Research Topics: Human Resource Management Model

Explain Human Resource Management Model

Question 1 : Explain Human Resource Management Model.  (Total 4 Pages – 225 words/page)   Essay writing should be included as follows:-   First Part:        a)    Who to hire?  How many?  When?  Where to deploy new recruits? b)     Is there training need?  Who to train?  Why do you need to train? c)     How to retain and motivate staff?  How to assure performing to standards? d)     How to reward and punish employees (satisfactory benefits)? e)     How to provide safe and healthy working conditions? f)     How to ensure that relations with trade unions?   Second Part:   HRM Model:  (a chart will be sent to you to elaborate later on)   a)     Describe how employees may achieve their personal goals? b)     Describe how the ever-changing environment forces affect organisation’ goals and objectives? c)     How’s the changes in government regulations?   e.g. disney cartoons staff d)     How’s the competition actions could significantly affect the goals and objectives of the company? e)     How’s the changes in labor or trade union forces? f)      Changing organisation’s goals and objectives = need for HR Planning?   Last Part:   Final consideration:   1)  What are the good HR Practices lead to? 2)   Why there is a need to continually monitor and review plan? 3)   How’s the HRM Manager cater for future?   Harvard Referencing : please provide 6 references – please state clear the full name of the author, published year, the name of the book and the name of the publications.     Question 2 : What is Job Evaluation?  Define this term.  What are the objectives of Job Evaluation System? (Total 4 Pages – 225 words/page)     Details:   1)          Describe different definitions obtained from various authors? 2)          What are the viewpoints on objectives of job evaluation in both theoretical and application viewpoints? 3)          Further elaborate those points.     Harvard Referencing : please provide 4 references – please state clear the full name of the author, published year, the name of the book and the name of the publications.     I have to make the table of content for the cover page, so please list out the points clearly to me.  (e.g. 1.1, 1.2  or  2.1, 2.2 ) Credit:ivythesis.typepad.com

Explain Human Resource Management Model

Question 1 : Explain Human Resource Management Model. (Total 4 Pages – 225 words/page) Essay writing should be included as follows:- ...

SHRM/HRM Models and Theories

SHRM/HRM Models and Theories Strategic Human Resource Management (SHRM) is one of the most powerful and influential ideas to have emerged in the field of business and management. It is also applied by some policy makers at governmental level have drawn upon the idea of SHRM to promote a high performance workplaces and human capital management. Within business corporations, the idea of SHRM applied in individuals are managed is the most crucial factor in the whole array of competitiveness. Many firms, both large and small, have built substantial businesses by translating the concept into frameworks, methodologies and prescriptions. Little thought was given to the recruitment of the right workforce. There is a little investment was made in the development of human resource, and the modes for industrial disciplines are in the demise. The “hire and fire” is an additional conflict in industrial relations and gradually affecting the entire organization. The success to deliver compliance is impossible if the organization can’t handle this kind of dilemma. SHRM affect how organizations are changed, and how they perform. It also affects how employees are treated, affect security of employment and affect the nature of employment. The influence of SHRM reached even into the deepest ties of individuals relationships. The SHRM’s theories and practices mediate the clashing concepts or idea in human resource. Although SHRM initiatives are frequently presented by the proponents as simply technical matters like the means of improving organizational performance and frequently owe the influence to other affinities. The SHRM implications involved the contemporary practices, ethics, change management and performance management. From the past literature, SHRM simply assume that senior managers understand and accept the proposals for organizational change, which in exchange, ignoring the own theories within the organizations like understanding the relationship between the proposals for change and organizational effects, and the models of the organization. Strategic human resource management can be understood in relation to wider political, economic and social movements. In relation to major shifts of ideas and underlying cultural organizational behavior of both managers and workers, the SHRM influence is widely spread. HRM and SHRM The difference between SHRM and HRM is that SHRM is strategic and HRM is not, although some researchers suggest that SHRM is actually one of the applications of HRM within an enterprise. The key feature where the two ideas are connected is that they are precisely in approach towards people management. SHRM deals with organizational performance and systems of practices and HRM deals with a individual employee performance and individual HRM practices. The role of SHRM or HRM is to establish a system of HRM practices that transforms a firm’s employees from commodities that provide negligible competitive advantage and middling work performance to human assets and sustaining the heightened work motivation, expanded job opportunities, and unique skills, knowledge and abilities. When a firm is planning to modify or make a progress of innovation, the best applied strategy is the research-based-review that will definitely be useful to the SHRM/HRM. Theory Applied to the SHRM/HRM The human resource management practices basically include the process of recruitment and retention. To provide the further understanding, the Grounded Theory will lead the SHRM/HRM to reach goal of employee recruitment and retention. There are still remains of challenge which is necessary the task of every HR staff, mostly by the manager. The application of grounded theory provides the recruiters and human resource professionals to have a better understanding in the employment changes. Furthermore, grounded theory was selected as a method of choice to ensure that human resource professionals have the necessary knowledge to retain their organization’s talent. The ground theory allows the development of understanding and providing solid foundation for the information provided to the employees responsible for organizations’ workforces. Application of Two Models <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Guest Model of HRM</li> This type of model that was introduced by David Guest has six dimensions of analysis for HRM. It summarizes the HRM strategies, HRM practices, HRM outcomes, behavior outcomes, performance outcomes, and financial outcomes. The idea of this model is based on the fundamental elements of the HRM approach, such as commitment that have a direct relationship with valued business consequences. <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Compensation and Rewards</li> On the other hand, the traditional Compensation and Reward system is still evident in the organization. SHRM models have potential for informing the understanding of how organizations design and HRM systems. The compensation and rewards might be use and also be more effective in the employment relationships, strategy, and management that can result for a better understanding on strategic human resource management systems. Presentation: SHRM/HRM Model Industry Political Guest Model From the beginning of recruitment and hiring, it is tested among the employees who can retain in the company. Retainment of the best employees and can create challenge. The process of formulating laws and regulations can be first tested if it acceptable or not. Then, the applicable policy and implementation can be measured by its effectiveness. Compensation and Rewards As a kind of motivational approach, employees can be more competitive It is not advisable in political aspect because in politics, people are usually motivated through the public service ideology         Credit:ivythesis.typepad.com

SHRM/HRM Models and Theories

SHRM/HRM Models and Theories Strategic Human Resource Management (SHRM) is one of the most powerful and influential ideas to have emerge...

Managing People: Theories and Models of Emotional Intelligence

Table of Contents   Executive Summary                                                                                                2   Introduction                                                                                                   3   Body of the Paper                                                                                        Theory of Mayer and Salovey                                                        3          Definition of Emotional Intelligence                                3 Models and Applications                                                    4 Theory of Goleman                                                                         6 Definition of Emotional Intelligence                                6          Models                                                                                   7             Limitations of Models                                                                      8                      Analysis of Emotional Intelligence and Behavior at Work       9                                  Test 1                                                                                  10                         Test 2                                                                                  11   Recommendation and Improved Emotional Intelligence at Work     12   Conclusion                                                                                                15     Executive Summary               Emotional intelligence is an integral component of an individual and thus, is important to study and evaluate, to develop and maximize its use. The proper utilization of emotional intelligence determines the success of many individuals in the workplace. This paper seeks to study and discuss the emotional intelligence theories of three authors. The significance of these theories will be evaluated in relation to its relevance in the workplace environment.             Managing People: Theories and Models of Emotional Intelligence     Introduction              (1999) defines emotional intelligence being an intelligence or a set of abilities, and one of the many important components in the determining workplace success, career satisfaction or leadership effectiveness. It enhances the success of individuals, but does not guarantee it in the absence of other suitable skills and competencies. Emotions are important in the workplace because its use can determine the success or failure of an individual in the job, and convey critical information, which an individual need to be effective in his or her work. Intelligence or IQ is important, for it enhances an individual’s competitiveness, by focusing on the development of one’s emotional intelligence or EQ. Emotional intelligence plays an important role in many areas of our lives, for this can be a basis in the career development,                                                                                                                                                                                                                                                                    in the decision-making process, in the motivation of employees, and in the management of a business. It can become a basis for choosing a job in relation to the right application of emotional intelligence, or with the employee, career, and team development in an organization (1999). The proper application and utilization of emotional intelligence can become effective to achieve success in an organization, and this application will be evaluated using the different theories of emotional intelligence. The objective of this paper is to discuss the importance of emotional intelligence, including the concepts related to it.     Body of the Paper   Theory of Mayer and Salovey             There are many definitions associated with emotional intelligence, in relation to the different and several understandings and interpretations of people. Because of these various understandings and interpretations, several theories were developed regarding the meaning and models of emotional intelligence.             Jack Mayer and Peter Salovey were the originators of the theory of emotional intelligence, and their model is an ability model, which defines emotional intelligence as the ability to reason with, and about emotions, for it combines feelings with thinking, and thinking with feeling (1999). “Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (1999).             The model of Mayer and Salovey includes three domains, namely, appraisal and expression of emotion, regulation of emotion, and utilization of emotion (2001). The appraisal and expression of emotion involves the ability to perceive accurately, assess and communicate emotion in self and in others; the regulation of emotion involves the ability of an individual to control emotions to promote emotional and intellectual growth; and the utilization of emotion involves the ability to access and generate feelings when they facilitate thought, and the ability to understand emotion and emotional knowledge (2006). The utilization of emotion involves flexible planning, creative thinking, redirected attention, and motivation of the individual (2001). In addition, the Mayer and Salovey ability model of emotional intelligence defines a set of skills, or competencies, which provide HR professionals, managers, and any one in the world of work, with a comprehensive tool to define, measure and develop emotional skills, and is divided into four models. These include identifying emotions, or the ability to correctly identify how people are feeling. This aspect is becoming aware of one’s and other’s feelings and emotions, as a key to working with people in an organization. The second aspect is using emotions, or the ability to create emotions and to integrate one’s feelings into the way one thinks. By using the ability to generate moods or emotions, creative ideas and empathy towards others can be produced. Third is understanding emotions, which is the ability to understand the causes of emotions. This is knowing what motivates people, understanding their points of view, and handling team interactions. The last aspect is managing emotions, or the ability to figure out effective strategies that use one’s emotions to help the person achieve a goal, rather than being used by his or her emotions. This is involves becoming aware of certain emotions, such as sadness, anger, anxiety or joy, which have valuable information, and using them to solve problems (1999).              The theory and models of Mayer and Salovey will not be relevant and significant without its application in the workplace. One application of emotional intelligence is in career development. (1999) emphasizes that some jobs do not require a great deal of emotional intelligence, such as jobs that can be accomplished individually or in teams, while some jobs put a person in contact with other people, and involve working in informal teams, or require one to empathize with and understand others. The book entitled Career Smarts: Jobs with a Future by career expert discusses the role of emotional intelligence in careers and rates its level required for each of these careers (1999). Another application is in management development, for emotional intelligence can help managers in terms of flexible planning, which involves changing plans, adapting to the situation, and coming up with alternate plans or a variety of possible actions; motivating themselves and others, to keep people going, to get them to try again after failing and to get things done; and in decision-making, to improve their thinking, to make good, solid decisions, and to balance thoughts and feelings (1999).             The third application is team effectiveness. The skills of emotional intelligence become more important to a job, for it results to working effectively and efficiently with others, and in generating new and creative ideas and solutions to problems. Emotional intelligence helps a team think creatively, by viewing problems from multiple perspectives, by generating fresh, inventive, and original ideas, and by creating new solutions. Emotional intelligence also develops social effectiveness, which allows the team to accomplish goals by working with other people. Lastly, the fourth application is in terms of selection, where hiring decisions can be better informed through the use of a thorough job analysis and an ability-based measure of emotional intelligence through standard personality tests (1999).   Theory of Daniel Goleman             Another famous and relevant theory about emotional intelligence is the theory proposed by Daniel Goleman. Goleman is the author who has popularized the term ‘emotional intelligence’ in 1995, by publishing the book entitled ‘Working with Emotional Intelligence’.             According to the theory of Goleman, emotional intelligence is defined as the capacity of an individual to recognize their own feelings and those of others, for motivating themselves, and for managing emotions well in themselves and in their relationships (2002). In addition, it refers to how an individual handles his or her own feelings, how well one empathizes and get along with other people, which is just a key human skill (2001). Moreover, he detailed his belief that emotional intelligence can sometimes be more powerful than intelligence or IQ that it can contribute greatly to several important life outcomes, including improved learning, less aggression, better decision-making, and many other characteristics that imply successful living. In addition, Goleman claimed that increasing one’s emotional intelligence leads to an advantage in any domain in life (2006). Personal benefits of emotional intelligence include greater career success, a stronger personal relationship, an increased optimism and confidence, and better health. Professional benefits include effective leadership skills, improved communication, less workplace conflicts, better problem solving skills, and increased likelihood of getting a raise or promotion.             In relation to the idea of emotional intelligence is the idea of emotional competence, which is defined by Goleman as the personal and social skills that lead to superior performance in the world of work (2002). It is a learned capability based on emotional intelligence that results in outstanding performance at work, for one’s emotional intelligence determines his or her potential for learning the practical skills based on the five elements or models, namely, self-awareness, motivation, self-regulation, empathy, and adeptness in relationships. In addition, one’s emotional competence shows how much of that potential an individual has translated into on-the-job capabilities (2006).               Goleman’s model of emotional intelligence is divided into two groups, the Personal competencies, which underlie self-awareness, self-regulation and motivation, and the Social competencies, which underlies empathy and social skills. Self-awareness involves recognizing one’s emotions and their effects, knowing one’s strengths and limits, and sureness about one’s self-worth and capabilities 2004). It is the ability to understand an individual’s own moods, emotions, and needs, as well as his or her impact on others. People having this competencies find it easy to talk about their feelings with colleagues, colleagues can easily tell how they are feeling, and have little trouble finding the right words to express their emotions or feelings at work (). Self-regulation or self-management involves managing disruptive emotions and impulses, maintaining standards of honesty and integrity, taking responsibility for personal performance, flexibility in handling change, and being comfortable with and open to original ideas and new information (2004). It is the ability to effectively control strong emotions and react appropriately, which can be observed by overcoming anger at work through thinking what’s causing it, finding it easy to concentrate on a task when really excited about something else, being upset at work and still thinking clearly, and remaining focused although anxious (). Self-motivation involves striving to improve or meet a standard of excellence, aligning with the goals of the group or organization, the readiness to act on opportunities, and the persistence in pursuing goals despite obstacles and setbacks. People having these competencies are results-oriented, with a high drive to meet their objectives and standards, readily make a personal or group sacrifices to meet a larger organizational goal, are ready to seize opportunities, and operate from hope of success rather than fear of failure (2004).             Social competence includes empathy and social skills. Empathy or social awareness involves sensing other’s feelings and perspectives and taking an active interest in their concerns, anticipating, recognizing and meeting customer’s needs, sensing what others need in order to develop and strengthen abilities, cultivating opportunities through diverse people, and reading a group’s emotional currents and power relationships. People having this competencies are attentive to emotional cues and listen well, understand customers’ needs and match them to services or products, acknowledge and reward people’s strengths, accomplishments, and development, respect and relate well to people from varied backgrounds, and understand the forces that shape views and actions of clients, customers, or competitors (2004). Social skills involves wielding effective tactics for persuasion, sending clear and convincing messages, inspiring and guiding groups of people, initiating or managing change, negotiating and resolving disagreements, nurturing instrumental relationships, working with others toward shared goals, and creating group synergy in pursuing collective goals. People having this competencies are skilled at persuasion, listen well, seek mutual understanding, and welcome sharing of information fully, articulate and arouse enthusiasm for a shared vision and mission, recognize the need for change and remove barriers, encourage debate and open discussion, make and maintain personal friendships among work associates, promote a friendly, cooperative climate, and draw all members into active and enthusiastic participation (2004).   Limitations of the Models             In relation to the two theories and its models, several limitations can be determined. The Mayer and Salovey models and test had performed well as a measure of the Four-Branch Model but had certain limitations, namely, its length and evident areas for scale improvement (2002). In addition, a study done by Dulewicz and Higgs also found certain limitations to the models. First, is the that the measure of IQ involves surrogates, such as Judgment, Creativity, and Risk-Taking, which have questionable or uncertain relationships to standard measures of intelligence. Second, some competencies, such as Self-Management, Initiative, and Risk-Taking belong in the EQ category, failing to reflect the full spectrum of emotional intelligence. The omission of several key competencies, such as any measure of Self-Awareness, seems to underestimate the effect of emotional intelligence on success (2001).             Moreover, limitations also include the fact that unlike IQ, emotional intelligence can be developed, depending on several factors. First, genetics play an important role in the development of emotional intelligence, as gene expression itself appears to be shaped by the social and emotional experiences of the individual. Emotional intelligence may be learned through life experience; however, without sustained effort and attention, improvement in emotional intelligence of individuals will be accomplished. Aside from the cognitive perspectives pertained to by the models, emotional intelligence competencies can also be developed. In addition, emotional intelligence can also be improved by developing and implementing an individualized learning plan to strengthen weak competencies (2003).               Analysis of Emotional Intelligence and Behavior at Work               The first test done is the Emotional Intelligence Diagnostic, which is a test done to evaluate my own and a peer’s emotional intelligence. A questionnaire was answered, having corresponding ratings, which will correspond to the four competencies of emotional intelligence. The emotional intelligence of the two participants will be interpreted in accordance to the meanings of the four competencies.   SA or Self-Awareness – This is the ability to understand one’s own emotions and to monitor one’s own feelings. People who are self-aware can report accurately on their emotional state and clearly understand why they react the way they do in all situations.   SM or Self-Management – It is the ability to manage one’s own emotions and to express them without losing control. Self-management skills enable people to accept criticism and avoid emotional reactivity during disagreements or when frustrated by others.   EM or Empathy – This is the ability to understand others’ emotions and to be tuned in to how they are feeling. People with this skill are able to adjust their own behavior as appropriate depending on another’s emotional state. They are also aware of the triggers for other people’s reactivity.   IS or Interpersonal Skills – People who have high levels of interpersonal skills are able to get along with everyone including difficult people. They are also to defuse situations where others lose emotional control and can also resolve conflict effectively. (2001)               The results of the test indicate that both the participants got a score of 6.25 in terms of Self-Awareness. This means that both my peer and I have the ability to understand our own emotions and the ability to monitor our own feelings. In addition, both of us are emotionally aware, are able to identify our self-images, and are able to express our selves in various ways easily. In terms of Self-Management, I got a higher score of 7.50 compared to my peer who got 6.67. This means that my ability in managing my own emotions and expressing them is more developed than my peer, which maybe is affected by several factors. With Empathy, I got a higher score of 6.25, while my peer got 5.83. This can be interpreted as me, being more empathic than my peer, or having a more developed ability to understand the emotions of others. Similarly, this trait is also affected by several factors. Lastly, in terms of Interpersonal Skills, my score is significantly higher, with 6.25, compared to the score of my peer of 4.58. This means that I have a more developed interpersonal skill or the ability to get along with people.                  To further show this difference, the Degree of Change should be evaluated. The score of the Degree of Change is 6.5, which shows the significant difference in the emotional intelligence of my peer and me. In addition, the score of the Degree of Complexity is 4, which means that my peer has the potential for further development. This difference can be brought about by several factors, including the influence of the environment, the culture, upbringing, family and relatives, education, religion, beliefs and attitudes towards certain circumstances and towards other people. In relation to the graph, the Degree of Complexity is simple and the Degree of Change is dynamic. ().             The second test done is the Personal Style Inventory, which enables an individual to assess his or her emotional intelligence by knowing his personality. This test includes the four pairs of dimensions, namely, Introversion-Extroversion, Intuition-Sensing, Feeling-Thinking, and Perceiving-Judging. These pairs are present to some degree in all people, and the strength of a dimension is indicated by the score for that dimension and will determine how closely the strengths and weaknesses described fit the participant’s personality (1969).             The results of the tests indicate that the participant who took the test is an ESTJ or a Stabilizer. The participant possesses traits of Extroversion-Sensing-Thinking-Judging. Being an ESTJ means that the person is practical, realistic, matter-of-fact, with a natural head for business or mechanics. The person is not interested in subjects for which they see no use, but can apply themselves when necessary. This person like to organize and run activities, is responsible and orderly, and loyal and steadfast. He or she may be impatient with others or impetuous, but likes to be involved in community activities (1969)        Knowing the personality of an individual is important and presents several implications in the workplace. First, individuals, groups, and organizations must have a mixture of the different traits to emphasize the strengths of task-oriented groups in coming up with good decisions. Second, people should realize that many differences in beliefs, values, and actions of other individuals must be understood to be able to accept them and the value the perspective they share. Third, interacting with other types of people in the workplace enhances the maturity and productivity of employees, especially in boss-employee relationships. Fourth, being aware of various personalities and traits would help people to interact careful with others especially in their aim to accomplish tasks (1969). In addition, the codes provided by the personality style inventory gives the co-workers and the bosses of the participant to have a keen insight into how the person prefers to accomplish his or her part of the mission of the company, more than simply stating his or her gender, education, and abilities. It helps determine how people gain energy, filter information, make decisions, and organize their life. Moreover, the use of this test provides the employees better trainings and employee development programs in the company, addressing the individual needs and preferences of each worker (2005). In knowing the personality of colleagues and other individuals, a person can evaluate his or her own personality, which will be beneficial for the company as a whole. This would enable the company to aim on teamwork and build camaraderie among the employees of the company.        Recommendation and Improved Emotional Intelligence at Work               A human being can produce several emotions in response to several situations. These emotions include joy, anger, disappointment, and sorrow among many others. However, some emotions come to strong than others, and could require a good deal of management. In order to manage one’s own emotions, a practical technique can be used. This technique is the ROADE technique, which stands for Register and stop, Objectify the emotion, Analyze the trigger, Decide and act, and Evaluate.             Register and stop             This can be done first by recognizing or identifying the physical symptoms of the reaction. Physical symptoms include the rush of blood, a high heart rate, the surge of adrenaline, muscle tightening, trembling, and many others. Determining these physical symptoms can allow the person to assess his or her reaction to the situation. As soon as the person recognized his or her emotional reactivity, simply stop. In certain situations, find an excuse to stop speaking when already speaking, never reach for the phone, or even confront someone (2002).   Objectify the emotion             The second step is to feel the emotion so that the person can recognize it as anger, frustration, guilt or any other emotion. In this way, the person can separate from the emotion and its associated thoughts by using the concept of inner-awareness. Inner-awareness is being able to observe the emotional reaction as an object within one’s consciousness, to prevent emotional swamping or being consumed by the emotion, and to avoid identification with the emotion (2002).   Analyze the trigger             This is similar to the action-reaction response of Newton’s Laws of motion, as having a reaction to a certain trigger or cause of reaction. Several triggers can be the causes of reaction, such as experiences, threat, verbal abuse, and guilt among others (Hede 2002). If a person can learn to identify what triggers emotions, then it would be easier to control them.   Decide and act             This step enables the individual to choose whether to respond with a considered action, or react in terms of emotion. It has been reported that it is best to do nothing regarding the emotion, if a person cannot respond effectively, for a lack of response is better than an emotional outburst. What a person can do is to find a set of stock phrases to avoid having to respond and risk reacting (2002).   Evaluate (now and later)               In this step, it is important to check immediately whether the action taken by the person is appropriate, and adjust them if necessary. If the person finds that he or she have reacted rather than responded, then it is better to stop that reactive behavior. Later, he or she can reflect on the incident and discuss the reaction with someone, such as a mentor, relative or a friend, to develop insights to be used in the future (2002).               This recommendation can be used in certain situations, especially when a person is dealing with strong emotions such as anger. Anger is a strong emotion, and when not dealt with properly, it can cause the person to result to violence or other means. The steps provided by the ROADE technique are helpful for a person having such strong emotions, for the technique could somehow give these individuals the realization of focusing on the causes of the problem and its solution, rather than the emotion. In addition, this technique is not only applicable for negative emotions, such as anger, disappointment, depression or anxiety, but is also applicable with strong positive emotions, such as bliss, extreme happiness and excitement. These positive strong emotions can also become the causes of adverse reactions that could result to other situations. Similarly, reactions caused by strong positive emotions can affect the situation.             In addition, managing strong negative and positive emotions involve the person’s development and improvement of interpersonal skills. Interpersonal skills refer to mental and communicative algorithms applied during social communications and interactions in order to reach certain effects or results, and it is often used in the business contexts to refer to a person’s ability to operate within business organizations through social communication and interactions (2006). These skills are important to develop to be able to relate well to colleagues, but also to be incorporated in the whole personality of the person for self-improvement. (2002) reports key socio-emotional skills incorporated in interpersonal skills. These socio-emotional skills include empathy, active listening, diversity acceptance, and positive assertiveness. A person can exhibit empathy by continually monitoring and by continually being responsive to other’s emotions and needs. By being an active listener, the person consciously works at focusing attention on the speaker and not on one’s self. This entails understanding the speaker, and not just hearing them out. Diversity acceptance is becoming fully aware of the uniqueness of others, which requires constant vigilance against ‘love-of-sameness instinct’. It is exhibited by the genuine respect for ‘differentness’ and by welcoming other’s challenges to our mindset. Positive assertiveness is communicating confidently and obtaining what others want without annoying them. This trait is important in one’s effectiveness of obtaining the needs of other people, which would lead to providing efficient service (2002).             The importance of interpersonal skills can be seen through its application in the different and various aspects in the workplace. Interpersonal skills can be used in decision-making, for the abilities of an individual to interact and deal with others are helpful traits in making good decisions. Various forms of collaborative decision making provide the context for dialogue, and collaboration requires a different attitude going into meetings and a different form of interaction in meetings (2006). Interpersonal skills can also be used in team building and in working with groups, for in a workplace it is impossible to work along all throughout, so with good interpersonal skill, the person can interact effectively with others. This can be useful in coming up with new and creative ideas for the organization. In addition, interpersonal skills are also helpful in terms of conflict and crisis management. With developed interpersonal skills, organizations can solve their problems regarding employee conflicts, through effective and efficient communication.     Conclusion               Theories of emotional intelligence include the theory of Mayer and Salovey, which speaks of emotional intelligence as an ability, and the theory of Goleman, which refers to emotional intelligence as the capacity for determining own feelings and those of others. The concepts in these theories enable many researchers to develop personality tests and evaluations, which are helpful in determining the one’s personality. The use of these theories and concepts is important for one of the most essential information an individual can understand is his or her own personality or his or her own emotional intelligence. Knowing one’s personality and emotional intelligence is not only an additional information a person can reflect upon, but is a good measure for one’s evaluation of his or her improvement as an individual. The use of the personality tests, such as those mentioned above is important to give room for individual and group improvement and development. In line with these tests or evaluations, the results of these tests will be helpful for each person to assess his personality, to determine his weaknesses and strengths. Determining one’s strengths can be used to help others in achieving his or her goals in life, while identifying one’s weaknesses can be helpful for self-realization that improvement and development is essential and beneficial for an organization. With these, organizations must also make some actions or programs in response to the need of their employees for improvement. Emotional intelligence has a variety of advantages, and must be utilized properly for the success of an individual and the success of an organization.     Credit:ivythesis.typepad.com

Managing People: Theories and Models of Emotional Intelligence

Table of Contents Executive Summary 2 ...

Human Resources Management, Corporate Social Responsibility and the Competitive Advantages of TESCO

Overview             This paper aims to present and analyze the Human Resources Management, social responsibility and the competitive advantages of the Tesco as a British-based international grocery and general merchandising retail chain. Additionally, it provides an analysis of how the external and internal environment affects the planning, recruitment and selection processes of the organization. Recommendations for improvement of how Tesco handle their human resources by taking into consideration the environments will also form part of this paper. Over the recent years, one may have observed how organizations are realizing that their likelihood of sustained success is most dependent on learning to get the maximum out of their employees (Sims 2002). The management of human resources within an organization is an aspect of administration that is comparatively harder to imitate than such other aspects as technology, manufacturing processes, products, and strategy (Burke & Cooper 2004), therefore representing a unique competitive advantage (Pfeffer 1998) on the part of the firm exercising it effectively. With the increasing amount of academic literature focusing on the subject of managing people within the organization, there is the need to take an existing organization, scrutinize how it carries out the management of their human resources and arrive at a conclusion whether such management practices are effective or not and how it contributes to the overall growth of the firm. In this paper, the organization in focus is Tesco. COMPANY BACKGROUND[1] Tesco is recognized to be United Kingdom’s biggest supermarket, dominating in British retail sector with both global sales and domestic market share. It originally caters in food but expanded it scope of service to clothing, consumer electronics, consumer financial services, internet service, and consumer telecoms. Tesco’s strategy is focused in long term engagement and based into four key parts namely: core UK business, non-food business, retailing services, and international presence (Tesco.com). In 2004, stores continue to expand from ninety-eight (98) to an intended two hundred seven (207) in 2005, half of which will be located in Asia.  Tesco’s triumph as the company explains is due to an excellent Operating Strategy and Management team. Tesco started off with self-service supermarkets in the U.S. during the 1930s. After a few years of operations, Tesco management then realized that selling a wider variety and larger stock volumes, and employing fewer staff dramatically lowered product prices. This was the start of great things for the company. Even as everything else crumbled into pieces during the war, Tesco was at the onset of its prosperity, thriving in the midst of adversity. It was in the 1940s when Tesco came to Britain to introduce self-service stores. About 20 years after, Tesco had become a familiar name, not only for groceries, but also for fresh food, clothing, and other household goods (Tesco PLC Interim Report, 2003).  Tesco is undoubtedly a whole mall in itself.  Everything is literally found in one roof.  No longer limited to grocery items, it offers services that would allow a customer to avail of everything in one stop.  Besides the extra selling of books, cds, digital music, videos, flowers, games, gardening, gas, holidays and flights, they also provide financial services (e.g. credit cards, loans, mortgages, savings) insurance services (e.g. car, home, life, travel) telecoms services (e.g. Internet, home and mobile phone) and healthy living services (through its Tesco eDiets and healthy living club). Tesco has developed various kinds of Tesco stores ranging from Tesco Extra, Metro Tesco and Tesco Express in its continuing quest to properly address the needs of their various customers when and where they want it. Advertising is done through personalities like Prunella Scales and Jane Horrocks. The grocery store is also mainly identified by a Clubcard from which a significant 80 percent of the sales are transacted.  It also entails the use of vouchers which is also met with a similar success as over a billion vouchers are already given away. Since Tesco is considered a one stop shop retail outlet that caters to every market segment in the country, it could be assumed that it possess a great number of manpower. This force is the underlying strength, aside from its powerful marketing strategy, that makes it dominant in its specified area of business operations.       TESCO’S COMPETITIVE ADVANTAGE AND SOCIAL RESPONSIBILITY             Being in retailing for over a hundred years, one of Tesco’s competitive advantages over their counterparts in the business is the reputation that they have established with their customers, employees and suppliers. Their customers have long associated the company with total dependability and value for money; the internal architecture of the company was cantered round permanent employment relationships, strong organizational routines, excellent programs pertaining to social responsibility and a shared sense that there was a Tesco way of doing things, which the employees benefit from. Aside from these, Tesco also have strong environmental and community responsibilities as part of their corporate responsibility programs. Basically, the social system is the ‘fabric of ideas, attitudes and behavior patterns that are involved in human relationships. In particular, businesses are influenced by consumer attitudes and behaviors that depend on such factors as the age structure of the population, and the nature of work and leisure’ (‘The External Environment’ n.d.). In order to meet the changing lifestyles of their customers, Tesco operates different store formats located where the customers are most convenient, have a central customer services team, commissions a monthly monitoring of opinions and conducts extensive research into what the customers expect from them on corporate social responsibility. They have found out that their customers deem the following important: meeting customer needs, being a good employer, being fair to suppliers and their workforces, selling responsible products and operating in a considerate manner. With respect to the environmental system, an environmental policy was formulated as a guide for the whole company to follow in the conduct of business that takes the natural environment in consideration. The question is not really whether a company should become involved in social responsibility activity, but rather how deeply a company should become involved in social responsibility activity. Every company most certainly must obey all social responsibility-oriented laws and requirements. They must also have a minimum code of morals and ethics to which all of their employees must agree and adhere; otherwise, each employee will establish and operate under his or her own standards to the possible detriment of the company and society as a whole. Actually, corporate social responsibility or CSR is a concept stating that organizations, such as corporations have a commitment in considering the interests of their consumers, employees, stakeholders, communities and the environment in all facets of their operations, which extend beyond their constitutional commitment to conform to legislation (‘Corporate Social Responsibility’ 2009). This concept is important for big firms like Tesco because this concept encompasses the firm’s total responsibility and commitment, in line with its goals and objectives in its industry. This is given emphasis and importance, for with this concept as a guide, companies are given the edge in coping with competition among other business organizations. Highlighting this concept enables the company to be sensitive in meeting the demands of its market, employees and stakeholders, thus, sustaining the goals of the company. In addition, with this as guide, the company will be able to contribute to helping maintain the environment, thus, becoming an effective instrument in keeping the environment clean and conducive to living. Finally, in the area of philanthropy, each company must examine its physical capabilities, desires, and economic resources to determine just how far they want to go and can go in this area.   HR AND CSR IN ACTION In the 2008 count, there were 273,000 Tesco employees around the globe (‘Tesco’ 2009). The firm wanted the employee composition to be diverse in order to reflect the nature of the people that patronize them, exactly as diverse. They have written commitments to equal opportunities covering age, disability, race, marital status, political opinions, color, gender, hours of work, national origin and religious beliefs. Regarding the pay and benefits, the firm has reward packages that include elements of fixed pay, a wide range of benefits and variable performance related pay. As for the training and development of their employees, the trainings they offer are designed to develop individual talent and capability. Treating the employees as champions and as a significant aspect of the organization naturally results to other positive outcomes. One of which is the improvement of the overall organizational performance (Brewer and Selden, 2000). A number of empirical studies have concluded that both CSR and HRM practices have a significant effect on the organization, which leads to high performance (Haltiwanger, Lane and Spletzer 1999). One good example that identifies this relationship was the study conducted by Delaney and Huselid (1996). Utilising 590 profit and non-profit-oriented firms, the researchers concluded that HRM practices like staffing selectivity and training are positively associated with organizational performance. Organizational performance is achieved through HRM and CSR functions as they mould the employees as significant contributors to the firm. Having the appropriate skills that are honed to the maximum level, CSR and HRM practices will then lead to the attainment of various goals of the organization. From this relationship, it is then appropriate to conclude that the function of CSR and HRM in a firm is not totally focused on hiring employees but to their overall development as an individual. With Tesco and its management, social responsibility practices and organizational performance is reaping the fruit of success with the apparent results of effective HR strategies that goes hand in hand with the powerful marketing strategies that are put into operations. Today, as Tesco operates globally, the need to focus on international and strategic planning of HRM and CSR is still necessary. Managing the diversified members of the labor force as well as the target market requires further involvement of the company to future feasibility studies and marketing probing. But with the existing resources of Tesco today, its operations will continue to flourish as it proves the assumption that effective HR strategies as well as CSR practices serve as a competitive edge among other businesses both domestic and worldwide in operations. The competitive advantage of Tesco is credited to the suitable strategic plans of its administration including its HR. Indeed, effective HR strategy and excellent CSR will result to a competitive advantage. In addition to their Corporate Social Responsibility practices, Tesco participates to Government programs in promoting health issues. At present, health issues around the world are increasing and have become more pressing, and Tesco should continue to join the government, hospitals and institutions in promoting awareness to the people. In 2001, the Alzheimer’s Society and Alzheimer Scotland were Tesco Charities of the year. Cystic Fibrosis was the Tesco Charity of the year for 2002. In addition, Tesco is the national sponsor for Race for Life, in aid of the Imperial Cancer Research Fund where over 250,000 women have participated in raising more than £15m (BITC 2003). In 2003, Tesco can get actively involved by sponsoring symposiums, talks, and seminars on health issues, with more focus on prevention of illnesses and other conditions. At the same time, Tesco can introduce and promote the fresh and nutritious food they can offer to the customers, and highlight the importance of good health in mind and body. Vitamins, food supplements and other medicines can be introduced as an addition to Tesco’s food and non-food lines. This strategy can greatly help millions of people by promoting awareness, and make them feel that their well-being is important and considered at Tesco’s. This, in turn, will gain their trust and lifetime loyalty, the core purposes of Tesco, while providing the essentials for good health all in one place (BITC 2003). On the other hand, enhancing quality and efficiency enhancement should be given enough amount of attention. As these two aspects seems to be predominant pitfalls in the organization’s operations.   CONCLUSION             Tesco is dedicated to providing products in ways that help protect the environment, their employees and the people who use them. The competitive advantages and their social responsibility practices in which they operate show evidence that the firm is striving to maintain their dedication. Granted that there are critics to the company, as there is always the presence of groups who are not very satisfied with the business’ performance, available figures and statements from business experts give evidence to Tesco’s continuing commitment in making sure that they are will be the standard against which others are measured, which is the company’s stated vision. One of their greatest competitive advantages lies in their ability to maintain a high performance staff that contributes to the overall development of the company. The company’s strategy in providing their employees with an internal environment favorable to maximizing the individual’s potential and growth is one of the key factors why they are able to keep the types of people who are willing to do most anything to help the organization grow.   REFERENCES:  ‘Tesco’ 2009, Hoover’s Incorporated, viewed 13 January, 2009, <www.hoovers.com>.   ‘The External Environment n.d., The Times 100, viewed 13 January, 2009, <www.thetimes100.co.uk>. Brewer, GA & Selden, SC 2000, ‘Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies,’ Journal of Public Administration Research and Theory, vol. 10, no. 4, p. 685. Burke, R & Cooper, C 2004, Reinventing Human Resources Management: Challenges and New Directions, Routledge, New York.   Business in the Community (BITC) 2003, ‘Tesco plc – The UK’s biggest corporate giver’ BITC Website. Accessed February 22, 2007, from <http://www.bitc.org.uk>   Corporate Social Responsibility 2009, Wikipedia, viewed 14 January 2009, <http://en.wikipedia.org/wiki/Corporate_social_responsibility>.   Delaney, JT & Huselid, MA 1996, ‘The Impact of Human Resource Management Practices on Perceptions of Organizational Performance,’ Academy of Management Journal, 39, pp.949-69. Haltiwanger, J, Lane, JI, & Spletzer, JR 1999, ‘Productivity Differences across Employers: The Roles of Employer Size, Age, and Human Capital,’ American Economic Review, 89, pp.94-98. Huselid, MA 1995, ‘The impact of human resource management practices on turnover, productivity, and corporate financial performance,’ Academy of Management Journal, 38, pp. 635-672.   Pfeffer, J 1998, The Human Equation: Building Profits by Putting People First, Harvard Business School Press, Massachusetts.   Sims, R 2002, Organizational Success through Effective Human Resources Management, Quorum Books, Connecticut. Tesco PLC Interim Report 2003,Tesco PLC Interim Report 2003, Tesco White Paper.   	   		 		 		[1] 		All information came from the company website, unless otherwise 		indicated. 		  Credit:ivythesis.typepad.com

Human Resources Management, Corporate Social Responsibility and the Competitive Advantages of TESCO

Overview This paper aims to present and analyze the Human Resources Management, social responsibility and the co...