HRM502 Human Resource Management Assignment Help

HRM502 Human Resource Management Assignment Help

HRM502 Human Resource Management Assignment Help

Topic 3: Should CERA follow their competitors or do something quite different in recruitment? (Why or why not?)

Recruitment process of an organization reflects a highly competitive area of the company. Maximum of the organizations maintain a continuous war in finding talents from different places. Even in tough conditions of the job market the organizations can choose highly talented people. As a matter of fact the organizations should choose the best way to promote their vacancies by analyzing the recruitment practices. In this case the learner is focusing on the CERA UAE. CERA should find its recruitment niche to be unique in the job market. It has to communicate powerful messages to its targets (Dew et al.,2013, p.1565). of the competitors in the job market helps a lot in building best communication  skills messages ever. CERA should also analyze its competitors in the market and create uncommon recruitment policies. CERA ought to monitor its competitors and instead of following those it should use different methodologies in fulfilling the criterions. Observation can bring out so many hidden techniques as in using the ‘Facebook’ as the platform of representing the vacancies. There are factors in the process of recruitment which affects the process in many ways. The factors might include Age, Citizenship, Color, Disability, background and so on. Role of the HR is the most important factor as the HR has to decide the recruitment conduction is proper or not even candidates are chosen depending on the role of the HR of CERA. Recruitment process is one of the vital business operations for the organization and CERA should follow unique methods to be the best recruiters in the market (Momani, 2013, p.388).

HRM502 Human Resource Management Assignment Help

Topic 4: What should CERA be trying to achieve in their individual performance measurement system?

Development in individual performances is not possible if the outcomes of each individual are not measured by the firm. The outcomes of the individuals can be stated as the feedback received from the authority and continuous nurturing the individuals based on their feedback can bring out best possible outcomes from each of them (Dew et al.,2013, p.1565). In other words, feedback is about having the results of work informed to the employee, work group or the company. In CERA, measurement of the employee performances creates a link between the work of the company and the behavior of the individual. According to CERA, performance cannot be developed if not measured perfectly. The types of performance measurement used by CERA can be enlisted as

1. Money, as in profit measurement.

2. I/O relationships or productivity.

3. Emphasis of the consumers as in quality measurement.

4. Adaptation to change as in the innovations.

5. Human resources.

There are also specific measurements, some of which are cost of quality, variances, period expenses, safety measures, profit contributions and inventory turnovers. The measurement process includes some of the listed questions below,

1. From financial prospect, how do CERA look to our stakeholders?

2. From internal business prospect, what should CERA excel at?

3. From the customer perspective, how the customers look at the firm?

4. From innovation and learning prospect, how can the firm maintain the improvement and create values?

It is essential for CERA that the system used by CERA managers should be up to date with all the changes in different environments of the organization. It makes the company stand in the market of global competitors (Momani, 2013, p.388).

Topic 5: What principles should CERA apply in deciding what employee development is funded by CERA?

Whilst new development methods are under construction for the employee development processes some common methods are used by CERA for the process. CERA uses new training and development methods in deciding what is good and what is bad in the development process. The principles that can be applied for the aforementioned purpose can be listed as;

Orientations:Orientation is the most useful method that helps in developing the new comers in an organization. CERA uses this method to ensure the new comers are comfortable with the company and they are properly informed about the company’s background and the working process conducted.

Lectures: lectures within the firm can be described as a verbal method of presenting the overall information about the firm itself. The goal of this method is to spread the word into a wide area so that maximum numbers of the employees are able to acknowledge and develop their skills.

Case study:It is a unique method which is used in the process and in this process individuals are provided with different but relevant case studies of CERA’s business process so that those individuals can solve the cases in order to develop their individual skills (Momani, 2013, p.388).

Other effective principles which can be used and implemented in the process are Role playing, Computer based trainings, self-instructions, audio visual training and so on. CERA uses these principles in the deciding what employee development is funded by them.

Topic 6: Should CERA do away with workplace celebrations because of the risks that CERA is carrying? (Why or why not?)

In every organization the authority is responsible for the security of the employees. Any potential risk should be excluded from the organizational environment. Consumption of alcohol is another measured risk within the organization and needs to be considered as a vital one. Whilst having fun by conducting workplace celebrations CERA can take reasonable steps to decrease the risks at the workplace. The steps would include,

1. The employees should be reminded of the policies which can be applied to them if their behavior seems different from what was thought.

2. The employees should be stated of the effects of extreme alcohol consumption and drink and drive.

3. Advises should be given that policies of CERA can be applied to both planned and unplanned workplace events (Dew et al.,2013, p.1565).

4. Assurance of the policies relevant to bullying, sexual harassment, discrimination, work-health and safety are up to date and accessible.

5. Checking of the insurance policy in order to know if the function is covered.

6. Ensuring the employees about the policies clearly allow for internal complaints and hence proper investigation will take place.

7. Assuring that all the employees get home safe and sound after these parties.

Reference list

Book

Lewis, S., Passmore, J. and Cantore, S., 2016. Appreciative inquiry for change management: Using AI to facilitate organizational development. Kogan Page Publishers.

Journals

Lincoln, M., Gallego, G., Dew, A., Bulkeley, K., Veitch, C., Bundy, A., Brentnall, J., Chedid, R.J. and Griffiths, S., 2014. Recruitment and retention of allied health professionals in the disability sector in rural and remote. Journal of Intellectual and Developmental Disability, 39(1), pp.86-97.

Henfrey, H., 2015. Psychiatry–recruitment crisis or opportunity for change?. The British Journal of Psychiatry, 207(1), pp.1-2.

Corlu, M.S., Capraro, R.M. and Capraro, M.M., 2014. Introducing STEM education: implications for educating our teachers for the age of innovation. Egitim ve Bilim, 39(171).

Momani, B., 2013. Management consultants and the United States’ public sector. Business and Politics, 15(3), pp.381-399.

Dew, A., Bulkeley, K., Veitch, C., Bundy, A., Gallego, G., Lincoln, M., Brentnall, J. and Griffiths, S., 2013. Addressing the barriers to accessing therapy services in rural and remote areas. Disability and Rehabilitation, 35(18), pp.1564-1570.

Fernandez, E.C., Popovi?, D. and Gilmer, P.J., 2014. Recruiting women STEM faculty. (pp. 121-145). SensePublishers.

Luke, B., Barraket, J. and Eversole, R., 2013. Measurement as legitimacy versus legitimacy of measures: Performance evaluation of social enterprise. Qualitative Research in Accounting & Management, 10(3/4), pp.234-258.

Cutter, S.L., Burton, C.G. and Emrich, C.T., 2010. Disaster resilience indicators for benchmarking baseline conditions. Journal of Homeland Security and Emergency Management, 7(1).

Schegloff, E.A. and Sacks, H., 1973. Opening up closings. Semiotica, 8(4), pp.289-327.