netrashetty
Netra Shetty
AMC Theatres (American Multi-Cinema), officially known as AMC Entertainment, Inc., is the second largest movie theater chain in North America with 5,325 screens[1] and one of the United States's four national cinema chains (Regal Entertainment Group, National Amusements, Inc. and Cinemark Theaters being the others) of the 12 largest on the continent that did not go bankrupt during the 2001-2002 recession,[2] due in part to the fact that its theatres often dominate lists of the top 50 most profitable theatres in North America.[3] Its mascot is the animated filmstrip Clip who has starred in the pre-show policy trailers from 1991 until a brief hiatus for most of 2009 until the autumn of 2009. While it also has locations in Canada, within the United Kingdom, France, and Hong Kong the chain is known as AMC Cinemas.[4][5][6] Within Spain the chain is known as AMC Cines.[7]
HRM has taken a more active role in the decision-making and management processes of the organization. HRM is now viewed by more and more organizations as a strategic partner and thus Strategic Human Resource Management arose. Strategic human resource management aims at the improvement of the way human resources are managed strategically within organizations, with the definitive goal of improving organizational performance, as judged by its impact on the organization’s declared corporate strategy, the customer or shareholders (Brewster et al 2000, p.6). Strategic human resource management (SHRM) is a philosophy of people management based on the belief that human resources are uniquely important to sustain the success of a business. SHRM can be defined as the process of linking the human resource functions with the strategic objectives of the organization in order to improve performance (Ahmed et al 2006). According to Sims (2002), effective SHRM planning aids in creating a competitive advantage for an organization (p.30). SHRM planning when done correctly provides a number of direct and indirect benefits for an organization.
* Identification of gaps between an organization’s current situation and desired future
* Explicit communication of organizational goals
* Encouragement of proactive instead of reactive behavior
* Stimulation of critical thinking
* Creation of common bonds and a sense of shared values and expectations
* Identification of the potential problems and opportunities
* HRM costs may be lower because management can anticipate imbalances before they become unmanageable and expensive
* More time is available to locate talent because needs are anticipated and identified before the actual staffing is required
* Better opportunities exist to include women and minority groups in future growth plans.
* Development of managers can be better planned
Viewing SHRM in a resource-based perspective, Wright and McMahan (1992) argues that human resources have the ability to provide sustained competitive advantage through the fulfillment of four basic requirements.
1. Human Resources can be a source of competitive advantage if they are able to add value to the production processes of the firm.
2. Human Resources can be a source of competitive advantage if they are equipped with rare skills.
3. Human Resources can be a source of competitive advantage if they are able to yield a human capital that is hard to imitate. Although human resources are not subject to the same degree of imitation as equipment of facilities, the firm can invest on its human capita to in order to further decrease the probability of such imitation by qualitatively differentiating a firm’s employees from those of its competitors.
4. Human Resources can be a source of competitive advantage if they are not subject to replacement by technological advances or other substitutes.
Viewing human resources as a resource that has the potential to contribute to the achievement of sustainable competitive advantage, Burke and Cooper (2004) argued that SHRM has emerged as a major approach to improving the competitive advantage of the firm. As an approach to improving the competitive advantage of the firm, the aim of SHRM is to attract, train and develop and retain employees of the highest quality. Over time and throughout rapidly changing circumstances, organizations must be able to sustain the competitive advantage that the knowledge and skills of these employees provide. In the past, competitive advantage could be gained through finding better, cheaper access to financial capital, or marketing a new product, or inventing some new technologies. While cheap and ready access to capital, high-quality products, and new technology remain important components of any organization’s competitive advantage, today’s business environment requires a greater focus on the human resources element in business. Out of this realization has come SHRM (Sims 2002). Sims (2002) considers human resources as a source of competitive advantage for the firm. Thus, he views SHRM as a contributor in developing and retaining this source of competitive advantage.
The strategic view of human resources as a source of competitive advantage has given birth to new roles for the HR department especially the HR manager. Ulrich’s (1997) model of HR roles seeks to focus HR delivery on a framework that promotes specialist knowledge and positions it to deliver on the challenges presented to HR. These challenges are:
* Strategy
* Financial Performance
* Change Management
* Business Performance Improvement
In Ulrich’s model, each role combines to focus on delivering improvement with the function and within the business. The new roles of the HR manager according to Ulrich (1997) are:
1. Strategic Partner – by having a strategic partner who clearly focuses ob strategic issues, HR is able to tackle them. As strategic partners, HR managers understand the critical factors affecting organizational competitiveness and communicate benefits that change strategies and interventions provide to the firm. Strategic partners thoroughly understand business fundamentals, core processes, operations and procedures (Gilley and Maycunich 2000).
2. Administrative Expert – through an administrative expert, the HR function is able to demonstrate it is supporting financial goals of the company by focusing on having efficient and high quality service.
3. Employee Champion – through the employee champion role, the HR function is able to focus on the employee relationship and improving employee capability. Human resource managers, according to Ulrich (1997), are in a unique position to serve as employee champions. As such, they reveal the correct balance between work demands and resources, identifying legitimate demands on employees and helping these workers focus by setting priorities. Employee champions also distinguish creative ways of leveraging resources so that employees do not feel overwhelmed by what is expected of them.
4. Change Agent – the change agent role allows the function to meet the challenges of the changing business environment and positioning the business to execute strategy. In the role of change agent, HR managers exercise the greatest organizational impact and influence. When HR managers act as change agents, they establish high credibility within the organization and great influence with key decision makers, line managers, and employees
Percent current position/competencies descriptions•Percent supervisors with current performance expectations for workforce management•Time-to-fill funded vacancies•Percent satisfaction with candidate quality New Hire-to-Promotional ratio•Percent turnover during review period•Percent employees with current performance expectations•Employee survey ratings on “productive workplace”questions•Leave usage (sick, LWOP, unscheduled leave) •Overtime usage •Number & type of non-disciplinary grievances •Percent employees with current annual individual development plans •Employee survey ratings on “learning/development”questions •Percent current performance evaluations •Employee survey ratings on “performance accountability”questions •Number/type of disciplinary issues, actions, appeals disposition•Turnover rates and types (e.g., retirement, resignation, etc.) •Turnover rate of key occupational categories and of workforce diversity •Employee survey ratings on “commitment”questionsMeasures
HRM has taken a more active role in the decision-making and management processes of the organization. HRM is now viewed by more and more organizations as a strategic partner and thus Strategic Human Resource Management arose. Strategic human resource management aims at the improvement of the way human resources are managed strategically within organizations, with the definitive goal of improving organizational performance, as judged by its impact on the organization’s declared corporate strategy, the customer or shareholders (Brewster et al 2000, p.6). Strategic human resource management (SHRM) is a philosophy of people management based on the belief that human resources are uniquely important to sustain the success of a business. SHRM can be defined as the process of linking the human resource functions with the strategic objectives of the organization in order to improve performance (Ahmed et al 2006). According to Sims (2002), effective SHRM planning aids in creating a competitive advantage for an organization (p.30). SHRM planning when done correctly provides a number of direct and indirect benefits for an organization.
* Identification of gaps between an organization’s current situation and desired future
* Explicit communication of organizational goals
* Encouragement of proactive instead of reactive behavior
* Stimulation of critical thinking
* Creation of common bonds and a sense of shared values and expectations
* Identification of the potential problems and opportunities
* HRM costs may be lower because management can anticipate imbalances before they become unmanageable and expensive
* More time is available to locate talent because needs are anticipated and identified before the actual staffing is required
* Better opportunities exist to include women and minority groups in future growth plans.
* Development of managers can be better planned
Viewing SHRM in a resource-based perspective, Wright and McMahan (1992) argues that human resources have the ability to provide sustained competitive advantage through the fulfillment of four basic requirements.
1. Human Resources can be a source of competitive advantage if they are able to add value to the production processes of the firm.
2. Human Resources can be a source of competitive advantage if they are equipped with rare skills.
3. Human Resources can be a source of competitive advantage if they are able to yield a human capital that is hard to imitate. Although human resources are not subject to the same degree of imitation as equipment of facilities, the firm can invest on its human capita to in order to further decrease the probability of such imitation by qualitatively differentiating a firm’s employees from those of its competitors.
4. Human Resources can be a source of competitive advantage if they are not subject to replacement by technological advances or other substitutes.
Viewing human resources as a resource that has the potential to contribute to the achievement of sustainable competitive advantage, Burke and Cooper (2004) argued that SHRM has emerged as a major approach to improving the competitive advantage of the firm. As an approach to improving the competitive advantage of the firm, the aim of SHRM is to attract, train and develop and retain employees of the highest quality. Over time and throughout rapidly changing circumstances, organizations must be able to sustain the competitive advantage that the knowledge and skills of these employees provide. In the past, competitive advantage could be gained through finding better, cheaper access to financial capital, or marketing a new product, or inventing some new technologies. While cheap and ready access to capital, high-quality products, and new technology remain important components of any organization’s competitive advantage, today’s business environment requires a greater focus on the human resources element in business. Out of this realization has come SHRM (Sims 2002). Sims (2002) considers human resources as a source of competitive advantage for the firm. Thus, he views SHRM as a contributor in developing and retaining this source of competitive advantage.
The strategic view of human resources as a source of competitive advantage has given birth to new roles for the HR department especially the HR manager. Ulrich’s (1997) model of HR roles seeks to focus HR delivery on a framework that promotes specialist knowledge and positions it to deliver on the challenges presented to HR. These challenges are:
* Strategy
* Financial Performance
* Change Management
* Business Performance Improvement
In Ulrich’s model, each role combines to focus on delivering improvement with the function and within the business. The new roles of the HR manager according to Ulrich (1997) are:
1. Strategic Partner – by having a strategic partner who clearly focuses ob strategic issues, HR is able to tackle them. As strategic partners, HR managers understand the critical factors affecting organizational competitiveness and communicate benefits that change strategies and interventions provide to the firm. Strategic partners thoroughly understand business fundamentals, core processes, operations and procedures (Gilley and Maycunich 2000).
2. Administrative Expert – through an administrative expert, the HR function is able to demonstrate it is supporting financial goals of the company by focusing on having efficient and high quality service.
3. Employee Champion – through the employee champion role, the HR function is able to focus on the employee relationship and improving employee capability. Human resource managers, according to Ulrich (1997), are in a unique position to serve as employee champions. As such, they reveal the correct balance between work demands and resources, identifying legitimate demands on employees and helping these workers focus by setting priorities. Employee champions also distinguish creative ways of leveraging resources so that employees do not feel overwhelmed by what is expected of them.
4. Change Agent – the change agent role allows the function to meet the challenges of the changing business environment and positioning the business to execute strategy. In the role of change agent, HR managers exercise the greatest organizational impact and influence. When HR managers act as change agents, they establish high credibility within the organization and great influence with key decision makers, line managers, and employees
Percent current position/competencies descriptions•Percent supervisors with current performance expectations for workforce management•Time-to-fill funded vacancies•Percent satisfaction with candidate quality New Hire-to-Promotional ratio•Percent turnover during review period•Percent employees with current performance expectations•Employee survey ratings on “productive workplace”questions•Leave usage (sick, LWOP, unscheduled leave) •Overtime usage •Number & type of non-disciplinary grievances •Percent employees with current annual individual development plans •Employee survey ratings on “learning/development”questions •Percent current performance evaluations •Employee survey ratings on “performance accountability”questions •Number/type of disciplinary issues, actions, appeals disposition•Turnover rates and types (e.g., retirement, resignation, etc.) •Turnover rate of key occupational categories and of workforce diversity •Employee survey ratings on “commitment”questionsMeasures
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