functions of HRM

Human resource management is accountable for recruiting, compensating, providing trainings, development of leadership and so on. Following points explains the various functions of HRM.

  • Recruitment and selection
  • Training and developments
  • Benefits and Compensations
  • Development of effective policies
  • Personal administration
  • Ensuring Legal Compliance

The various functions of HRM play a significance role in managing human resource capital which supports organization to become efficient internally and to remain competitive in market place. With and selecting policies supports in choosing right candidate for the right place. Training and development are the essential functions of HRM that are focusing on continuous investment to providing training to employees. This function is directly linked with organizational performance. Well trained employees will give better performance outcomes to company overall the business will reach improved performance outcomes (Paauwe, 2004). The functions of HRM are based on trust and mutual understanding, management ensure employees to provide development opportunities. IN British Gas provides job training as well as refresher trainings to newly hirers. The training and development programmes help in truing employees in into company's assets (Hollenbeck, Gerhart and Wright, 2004). The opportunity of personal and career growth provided by organization helps in gaining employee loyalty. British Gas needs to provide professional leadership training to manager so they can contribute in achieving desired goals. Another function of HRM is to provide benefits and compensation to workforce which allows business to achieve employee retention. Attractive payrolls packages help in attracting talent pools in the organization.  The major task of HRM is to make aware management team with the various employments laws and employ policies that are beneficial to employees as well as organization (Dowling, Festing and  Engle, 2008). 

1.3 Role and responsibilities of line managers in British Gas

Every employee in the organization has to reports line managers at the end of each task given to them. The responsibility of line managers is to inform the top management about   individual employee and its performance status. These managers work as bottom line managers and monitor the performance of workforce and gives reports to department head.  Management of British Gas includes various departments and it has single line managers of each department (Guest, 2011). Line manager are responsible of recruitment process as it provides information of need of workforce for a special task to Hr department them HR department decides the conducts interviews. The interviews of various candidates are to be taken by line managers, in this way the accountability of selecting suitable candidate in British Gas lies with such managers. After selecting a candidate they arrange training for them. In the organization employees are trained in two ways such on the job trainings and off the job trainings (Saari and Judge, 2004). On the job training are to be given be line managers themselves on the other hand to arrange off the job training they have to communicate with HR department. Line managers monitor the performance of workers and access their need of training. If any employee needs any kind of training they ask management for providing resources to improve effective of workers. Such managers are accountable for day to day people management, quality checking, measuring operational performance, supervising and so on.

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1.4 The Equality Act 2010 has meant some changes to employment legislation

The major aim behind introduction Equality Act 2010 is to strengthen the law which support progress of equality practices in organization. According to the Equality Act 2010 there has not to be any discrimination between employee on their cast creed and believes. The all need to given chance to be selected in the company and discrimination as per gender has also to be avoided in the organization. British Gas adopted all the legal policies of Equality Act 2010 and respects the feeling of existing and potential employees. HR policies of company such as recruitment and selection, rewarding workforce, trainings and so on are designed while following the regulations of Equality Act 2010 act. It supports company in attracting and retaining talent pools. In respect to BG, where all the employees are working with equal efforts and consideration, this law is effective and applicable. As per this act, all the employee should be treated with equal wages and should be motivated with the equaility. There shouls not be any difference made in treating them with any differernece. Moreover, at BG, there are various functiosn which are mainly performed by male, but the allocation of activities shouyld be made so effective in respect to female staff in this organisation.

2.1 An outline of the stages involved in HR planning within British Gas

Human resource planning is the process indentifying the needs to human resources in the organization and designing the strategies to meet such demand. Business need to conduct proper internal and external assessment of HR needs and supply.

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Stages involved in Human resource planning of British Gas

Accessing human resources: Human resource planning is starts with internal and external analysis. Business unit access the current HR inventory level, which helps in determine the internal strengths and weakness of human capital as well opportunities and threats of performing job analysis. In BG, every aspect of exusting manpower are measured and evakluate so that effective allocation of work practices can be given and allotted.

Demand forecasting: After having proper human capital assessment next step is forecast the demand of human resource.  It refers to the process of determining future needs of HR in terms of quality and quantity. The management for through the plans and procedures of company and decide the need (Jackson, Schuler and Werner, 2011).  At BG, it is very important to discuss the requirements for leading team of manpower in appropriate manner. Wirth the help of propoer management at BG, this practice can be made by forecasting needs in advance.

Supply forecasting: Supply of human resource refers to fill the vacant post with suitable candidate. To meet the need of human capital British Gas use both internal and external sources of recruitment such as promotions and recruitment of fresh candidates. At BG, this is a complete process, which is achieved with the proper recruitmnet process.

Matching demand with supply: Matching demand with supply is considered as the bringing supply and forecast at an equilibrium positions. The company focuses on shortages and over staffing position it also gives the information about sources of recruitment (Cardon and  Stevens, 2004).  At BG, this process is made effective with the achievement of matching demand of manpower at BG with the supply made.

Action plan: This is the last stage where HR plans are to be executed to attract talent pools in the organization. In this stage HR manager controls and evaluates whether planning policies meets with HR objectives or not. At BG, the action plans for effective HR planning is achieved by implementation of procedures and policies laid down for recruitment and selection.

Being a largest energy supplier human resource planning is very essential in British Gas. The am behind adopting HRP is to remain competitive in energy industry. The consumers of energy product have a dynamic nature and they always look for quality and standard services. To fulfil the needs of clients and to gain customer loyalty business needs highly skilled labour with expertise in energy products. HRP helps in designing the policies to attract and retain employees in organization. Once a candidate is selected it had to be given training to his / her performance area. It also helps in encouraging British Gas employees for learning new technologies (Price, 2011). The company offers quality services at competitive prices.  To perform the technical task organization need a highly skilled team of engineers. Human resource planning will help organization in conducting job analysis and in designing job description and job specific. Business can also formulate promotional policies for the workforce. HR planning can help in recruiting top class engineers and this will a cost effective way to recruit employees.  If company recruit suitable and quality employees it will have to pay less for training, thus the cost cutting will be possible.  In this ways it can be said that with the help of human resource planning British Gas can make more profits and also can maintain high standard of services.

2.2 Compare the current recruitment and selection processes for British Gas

Recruitment is the process of attracting talented candidate on the other hand selection is refereed as choosing a best employee among them. This process helps organization in having right candidate for a write job. Wherever, in the British Gas, need of human capital occurs, management put the advertisement in newspapers or company's websites. The candidates are asked for dropping online application. After receiving the application they replay to candidate and give them information of receiving applications. Recruitment teams and managers reviews the applications as per requires skills and educational qualifications. After that HR manager make a call to selected candidate for taking a telephonic interview (Kaplan and  Norton, 2004). Most of time, company conducts interview in its central assessment venues. At this stage candidate is asked for bring their licences, address proofs.In this interview behavioural and technical expertise of candidate are to be judged. The result of interview will be passed over the telephones. Company stores the data of unsuccessful candidates to future use for filling vacant post. After selecting candidates their medical and criminal record is to be accessed and then successful candidate are enrolled for training.  EDP is a company of energy sector and its recruitment and selection process is different from British Gas. The management do not taker CV and candidate have to apply online. After making online application recruitment team arranges interviews of candidates. The interview will be taken face to face and some job related questions are to be asked.  Further process is same as British gas but ERP sends feedbacks to unsuccessful candidates that can be helpful for future interview.

The aim of conducting recruitment policies of both companies is to recruit outstanding and dynamic employees. With the aim of providing best service to their clients   both the companies are trying to attract technical employees such as engineers. The recruitment and selection procedure is cost effective and. They conduct screening of application and chose only eligible person (Armstrong and Taylor, 2014). Both the companies have procedures such as position, attracting candidate, pre-screen, testing and evaluation, interview; reference checking, providing job offers and last successful placement. Optional client interview and site tour in not involved, in selection and recruitment process of both the companies (Chelladurai, 2006). The policies benefit the company in accessing right candidate for right place. Both the company take time to appointing candidate which can help in help in selecting a best candidate in a cost effective way.

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3.1 Evaluate the process of job evaluation‘within British Gas

Job evolution is the process of systematic comparison between jobs and their relative worth. The purpose behind to conduct job evolution is to design rational pay structure. The process of job evolution starts with job evolution and finishes at the point where the worth of a job is accessed.  It helps British Gas in analysing the worth of a job over other work and supports in achieving pay equity between jobs. It is not a tool to fix the pay structure but it provides basis for rational wages structure. Job evaluation helps to determine satisfactory wages differentials among jobs where performance appraisal helps award pay increase to employees who shoe improved performances (Schuler and Jackson, 2008).

Job evolution process of British Gas has following steps such as

  • Gaining acceptance
  • Creating job evaluation committee
  • Finding the jobs to be evaluated
  • Analysis and preparing job description
  • Selecting the method of evaluation
  • Classifying of jobs
  • Deciding the pay scale

Organization has two factors which determine the pay scale to employees   such as internal and external factors while considering the factors such of labour market, cost of living and government legislations decides the pay scale of employees. The most important factor which determines the pay scale in British Gas is performance appraisal. The management provides salaries as per individual performance and capabilities. The organization need to establish performance standards and should communicate the standards to each employee which will help it in measuring the actual performance with the expected one.  To monitor the employee performance they can appoint supervisors at every level (Dess, Lumpkin and Eisner, 2006).

At BG, this practice is implemented with the Equity Theory of workplace motivation. This theory is based on the premise taht employees come down to an equilibrium level when the level of input become equal to output.

  • Effort and enthusiasm
  • Skills and abilities
  • Flexibility and adaptability
  • Loyalty and commitment to the organization
  • Financial compensation
  • Praise and recognition
  • Additional responsibility and autonomy
  • Job security
  • A sense of career advancement or personal growth

According to this theory, equity theory is when the input outcomes of employess working at BG becomes equal to outputs. When they feel equitable level to the reward achievement, the factors such as job satisfaction, workplace behavior and low employee morale can be achieved.

3.2 Assess motivation theory within the context of British Gas

British Gas has maintained an image of largest and best quality service provider in UK energy market. To maintain this image company need support from its employees in terms of higher performance and productivity. In order to motivate the workforce company has to identify needs of individual employee. There is a positive relationship between   employee motivation and reward system. Management can motivate employees using monetary and non monetary reward system through which it can gain higher employee performance. According to the existing employees of organization, the reward system in the organization is not in a ways to motivate them as the organization takes a long time to promote employees. The business need has to improve promotion schemes and employee is to be promoted as per their performance.  As and financial rewards employees can be offered attractive pay scales ,  perks, expenses, bonus and commission,  overtime  benefits, pension agreement  and so on. On contrary monetary   rewards includes reputation, social -recognition, praise, thanks, accountability and training & development opportunities.  Performance based appraisal system is to be introduced in which incentives and bonus will be provided as per the individual productivity (Armstrong and Taylor, 2014). There is a lack of communication in the British Gas which is a main barrier of employee motivation. It needs to communicate reward to employee through a proper ceremony in particular time period. Organization can also arrange award for best employee of the year, in these employees can be better motivated (Odina, 2014). To achieve employee motivation in different situations British Gas has to consider “Equity theory”.  The company is suggested to appoint managers that will prepare the report on individual performance so there can be a fair reward system.  HRM system will have to design three kinds of rewards system such as profit sharing, job evolution and merits rating with the aim of achieve employee motivation in the organization.

4.1 Identify reasons for leaving the organisations

There are various reasons for the cessation of the employment in the British Gas which are very important to study. Some of the main reasons are resignation, layoff, mergers, buyout, poor performance, bribe, etc.

Resignation - Employees can give resignation for the different reasons it may be personal or any problem in the office. But before leaving the office it is very important to provide a notice period and also have to attend the exit interview so that the main reason of the resignation can be known. After all this he has to provide written resignation documents.

Layoffs - It is also one of the many problems as many times companies are not able to make the desired profits and because of that they are asked to leave the organization. There are many reasons like if the company is facing any financial problems or the particular job is no longer required in the company, it may be layoff of the employees in the fair and the honest ways.

Mergers/Buyouts - If the British Gas merge with any other company or they buyout any companies, employees may lost their jobs by giving some of the amount.

For case - Any employee could be terminated if he violated made by the British Gas or could have jeopardize the laws made by the company.

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Exit Procedure

1. Partial Termination

  • It may be because the employee has given the resignation to the department with 4 week notice
  • Employee has to give the secret exit interview so that the cause of the exit can be known
  • Employee has to fill up a particular form regarding the retires system returns
  • Employee has to return his badge to the HRM department
  • Tax sheltered annuity of the deferred compensation plan
  • Unemployment compensation has to be given

It has been analysed that BG and EDF uses partial termination as a tool so that employees may learn about the effective achievemnt of loopholes made prior to the work process. Moreover, this is a way to evaluate the acting employee on behalf of staff who is terminated.

2. Retirement

  • Person has to apply for retirement
  • Complete health and dental insurance is checked
  • All the social security benefits are checked

It has been evaluated that by following retiremnet as a procedure by BG and EDF, the opportunities for new employes can be developed. It is alos a way to seek the leadrning and arena of motivation to more broader level.

3. Dismisal

  • In case of dismissal he has to follow all the steps as stated in the above process
  • In case of the death of an employee who has been terminated or retired for the less than 90 days, department has to inform the HR service centre.

There are different legal and employment acts on the employment. When any new person is employed both the parties have to sign on some legal documents regarding the job. It is very difficult to cease the employees immediately as employer has to follow some of the rules before ceasing. If any employee is found doing something wrong then HR can take some of the immediate steps to cease the employee. If the employee does not any reason for his ceasing then he can easily apply again to consider his case and the ceasing procedure is found illegal then HR will be have to face legal proceedings.

Human resource management is an integral part of business which ensures company to manage employees in an effective way.  The report aims to explain the human resource practices of adopted by British Gas an energy company of UK.  It also discuses HRM policies adopted by British Gas and their impact on organizatio

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An assignment examples on human resources s is a prosaic composition of a small volume and free composition, expressing individual impressions and thoughts on a specific occasion or issue and obviously not claiming a definitive or exhaustive interpretation of the subject.

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Writing an assignment is extremely useful, because it allows the author to learn to clearly and correctly formulate thoughts, structure information, use basic concepts, highlight causal relationships, illustrate experience with relevant examples, and substantiate his conclusions.

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10 Assignments For Human Resource Managers To Develop Future Skills

  • By Simon Carvi
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10_assignments_for_Human_Resource_Managers_to_develop_future_skills

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

human resources assignment sample

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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  1. Assignments

    Module Alignment. Assignment: Becoming a Changemaker. Module 1: The Role of Human Resources and Module 2: Human Resources Strategy and Planning. Assignment: Develop a Diversity Allies Program. Module 3: People Analytics & Human Capital Trends and Module 4: Promoting a Diverse Workforce. Assignment: Job Description Research and Development.

  2. Human Resource Management Assignment

    Under this area of human resource management, the focus is placed on the attraction of employees, skills development, rewards and retention, processes Cornelius Willem van der Westhuizen Unit A/615/2727 - Human Resource Management 3 fwhich are critical to the growth of individual employees and the workers (Hou et al. 2017).

  3. HRM Assignment 1 Introduction to HRM

    Human Resource Management Assignment 1: Individual Essay James Goh Wei Li 101221297. ... Christopher, K & Clinton A 2016, 'Improved analysis of explosives samples with electrospray ionization-high resolution ion mobility spectrometry', ScienceDirect, Vol, No, pp 64-71.

  4. 9 HR Capstone Project Examples for HRMBA Students

    9 HR Capstone Project Examples for HRMBA Students

  5. Assignments

    Center for Human Resources, Wharton School of the University of Pennsylvania. Reading: Simons, Robert. "Control in an Age of Empowerment." Harvard Business Review. Reprint #95211. Assignment Questions. How effective is Nordstom's human resource management system? In what ways does it contribute to the firm's success?

  6. PDF Introduction to Human Resource Management Spring 2022

    Spring 2022 37:533:301:04, index 18105. :30 PM to 4:30 PM (ET) or by appointment through ZOOMThis course will introduce and overvie. the major topics in Human Resource Management (HRM). HRM is a fundamental component of the competitiveness, effectiveness, and sustainability of any organization, as it influences who is hired, how they are ...

  7. Human Resource Management Sample Assignment

    Human Resource Management Sample Assignment - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. The document provides an analysis of the human resource strategies and practices of The Container Store, including their recruitment, selection, training, and motivational policies. It discusses that The Container Store uses an employee referral ...

  8. Human Resources Management Assignment

    Human Resources Management Assignment - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. This document discusses human resource management and its functions. It begins by explaining that HR manages employees as valuable assets, not just resources. It then discusses the key functions of HR like recruitment, training, performance reviews, and ...

  9. (PDF) MBA ASSIGNMENT Human Resource Management

    Introduction The aim of this assignment is to examine the relationship between Human Resource Management (HRM) and strategy. The essay explores the changing and developing role of HRM in providing a corporate and strategic dimension to an organization s life-cycle. By making use of the literature the essay identifies a number of organizational ...

  10. Sample Assignment HRM

    Sample Assignment HRM - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. The document discusses human resource management (HRM) practices at Procter & Gamble (P&G). It defines HRM and outlines its key purposes and areas including staffing, compensation, and work design. It also discusses the importance of workforce planning for organizations ...

  11. PDF Human Resource Management Assignment: Sample

    Claydon, 2010). Human Resource Management (HRM) is a business function which has. been forced to expand and integrate its remit to embrace international aspects of business and. anaging employees is no longer a. the modern business environment. essay examines contrasting opinions of what. comprises best practice in international HRM.

  12. Assignment Sample: Human Resource Management in an Organization

    1.2 Functions of HRM. Human resource management is accountable for recruiting, compensating, providing trainings, development of leadership and so on. Following points explains the various functions of HRM. Recruitment and selection. Training and developments. Benefits and Compensations. Reporting.

  13. Free Human Resources Assignments Samples and Examples List

    Samples List. An assignment examples on human resources s is a prosaic composition of a small volume and free composition, expressing individual impressions and thoughts on a specific occasion or issue and obviously not claiming a definitive or exhaustive interpretation of the subject. Some signs of human resources s assignment:

  14. Free Human Resource Management Assignment Samples

    HRMT20024 Managing Human Resources Assignment Sample. HRMT20024 Managing Human Resources Assignment Sample In today's day and age, organisations are facing numerous challenges from internal as well as the external business environment. One of the critical challenges is attracting and retaining the best talent in an organization.

  15. 10 Assignments For Human Resource Managers To Develop Future ...

    Meet with business line manager, top management, and collect market data to validate assumptions. 4. Highlight company's top 5 turnover reasons with action plan to top management. Competency developed: Business partnering. Objective: Develop your HR Managers to become real Business partner. Explanation: From back seat to the front seat.

  16. HR Human Resources jobs in Saint Petersburg, FL

    Saint Petersburg, FL 33710. (Pasadena Vista area) $42,000 - $50,000 a year. Full-time. 40 hours per week. Monday to Friday + 2. Easily apply. 3-5 years of experience in human resources recruiting, screening, and administrative human resource services. Develop and implement effective talent acquisition….

  17. Human Resource Management Assignment

    Human Resource Management Assignment - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. The document discusses several key aspects of human resource management (HRM). It provides 3 definitions of HRM that focus on integration, influencing employees, and accomplishing individual and organizational objectives.

  18. Human Resource Assistant Jobs, Employment in Saint Petersburg ...

    224 Human Resource Assistant jobs available in Saint Petersburg, FL on Indeed.com. Apply to Human Resources Assistant, Human Resources Specialist, Office Assistant and more!

  19. 100+ HR Human Resources Jobs, Employment in City of St ...

    Human Resource Generalist experience in a single or multi-locations environment - 8-10 Management experience - 5+ or relevant HR experience. Report job. 166 HR Human Resources jobs available in City of St. Petersburg, FL on Indeed.com. Apply to Human Resources Coordinator, Director of Human Resources, Human Resources Manager and more!

  20. Assignment Brief

    The document provides guidance for a human resources management assignment involving the restructuring of an HR department. It outlines three main tasks: 1. Revising an employee handbook to include an organization introduction, the purpose and functions of HR, and an evaluation of recruitment and selection approaches. 2. Writing a review report that evaluates HRM practices and their impact on ...

  21. HRM Full Assignment

    The document provides an assessment brief for a human resources employee induction manual assignment. Students are asked to create an employee induction manual for a new HR department. The manual should include an introduction to the organization, the purpose and key roles of the HR function, and explain core HR practices. It should be 2,000-2,500 words and include in-text citations and a ...

  22. Human Resources Generalist Jobs, Employment in Saint ...

    Support the Director of Human Resources with the implementation of new HR initiatives and updates to the HRIS system. 401(k) plan with company match. Posted Posted 17 days ago · More...