anjalicutek
Anjali Khurana
Aaron's, Inc. is a lease-to-own retailer. It was founded by R. Charles Loudermilk in 1955.[1] The company focuses on furniture, electronics, appliances, computer leases and retail sales. The company is divided into three major divisions: sales and lease ownership; corporate furnishings; and manufacturing. The incorporation of manufacturing as well as retailing makes the company vertically integrated.
As of 11 June 2010 (2010 -06-11)[update], Aaron's, Inc. has 1723
The human resource management has the responsibility of maintaining the records are current or up to date. The management can make sure the best performance is done by correctly conveying and organizing the assistant staff or by doing the responsibilities themselves.
Actually human resource management responsible on both sides to Company and Employee of Company. Human resource management is a crucial field in a business. Since they are responsible for the overall performance of the staff as well as their individual issues and concerns, the productivity of the employees absolutely affects the overall productivity of the company which is main responsibility and challenge for human resource managers. Employee records, payroll service, and benefit management are critical to for company’s operation
Human Resources, Inc Offers Following Business Services
HR Management
* Certified and Degreed HR and Benefit professionals on staff
* Retention of personnel records, applications, I-9s, W-4s
* Administration of vacation and sick leave policies
* Updates on regulation changes
* Management training for hiring, firing, and/or disciplinary action
* Employment and income verifications
* Access to employment forms, including new hire, termination, evaluations
* Unemployment claims administration and cost management
* Attend Unemployment Hearings on your behalf
* Employee Handbook
* Required employment posters
Payroll :
* Payroll submission via fax, through our Web Time Entry, or e-mail us a file from your Time Clock
* Calculation, printing, and delivery of payroll
* Payroll checks drawn on our bank account, results in the following benefits regarding your own bank account:
o Significantly reduced check clearing charges
o Simplified bank reconciliation
o Reduced threat of check fraud
* Detailed Payroll Reports
* Labor Distribution Reports
* Paperless Report Option
* Mandated New Hire Reporting
* Payroll deductions, such as Uniforms and Tools
* Processing, remittance, and administration of voluntary and court-ordered withholdings
* Direct deposit at no additional charge
* Assistance with Wage and Hour Compliance
* Employee Web self-service module, including W2 reprints any time of day
* Calculation and deposit of employer and employee taxes
* Timely and Accurate Tax filings: W-2, W-3, 940, 941, state income tax, state unemployment
* Fulfill various state- and federal-mandated electronic filing requirements
* Tax Updates
Human Resource Management and its importance to a business
‘Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance’.
HRM includes the development of workforce within a team that contributes towards the business's objectives. The role of HRM is to enable workers to contribute to their maximum efficiency towards the objectives of the business. In order to do that, a variety of functions are incorporated within the overall functions of the Human Resources Manager.
The objectives of Human Resource Management
As with all departments, the overall role of the Human Resource Department is to contribute towards the company objectives.
This is concerned with getting the right people for the job, using them well and developing them in order to meet the goals of the organisation. In order for to meet their aims successfully it is necessary for them to identify the means of using people in the most effective way possible. It is important for to plan, as that way they can come up with any problems that may occur, for example with recruitment, and then they are able to come up
The implications of these changes in international business are far-reaching because of the emphasis on interdependence which prompts a discussion of the different collaborative arrangements between MNCs. As national boundaries have increasingly been blurred, it has become imperative that MNCs take advantage of forming collaborative arrangements or cooperative strategies which are believed to be a productive method to promote growth. This trend has affected even companies directly competing with each other as Hitt, Ireland & Hoskisson (2003) has given the example of FedEx and the US Postal Service (USPS) forming an a seven-year alliance which benefits both companies.
One of the areas of business organization that is affected by the internationalization of business is the area of human resource management. Because business has become internationalized, the process and factors that make up the HRM concept have also become global. Thus, out of HRM, a new field has been formed – that is International Human Resource Management or IHRM. The field of IHRM refers to the: “…understanding, researching, applying and revising all human resource activities in their internal and external contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders, including investors, customers, employees, partners, suppliers, environment and society (Briscoe and Schuler, 2004, p,20).
Briscoe and Schuler (2004) explained that there are many forms of IHRM. These are: the operation of parent-country firms overseas; and the operation of foreign firms in the home country. The first one involves the situation of working as a parent-country HR professional in the main or regional headquarters of the traditional multinational enterprise (MNE). This may involve working as an expatriate HR manager in a foreign subsidiary of an MNE (Briscoe and Schuler, 2004). Typical headquarters IHRM responsibilities include selecting and preparing employees for and transferring them between the various country locations of the firm, determining and administering compensation and benefit packages for these international assignees, and establishing HRM policies and practices for the firm's foreign operations (Briscoe and Schuler, 2004).
On the other hand, the second situation involves the HR manager working at home in the foreign subsidiary of a foreign MNE (Briscoe and Schuler, 2004). The possibilities include: working for a home-country firm that has been purchased by a foreign firm and thus is now a foreign-owned firm; and working with a foreign headquarters (and, often, expatriate managers sent from the foreign - now parent - company) and typically will involve having to integrate into the local operations - the HR manager's home country - a philosophy and organizational culture and practices that are different and/or unfamiliar (Briscoe and Schuler, 2004).
The Need for Cross-Cultural Management
The situations that IHR managers might face involve dealing with different people with different culture. Managing culture is one of the tasks that an international human resource manager has to deal with. Culture is defined as a set of beliefs and values widely shared in a specific society at a particular point in time (McGuire et al, 2002). Furthermore, culture encompasses a set of fundamental values that distinguishes one group from another (Hofstede and Bond, 1988) and these values can act as a strong determinant of managerial ideology that consequently affects both HR practice and performance (Laurent, 1983).
Culture is basically a combination of shared beliefs, social norms, organizational roles and values, emphasizing a cross-cultural socio-economic perspective in industrial and management research (Wang, 1993). One example is that the Eastern style of management is different from that of the West. The Chinese approach is usually based from historical leaders and philosophical figures such as Confucius, Sun Tzu, Mencius and Han Fei (Satow and Wang, 1994), which involves and depends on the connections, on circumstances, on the level of affinity (who you know and what family you come from). Here, there is no consistent legal framework and, even within the regulations that do exist, the exception is the rule rather than the rare occurrence. On the other hand, the management in America is objective and driven by data and rational models. Deployment of statistics and financial modelling is the key in decision-making and strategic planning. These differences alone can create problems. Chinese employees may not function well with the Western management style and vice-versa. Thus, foreign expatriates should obviously be trained, as making themselves familiar with the new culture can help them create the appropriate management style that will make employees in the country perform at their best.
As of 11 June 2010 (2010 -06-11)[update], Aaron's, Inc. has 1723
The human resource management has the responsibility of maintaining the records are current or up to date. The management can make sure the best performance is done by correctly conveying and organizing the assistant staff or by doing the responsibilities themselves.
Actually human resource management responsible on both sides to Company and Employee of Company. Human resource management is a crucial field in a business. Since they are responsible for the overall performance of the staff as well as their individual issues and concerns, the productivity of the employees absolutely affects the overall productivity of the company which is main responsibility and challenge for human resource managers. Employee records, payroll service, and benefit management are critical to for company’s operation
Human Resources, Inc Offers Following Business Services
HR Management
* Certified and Degreed HR and Benefit professionals on staff
* Retention of personnel records, applications, I-9s, W-4s
* Administration of vacation and sick leave policies
* Updates on regulation changes
* Management training for hiring, firing, and/or disciplinary action
* Employment and income verifications
* Access to employment forms, including new hire, termination, evaluations
* Unemployment claims administration and cost management
* Attend Unemployment Hearings on your behalf
* Employee Handbook
* Required employment posters
Payroll :
* Payroll submission via fax, through our Web Time Entry, or e-mail us a file from your Time Clock
* Calculation, printing, and delivery of payroll
* Payroll checks drawn on our bank account, results in the following benefits regarding your own bank account:
o Significantly reduced check clearing charges
o Simplified bank reconciliation
o Reduced threat of check fraud
* Detailed Payroll Reports
* Labor Distribution Reports
* Paperless Report Option
* Mandated New Hire Reporting
* Payroll deductions, such as Uniforms and Tools
* Processing, remittance, and administration of voluntary and court-ordered withholdings
* Direct deposit at no additional charge
* Assistance with Wage and Hour Compliance
* Employee Web self-service module, including W2 reprints any time of day
* Calculation and deposit of employer and employee taxes
* Timely and Accurate Tax filings: W-2, W-3, 940, 941, state income tax, state unemployment
* Fulfill various state- and federal-mandated electronic filing requirements
* Tax Updates
Human Resource Management and its importance to a business
‘Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance’.
HRM includes the development of workforce within a team that contributes towards the business's objectives. The role of HRM is to enable workers to contribute to their maximum efficiency towards the objectives of the business. In order to do that, a variety of functions are incorporated within the overall functions of the Human Resources Manager.
The objectives of Human Resource Management
As with all departments, the overall role of the Human Resource Department is to contribute towards the company objectives.
This is concerned with getting the right people for the job, using them well and developing them in order to meet the goals of the organisation. In order for to meet their aims successfully it is necessary for them to identify the means of using people in the most effective way possible. It is important for to plan, as that way they can come up with any problems that may occur, for example with recruitment, and then they are able to come up
The implications of these changes in international business are far-reaching because of the emphasis on interdependence which prompts a discussion of the different collaborative arrangements between MNCs. As national boundaries have increasingly been blurred, it has become imperative that MNCs take advantage of forming collaborative arrangements or cooperative strategies which are believed to be a productive method to promote growth. This trend has affected even companies directly competing with each other as Hitt, Ireland & Hoskisson (2003) has given the example of FedEx and the US Postal Service (USPS) forming an a seven-year alliance which benefits both companies.
One of the areas of business organization that is affected by the internationalization of business is the area of human resource management. Because business has become internationalized, the process and factors that make up the HRM concept have also become global. Thus, out of HRM, a new field has been formed – that is International Human Resource Management or IHRM. The field of IHRM refers to the: “…understanding, researching, applying and revising all human resource activities in their internal and external contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders, including investors, customers, employees, partners, suppliers, environment and society (Briscoe and Schuler, 2004, p,20).
Briscoe and Schuler (2004) explained that there are many forms of IHRM. These are: the operation of parent-country firms overseas; and the operation of foreign firms in the home country. The first one involves the situation of working as a parent-country HR professional in the main or regional headquarters of the traditional multinational enterprise (MNE). This may involve working as an expatriate HR manager in a foreign subsidiary of an MNE (Briscoe and Schuler, 2004). Typical headquarters IHRM responsibilities include selecting and preparing employees for and transferring them between the various country locations of the firm, determining and administering compensation and benefit packages for these international assignees, and establishing HRM policies and practices for the firm's foreign operations (Briscoe and Schuler, 2004).
On the other hand, the second situation involves the HR manager working at home in the foreign subsidiary of a foreign MNE (Briscoe and Schuler, 2004). The possibilities include: working for a home-country firm that has been purchased by a foreign firm and thus is now a foreign-owned firm; and working with a foreign headquarters (and, often, expatriate managers sent from the foreign - now parent - company) and typically will involve having to integrate into the local operations - the HR manager's home country - a philosophy and organizational culture and practices that are different and/or unfamiliar (Briscoe and Schuler, 2004).
The Need for Cross-Cultural Management
The situations that IHR managers might face involve dealing with different people with different culture. Managing culture is one of the tasks that an international human resource manager has to deal with. Culture is defined as a set of beliefs and values widely shared in a specific society at a particular point in time (McGuire et al, 2002). Furthermore, culture encompasses a set of fundamental values that distinguishes one group from another (Hofstede and Bond, 1988) and these values can act as a strong determinant of managerial ideology that consequently affects both HR practice and performance (Laurent, 1983).
Culture is basically a combination of shared beliefs, social norms, organizational roles and values, emphasizing a cross-cultural socio-economic perspective in industrial and management research (Wang, 1993). One example is that the Eastern style of management is different from that of the West. The Chinese approach is usually based from historical leaders and philosophical figures such as Confucius, Sun Tzu, Mencius and Han Fei (Satow and Wang, 1994), which involves and depends on the connections, on circumstances, on the level of affinity (who you know and what family you come from). Here, there is no consistent legal framework and, even within the regulations that do exist, the exception is the rule rather than the rare occurrence. On the other hand, the management in America is objective and driven by data and rational models. Deployment of statistics and financial modelling is the key in decision-making and strategic planning. These differences alone can create problems. Chinese employees may not function well with the Western management style and vice-versa. Thus, foreign expatriates should obviously be trained, as making themselves familiar with the new culture can help them create the appropriate management style that will make employees in the country perform at their best.
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