The Ministry Of Foreign Affairs

The strategic use of human resources is essential for all organisations that have objectives involving growth and stability. Therefore, it is essential for companies to closely examine their practices regarding their human capital to ensure a successful working environment. A selection of the major strategies and topics involving human capital are illustrated in the following report. Crackberry Communications should use this information to analyse potential risks and opportunities their human resource managers face.

Introduction: Each organization has their unique way to perform various function of human resource management such as Selecting, recruiting, on boarding, training, retaining, performance management etc. For the purpose of company analysis project following topic has been selected to describe best practice and my own experience with organization.

The focus of this report is to evaluate the human resourcing function and personnel management. The report aims to research and analyse, through a wide selection of resources, the severity of the implications and review some human resources functions.

Employee turnover is one of the major concerns in the professional environment. The businesses are in need of employees who can relate with the organizations so their employee turnover rate can be reduced. Human Resources Management (HRM) suggests that managerial procedures are strengthening the relationship between the employees commitment towards organization and make it easy to understand the objectives along with mission. HRM practices and organization execution are the one that directs the employees and determine their intentions for turnover rate.

In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In addition, the applied theories to the case study will generate suggestions.

In this chapter, we discussed the various elements of human resources management. Also the review of some existing literature relevant to the study, is made to refer to some scholars work related to the topic under study.

The concept of strategic human resources management tends to focus on organization wide human resource concerns and addresses issues that are related to the firms business both short-term and long term. Strategic human resource management derive from human resource management, which the influence of strategic human resource management will be addressed. Human resource departments need to transform human resources to strategic human resource as to ensure the effectiveness of the objectives of the organisation are achieved. More and more authors are still reshaping and redefining the broadly accepted definition of strategic human resource management however according to Caliskan (2010:102) mentions that many authors stand firm that strategic human resource management is concerned with the role of human resource management systems play in firm performance. In addition to that it highlights the importance of people management, as to improve the organisations performance and gain competitive advantage. In order to address the question of, what influence does the strategic human resource management play in the performance of an organisation. First issue of why is it important for organisations to have an effective and

The relationship between satisfaction with Human resources practices, organizational career and job commitment and turnover intention must be analyzed by an organization. As the chief executive officer of the company, the search for highly skilled and qualified employees is scarce therefore there is need to be able to sustain existing employees and getting an affective commitment from that work force. In achieving this objective the company addressed four (4) Human resource policy areas which are employee influence, human resource flow, reward system and work

Remarkably in today's world of talented professionals that have ample resources, the proclivity to communicate, can factor in setting the stage for an international business' ongoing success. With global competition growing each year, the capacity to engage their workforce to accept and respond to key goals as quickly as possible is a required skill (HR Magazine 2008). It is obvious that a firm that cannot respond to changes in the market will lose its position in the industry and soon find they have been replaced.

This paper will address many of the issues related to the “human resource”, the people, those who do the jobs, the workforce, the pillars holding up the bridge, and also reflect the road which has been chosen by management and its impact on the department;

Strategic human resource management (SHRM) is the study and analysis of human resource (HR) strategies adopted by companies in an attempt to measure the impacts on employee performance. The domain has evolved to encompass particular aspects of HR, such as recruitment and selection, construction of formal HR policies, and refining company practices. Ideally, these features assist to attract, progress, encourage, and retain employees who in return contribute to the effective performance and survival of the organization. In an attempt to achieve this, organizations are adopting strategies to reduce voluntary employee turnover, which is defined as an employee’s decisions to voluntary terminate an employment relationship. Generally regarded as the most significant issue that voluntary turnover poses is the cost to an organization, embedded in hiring and training a replacement worker, training and development programs, and administration setup which not only drains an organizations profit but also expends valuable time and effort. Exploring beyond monetary costs, the implications of high voluntary turnover rates extends to the loss of valuable human capital which effects the motivation and productivity of remaining employees, and shifts the workplace morale. Furthermore, a loss of an employee may prove critical to the organizations reputation from both an insider and outsider perspective. These issues

“Every aspect of a firm's activities is determined by the competence, motivation and general effectiveness of its human organization. Of all the tasks of management, managing the human component is the most important task because all else depends upon how well it is done.”(Likert 1967). Although this quote has already over 40 years of age, the core statement has not changed in any way. Still, managers have to focus on the people working in their companies, need to take differences among them into account and especially when it comes to managing in various countries, cultural, natural and unavoidable differences have to be taken into consideration ( Hofstede 1987). Regarding

The external environmental (e.g. eсonomiс, demographiс, legal сultural, and teсhnologiсal faсtors) have an impaсt on human resourсe management aсtivities (e.g. reсruitment and seleсtion, training and development, performanсe management, managing сompensation, and employee turnover and retention). External faсtors are unсontrollable and dynamiс. Human resourсe managers must сontinually monitor the external environmental and adjust human resourсe management strategies aссordingly

A project paper submitted to Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia in fulfilment of the Requirements for the degree of Master of Human Resource Management

In the early of reformation era, government is still oriented on input, while the results and impacts of the performance has not been carefully considered. It can be seen from the performance of government accountability is still remains low (Liddle & Mujani 2006). This condition causes the ineffectiveness of work within the both central and local government. Then, to establish a quality management, the government also needs to drive the quality of human resources to improve the professionalism, employee performance, and organization by implement human resources management effectively (Risher 2014). However, human resource management in several public sector organizations has not been implemented. This is due to the inadequate recruitment process and lack of maintenance in continuous improvement such as training and capacity building (Bouckaert & Halligan 2008 p.20). As a result, the reform that already underway have not shown a