asm 2 943 | Goal | Human Resource Management

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  Table of Contents Task 1: Select solutions to work-based problems............................2 1.Chosen position:............................................................................2Applying the AS !Attitude - Skills nowledge# model:........................$ Attitude:...............................................................................................................3Skills:....................................................................................................................4Knowledge:..........................................................................................................6 2.%otential problem that the manager may encounter:........................&$.Solution to o'ercome the problem:..................................................( Task 2: Communicate in a 'ariety of styles and appropriate manner at 'arious le'els...........................................................................( %urpose of communication:..................................................................(1.) main di*erent types of communication:........................................( a.Information style (delivering messages to the other party:..........................! .In#uen$e $ommuni$ation:..............................................................................%$.Assertive &ommuni$ation:.............................................................................%d.'egotiation $ommuni$ation:.......................................................................... 2.Communication within an organi+ation:..........................................., a.)ownward &ommuni$ation............................................................................ .*pward $ommuni$ation:................................................................................$.+ori,ontal $ommuni$ation:..........................................................................-d.)iagonal $ommuni$ation:............................................................................- $.Communication within Toyota ietnam:.........................................1 a.)ownward $ommuni$ation:.........................................................................- .*pward $ommuni$ation:..............................................................................-/$.+ori,ontal $ommuni$ation:..........................................................................-3d.)iagonal $ommuni$ation.............................................................................-4 Task $: /'aluate and use e*ecti'e time management strategies:...1) 1.Time 0anagement:.......................................................................1)2./*ecti'e time e*ecti'ely:.............................................................1& a.Develop an action plan: ...............................................................................-6 . *rgen$y and Important..................................................................................-!$.S.0.A.1.2:.....................................................................................................-!d.A&):...........................................................................................................-%e.o$us on one thing:......................................................................................-% $.%rinciples for ecient time management.......................................1/cient Time 0anagement for 0anagers............................................21 3ibliography...............................................................................2) -  Task 1: Select solutions to work-based problems1.Chosen position: 4ob 5escription:  +uman 1esour$e 0anager for 2oyota 5ietnam 6uman 7esource 0anager 4ob %urpose:  2oyota 5ietnam anti$ipated the+uman 1esour$es manager of the $ompany to lead the strategi$ and ta$ti$ala$tivities of people and pro$esses that will provide +uman 1esour$esservi$es dire$tion and $ounsel to the e7e$utive sta8 management andteam mem ers of a manufa$turing plant. 9ead plant +1 sta8 in performing avariety of $omple7 and routine administrative te$hni$al and professional +1fun$tions in$luding poli$ies programs and pro$edures to ensure sta le teammem er relations produ$tive work environment and $ompany goals ando e$tives 2he aim is to ensure that the organi,ation employs the right alan$e of sta8 in terms of skills and e7perien$e and that training and developmentopportunities are availa le to employees to enhan$e their performan$e anda$hieve the employer;s usiness aims.+1 o<$ers are involved in a range of a$tivities re=uired y organi,ationswhatever the si,e or type of usiness. 2hese $over areas su$h as: ã working pra$ti$es ã re$ruitment> ã pay> ã $onditions of employment> ã negotiation with e7ternal work?related agen$ies> ã e=uality and diversity of employees in the workpla$e. Typical work acti'ities An +1 o<$er must have a $lear understanding of their employer;s usinesso e$tives and e a le to devise and implement poli$ies whi$h sele$tdevelop and retain the right sta8 needed to meet these o e$tives.1e$ruitment ã re$ruiting sta8 ? this in$ludes developing o des$riptions and personspe$i@$ations preparing o adverts $he$king appli$ation formsshortlisting interviewing and sele$ting $andidates> ã interpreting and advising on employment law> 2raining and )evelopment of the organi,ation /  ã working $losely with various departments in$reasingly in a$onsultan$y role assisting line managers to understand and implementpoli$ies and pro$edures> ã developing and implementing poli$ies on issues like working$onditions performan$e management e=ual opportunities dis$iplinarypro$edures and a sen$e management> ã planning and sometimes delivering training ? in$luding indu$tions fornew sta8> ã Analy,ing training needs in $onun$tion with departmental managers.& ã administering payroll and maintaining employee re$ords> ã advising on pay and other remuneration issues in$luding promotionand ene@ts> ã liaising with a wide range of people involved in poli$y areas su$h assta8 performan$e and health and safety>Bmployee 1elation: ã promoting e=uality and diversity as part of the $ulture of theorgani,ation> ã negotiating with sta8 and their representatives (for e7ample tradeunion o<$ials on issues relating to pay and $onditions> ã dealing with grievan$es and implementing dis$iplinary pro$edures> ã 0aintaining human resour$e sta8 o results y $ounseling anddis$iplining employees> planning monitoring and appraising o results. Applying the AS !Attitude - Skills nowledge# model:Attitude:  2hat motivation links +1 pra$ti$es to @rm performan$e opens the way forother varia lesC$ontaining a motivation elementCto in#uen$e performan$easide from organi,ational $ommitment. or this reason it is reasona le thatemployee engagement would also play a key role in the daily work of 2oyota5ietnam +1 manager. A$$ording to the study of 1hoades and Bisen erger(// suggests that there are resear$h studies to support the idea of o attitudes like $ommitment and engagement have positive relationships withorgani,ational support among the employee. Sin$e employee organi,ationalsupport $an e a8e$ted y +1 pra$ti$es then the relationship etween 3  +uman resour$e manager and the personnel are essential for the operationof the organi,ation.urthermore +uman resour$es managementDs attitude a8e$t theorgani,ationDs performan$e through developing the $ommitment of theemployees who $an e trusted enough to use their udgment in $arrying outtasks $onsistent with the goals of the $ompany. or e7ample performan$e?oriented +1Ca su system that fo$uses on developing human $apital andproviding motivation for produ$tive resour$e useChas een found to epositively related to a8e$tive $ommitment. In addition sin$e the level of $ommitment of employees a8e$ts important varia les like employeeturnover it is usual that some +1 programs were designed with the idea of enhan$ing employee $ommitment in mind. +en$e a strategi$ humanresour$e approa$h would most likely $onsider $ommitment of employeeenhan$ing pra$ti$es. Skills: %ersonal Skills : 2hese types of skills $an e a ilities we are orn with our naturaltalents or things we develop through our e7perien$es and deli erate pra$ti$e.Ehether an innate aptitude or a developed $apa ility knowing what our ownpersonal skills are is very useful in oth our personal and professional lives. ã Self )evelopment Skills: Fersonal management would e in$omplete withoutself development skills. 2herefore to e su$$essful manager heGshe need tokeep gaining knowledge. ã Self A$tualisation: A ility to re$ogni,e what self needs and a ility to show thepotential. ã  2ime organi,ation: A ility to organi,e the time well so that everything is ondeadline and on tra$k. 8nterpersonal skills:  Interpersonal skills are the life skills we use every day to$ommuni$ate and intera$t with other people oth individually and in groups. ã 5er al and non H ver al $ommuni$ation: 2he a ility to use ver al and non Hver al language to $ommuni$ate well with people. ã Speaking A ility: 2he a ility to speak in front of a $rowd. It is a key +1 skill fora su$$essful +1 Frofessional.4
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