1) What “modern” practice related to human resources management do you observe in the management principles of Laidlaw Leeds?
With the increasing of number of customers, Robert Laidlaw changed his organizational structure in to departments. In addition, add each process in to each department. Product department such as clothing, hardware, leather goods and administrative department such as correspondence, dispatch, office. So dividing each task in to various departments then we can save time and can keep accuracy of whole organization. Because it is very easy that handles a small group rather than whole organization. Apart from that, Robert Laidlaw carefully supervised and monitored each department. Planning the organizational structure
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3) What is the relationship between Laidlaw’s approach to marketing and his approach to staff management?
Laidlaw’s approaches to marketing were the great. Before he started his business, he was taken the underlining business concept like direct approach. There was no middle man distribution to the customer. Because he knew that advantage of direct marketing as well can catch the customer needs and wants well when he starts the business in this way. Always Laidlaw gave his full attention for each customer and try to provide better satisfaction to his customers as they need. Apart from that, Laidlaw believed that business was always balanced on the strong Christian beliefs. He started the company magazine of optimist and transmitted his philosophy of business and life through magazines. Even there, he wrote some articles which were based on Christian beliefs.
On the other hand, Laidlaw managed and guided his staff in well manner. Always he made happy of their employees with arranged some trips. Not only that, he looked his company employees as he had enough time. In every time he encouraged his employees with having one mission and one vision. He always looked each personal need of employees. He is best teacher rather than manager and he tutored his young charges earnestly. Laidlaw believed the unitary theory of management “the principle that a company was a co-operative, in which
This report illustrates two key HRM strategies used by Coles Supermarkets-Reward Management and Performance Management. The core competence and business goal of Coles are elaborated and the room for improvement have been identified, whereby Reward management and its implementation have been critically analysed to bridge the gap between their operational loss (weakness) and optimum performance (desired goal). Likewise, the method in which Performance Management is used by Coles to lead their employees to work both efficiently and effectively has been analysed. Performance Management is a useful tool to evaluate and ensure employee activities line up with the organisation’s
In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future
2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the
Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012). Managing Human Resources (7th ed.). Upper Saddle River, N.J.: Prentice Hall.
3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?
Boxall, P and Purcell, J (2011), The Goals of Human Resource Management, Strategy and Human Resource Management, 3rd Edition, Palgrave Macmillan, New York, pp. 1-36.
integrating the fictional story of one man's life with the task of teaching the reader about
Armstrong, M. 2003, A Handbook of Human Resources Management Practice, 9th Edition, London, Kogan Page
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C. Leatherbarrow & J. Fletcher, 2014, Introduction to Human Resource Management, guide to HR in practice, 3rd edition, London, CIPD
Alexander, M., 2003. A handbook of Human Resource Management Practice. 9th ed. London: Kogan Page
Q1: Why is it important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor?
Johnson, E. (2000). The practice of Human Resource Management in New Zealand: Strategic and Best Practice? Asia Pacific Journal of Human Resources, 38(2), 69
Bohlander and S. Snell. (2011). Managing Human Resources, 6th Edition. Toronto, Ontario, Canada: Nelson Education Ltd., p. 175.