netrashetty
Netra Shetty
Apollo Group, Inc. (NASDAQ: APOL) is an S&P 500 corporation based in the South Phoenix area of Phoenix, Arizona. Apollo Group, Inc., through its subsidiaries, owns several for-profit educational institutions.
The company owns and operates four higher-learning institutions: the University of Phoenix, Western International University, Axia College (of University of Phoenix), the College for Financial Planning, the Institute for Professional Development. It also owns Insight Schools (Online Public High Schools for Washington, Wisconsin, and other locations), and Olympus High School. As of November 2005, the combined enrollment of the four U.S. domestic universities (UOPX, WIU, Axia, CFFP) was approximately 315,350 students. Of these, nearly 90% attend the University of Phoenix, which Apollo describes as "the nation’s largest regionally accredited private university" [2].
As of September 2008 the company also owns and operates Meritus University (Meritus) in Canada.[4] Additionally, Apollo Group, Inc is the owner of BPP, and joined forces with Carlyle Group for tactical investments in education to expand student base. Apollo also purchased UNIACC college in Santiago, Chile and ULA college in Mexico.
HR VISION, MISSION AND OBJECTIVE
Integrating Employees towards Organization Goals
HR Vision
“To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment.
HR Mission
“To create a value and knowledge based organization by inculcating a culture of
learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and
competent human capital.”
HR Objectives
• To develop and sustain core values.
• To develop business leaders for tomorrow.
• To provide job contentment through empowerment, accountability and
responsibility.
• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
• To foster a climate of creativity, innovation and enthusiasm.
• To enhance the quality of life of employees and their family.
• To inculcate higher understanding of ‘Service’ to a greater cause.
HR Strategy
• To meet challenging demands of the business environment ,focus of the HR strategy is on change of the employees ‘ mind set’.
• Building quality culture and resources.
• Re-engineering and redeployment for maximizing utilization of HR potential .
• To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
• Re-strengthening mutual faith, trust and respect.
• Inculcating a spirit of learning & enjoying challenges.
Role of HR
• Alignment of HR vision with corporate vision.
• Shift from support group to strategic partner in business operations.
• HR as a change agent.
• Enhance productivity and performance by developing employee competency and potential.
• Developing professional attitude and approach.
• Developing ‘Global Managers ‘ for tomorrow to ensure the role of global players.
Measuring HR Performance
HR Parameters have been incorporated in the MOU by since 1994-95 to systematically and scientifically evaluate effectiveness of HR Systems, which enables and facilitates time bounds initiatives
HR Parameters of MOU for 2008-2009
• Transformation of –HR as facilitator and change Agent .
• Training and development.
• Action Plan and Implementaion for achieving HR mission and objectives.
• HR audit.
• HR for enhancing efficiency and productivity.
• Introducing the concepts of mentoring and knowledge management.
• Conducing a Climate Survey to identify areas for Organizational development
INCENTIVE SCHEME AT
1. Incentive for Acquiring Higher Qualification
(A) INCENTIVE FOR ACQUIRING HIGHER/ADDITIONAL PROFESSIONAL QUALIFICATIONS.
(B) INCENTIVE FOR ACQUIRING Q-1, Q-2 OR Q-3 QUALIFICATIONS:
2. Scheme for grant of Incentive for Adopting Small Family norms
3. Incentive Scheme For Territorial Army Personnel
4. Incentive Scheme for Hindi Work Scheme
INCENTIVE FOR ACQUIRING HIGHER QUALIFICATIONS
In suppression of all previous orders on the subject, the Scheme of Incentive for Acquiring Higher Qualifications to employees of the Corporation shall be regulated as follows:
1.OBJECT:
To encourage the employees to enhance their professional competence by acquiring
higher/additional qualifications.
2. NATURE OF INCENTIVE:
(a).Incentive for acquiring higher/additional professional qualifications.
I. SCOPE
This incentive shall be payable to executives who acquire higher/additional professional
Qualifications in their respective disciplines.
II ELIGIBILITY
1. The incentive of two increments shall be given to the executives who attain First
Class or 60% level (where such grades are awarded) in professional qualifications
Higher than the qualifications prescribed at the induction level after joining the
Corporation provided that these qualifications are in line with the discipline in
which the executive is working. However, the condition of securing First Class or
60% level is not applicable in case of CA/ICWA w.e.f. 6.10.1998 and also in such
Cases where the executives had acquired the qualification of CA/ICWA prior to
6.10.1998 but after joining . However in such cases the increments shall be
admissible only w.e.f. 6.10.1998.
2. Executives who had started their studies for acquiring higher/additional
Professional qualification prior to joining , but acquired the said qualification
after joining the Corporation are also eligible for benefit under the scheme.
3. ENTITLEMENT:
I. Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
a) Rate of incentive increments to executives granted incentive for acquiring higher qualification prior to 01.01.1997: Executives who had been granted incentive increments prior to 01.01.1997 and were in receipt of these increments in the pre-revised scales will be entitled to draw incentive increments w.e.f. 01.01.1997 in the revised pay scales with reference to the post held by them as on 01.01.1997. The incentive increments for this purpose will be calculated at the rate applicable at the minimum of the revised basic pay of the post.
Illustration : If an executive was granted incentive increment prior to 01.01.1997, when he was at E-2 level, and he is at E-4 level as on 01.01.1997, the amount of incentive increments will be calculated at the minimum of E-4 scale of pay and not repeat not on the actual basic pay being drawn by the individual in E-4 level.
c) Rate of incentive increments to executives granted incentive for acquiring higher qualification after 01.01.1997: Executives who have been granted incentive increments for acquiring higher qualification on or after 01.01.1997, will be entitled to draw the incentive increments on the revised basic pay drawn by the individual at the time of acquiring higher qualification.
d) Executives who have been granted incentive increments w.e.f. 06.10.1998 in terms of Office Orders No. 1(12)/97/Incentive/EP dated 06.10.1998 & 16.11.1998 will draw the increment w.e.f. 06.10.1998 with reference to the level as on 01.01.1997 or actual date of acquiring qualification whichever is later on the same principle as enumerated in para (a) & (b) above.
e) Rate of Increments in case of retrospective promotion/pay fixation: In both these cases, the amount of incentive increments shall be regulated as per (a) or (b) above depending upon the effective date of promoted post deemed to be held or the basic pay deemed to have been drawn on the date of grant of incentive increments for higher qualification as the case may be taking into account whether the executive was granted incentive increment on or after 01.01.1997 or prior to it. II The rate of increment is dynamic i.e. on subsequent pay revisions the increment rate gets revised to an amount to be calculated on the minimum of the revised pay scale of the relevant post held at the time of grant of such increment. Employees who are actually drawing incentive increments at a higher rate than that admissible on the lowest scale of pay continue to draw incentive increment at the old rates
According to research, Human Resource Management (HRM) describes the functions within a company that relate to people and its respected function includes policies and practices for selection and recruitment, training and development and remuneration of staff for an organization. It is the staffing function of the organization. Moreover, HRM is the effective use of human resources in order to enhance organizational performance and it servers as the management of the workforce of a business to ensure sufficient staff levels with the right skills, properly rewarded and motivated. HRM includes supporting activities such as: recruiting; training; hiring; motivation programs; and compensation-related activities, recruitment and selection of appropriate staff and management of the employment relationship, which includes contracts, collective bargaining, reward systems and employee involvement and considers the strategic and operational view of human resource requirements. According to sources, HR management can play a role in environmental scanning such as identifying and analyzing external opportunities and threats that may be crucial to the company’s success.
One important focus of human resource management is performance management. This refers to the setting and monitoring process for objectives and measures for exclusives, managers, and employees. Therefore, there is continuous evaluation of these objectives by the employees as well as managers and performance is assessed periodically. Moreover, performance management is a frequent development and improvement process for any organization.
BUSINESS CONTEXT
Café de Coral Group, a leading business establishment in Hong Kong remained true to their mission of establishing a distinguished corporation in the food and catering industry, maintaining a publicly recognized leadership position in the mass-market, quick service restaurant chain business, with vertical and horizontal diversification towards the food services, food processing and distribution, catering and hospitality sectors in the world arena and for over 30 years, the quick service restaurant, specialty restaurant, institutional catering and food manufacturing and distribution businesses continued to flourish. The group gave importance to quick service restaurant business by focusing on its development as well as its management.
Key Features of Strategic Human Resource Management
The key features of SHRM are
* There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment
* There is some organizing schema linking individual HR interventions so that they are mutually supportive
* Much of the responsibility for the management of human resources is devolved down the line
Trends in Strategic Human Resource Management
Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:
* Internationalization of market integration.
* Increased competition, which may not be local or even national through free market ideology
* Rapid technological change.
* New concepts of line and general management.
* Constantly changing ownership and resultant corporate climates.
* Cross-cultural issues
* The economic gravity shifting from 'developed' to 'developing' countries
SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.
The company owns and operates four higher-learning institutions: the University of Phoenix, Western International University, Axia College (of University of Phoenix), the College for Financial Planning, the Institute for Professional Development. It also owns Insight Schools (Online Public High Schools for Washington, Wisconsin, and other locations), and Olympus High School. As of November 2005, the combined enrollment of the four U.S. domestic universities (UOPX, WIU, Axia, CFFP) was approximately 315,350 students. Of these, nearly 90% attend the University of Phoenix, which Apollo describes as "the nation’s largest regionally accredited private university" [2].
As of September 2008 the company also owns and operates Meritus University (Meritus) in Canada.[4] Additionally, Apollo Group, Inc is the owner of BPP, and joined forces with Carlyle Group for tactical investments in education to expand student base. Apollo also purchased UNIACC college in Santiago, Chile and ULA college in Mexico.
HR VISION, MISSION AND OBJECTIVE
Integrating Employees towards Organization Goals
HR Vision
“To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment.
HR Mission
“To create a value and knowledge based organization by inculcating a culture of
learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and
competent human capital.”
HR Objectives
• To develop and sustain core values.
• To develop business leaders for tomorrow.
• To provide job contentment through empowerment, accountability and
responsibility.
• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
• To foster a climate of creativity, innovation and enthusiasm.
• To enhance the quality of life of employees and their family.
• To inculcate higher understanding of ‘Service’ to a greater cause.
HR Strategy
• To meet challenging demands of the business environment ,focus of the HR strategy is on change of the employees ‘ mind set’.
• Building quality culture and resources.
• Re-engineering and redeployment for maximizing utilization of HR potential .
• To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
• Re-strengthening mutual faith, trust and respect.
• Inculcating a spirit of learning & enjoying challenges.
Role of HR
• Alignment of HR vision with corporate vision.
• Shift from support group to strategic partner in business operations.
• HR as a change agent.
• Enhance productivity and performance by developing employee competency and potential.
• Developing professional attitude and approach.
• Developing ‘Global Managers ‘ for tomorrow to ensure the role of global players.
Measuring HR Performance
HR Parameters have been incorporated in the MOU by since 1994-95 to systematically and scientifically evaluate effectiveness of HR Systems, which enables and facilitates time bounds initiatives
HR Parameters of MOU for 2008-2009
• Transformation of –HR as facilitator and change Agent .
• Training and development.
• Action Plan and Implementaion for achieving HR mission and objectives.
• HR audit.
• HR for enhancing efficiency and productivity.
• Introducing the concepts of mentoring and knowledge management.
• Conducing a Climate Survey to identify areas for Organizational development
INCENTIVE SCHEME AT
1. Incentive for Acquiring Higher Qualification
(A) INCENTIVE FOR ACQUIRING HIGHER/ADDITIONAL PROFESSIONAL QUALIFICATIONS.
(B) INCENTIVE FOR ACQUIRING Q-1, Q-2 OR Q-3 QUALIFICATIONS:
2. Scheme for grant of Incentive for Adopting Small Family norms
3. Incentive Scheme For Territorial Army Personnel
4. Incentive Scheme for Hindi Work Scheme
INCENTIVE FOR ACQUIRING HIGHER QUALIFICATIONS
In suppression of all previous orders on the subject, the Scheme of Incentive for Acquiring Higher Qualifications to employees of the Corporation shall be regulated as follows:
1.OBJECT:
To encourage the employees to enhance their professional competence by acquiring
higher/additional qualifications.
2. NATURE OF INCENTIVE:
(a).Incentive for acquiring higher/additional professional qualifications.
I. SCOPE
This incentive shall be payable to executives who acquire higher/additional professional
Qualifications in their respective disciplines.
II ELIGIBILITY
1. The incentive of two increments shall be given to the executives who attain First
Class or 60% level (where such grades are awarded) in professional qualifications
Higher than the qualifications prescribed at the induction level after joining the
Corporation provided that these qualifications are in line with the discipline in
which the executive is working. However, the condition of securing First Class or
60% level is not applicable in case of CA/ICWA w.e.f. 6.10.1998 and also in such
Cases where the executives had acquired the qualification of CA/ICWA prior to
6.10.1998 but after joining . However in such cases the increments shall be
admissible only w.e.f. 6.10.1998.
2. Executives who had started their studies for acquiring higher/additional
Professional qualification prior to joining , but acquired the said qualification
after joining the Corporation are also eligible for benefit under the scheme.
3. ENTITLEMENT:
I. Two increments at the increment rate admissible at the time of acquiring the qualification shall be treated as PERSONAL Pay and shall be carried over by the executive separately. The increments are to be counted for payment of all allowances except Dearness Allowance; and are not to be counted for determining the rate of annual increment and fixation of pay on promotion.
a) Rate of incentive increments to executives granted incentive for acquiring higher qualification prior to 01.01.1997: Executives who had been granted incentive increments prior to 01.01.1997 and were in receipt of these increments in the pre-revised scales will be entitled to draw incentive increments w.e.f. 01.01.1997 in the revised pay scales with reference to the post held by them as on 01.01.1997. The incentive increments for this purpose will be calculated at the rate applicable at the minimum of the revised basic pay of the post.
Illustration : If an executive was granted incentive increment prior to 01.01.1997, when he was at E-2 level, and he is at E-4 level as on 01.01.1997, the amount of incentive increments will be calculated at the minimum of E-4 scale of pay and not repeat not on the actual basic pay being drawn by the individual in E-4 level.
c) Rate of incentive increments to executives granted incentive for acquiring higher qualification after 01.01.1997: Executives who have been granted incentive increments for acquiring higher qualification on or after 01.01.1997, will be entitled to draw the incentive increments on the revised basic pay drawn by the individual at the time of acquiring higher qualification.
d) Executives who have been granted incentive increments w.e.f. 06.10.1998 in terms of Office Orders No. 1(12)/97/Incentive/EP dated 06.10.1998 & 16.11.1998 will draw the increment w.e.f. 06.10.1998 with reference to the level as on 01.01.1997 or actual date of acquiring qualification whichever is later on the same principle as enumerated in para (a) & (b) above.
e) Rate of Increments in case of retrospective promotion/pay fixation: In both these cases, the amount of incentive increments shall be regulated as per (a) or (b) above depending upon the effective date of promoted post deemed to be held or the basic pay deemed to have been drawn on the date of grant of incentive increments for higher qualification as the case may be taking into account whether the executive was granted incentive increment on or after 01.01.1997 or prior to it. II The rate of increment is dynamic i.e. on subsequent pay revisions the increment rate gets revised to an amount to be calculated on the minimum of the revised pay scale of the relevant post held at the time of grant of such increment. Employees who are actually drawing incentive increments at a higher rate than that admissible on the lowest scale of pay continue to draw incentive increment at the old rates
According to research, Human Resource Management (HRM) describes the functions within a company that relate to people and its respected function includes policies and practices for selection and recruitment, training and development and remuneration of staff for an organization. It is the staffing function of the organization. Moreover, HRM is the effective use of human resources in order to enhance organizational performance and it servers as the management of the workforce of a business to ensure sufficient staff levels with the right skills, properly rewarded and motivated. HRM includes supporting activities such as: recruiting; training; hiring; motivation programs; and compensation-related activities, recruitment and selection of appropriate staff and management of the employment relationship, which includes contracts, collective bargaining, reward systems and employee involvement and considers the strategic and operational view of human resource requirements. According to sources, HR management can play a role in environmental scanning such as identifying and analyzing external opportunities and threats that may be crucial to the company’s success.
One important focus of human resource management is performance management. This refers to the setting and monitoring process for objectives and measures for exclusives, managers, and employees. Therefore, there is continuous evaluation of these objectives by the employees as well as managers and performance is assessed periodically. Moreover, performance management is a frequent development and improvement process for any organization.
BUSINESS CONTEXT
Café de Coral Group, a leading business establishment in Hong Kong remained true to their mission of establishing a distinguished corporation in the food and catering industry, maintaining a publicly recognized leadership position in the mass-market, quick service restaurant chain business, with vertical and horizontal diversification towards the food services, food processing and distribution, catering and hospitality sectors in the world arena and for over 30 years, the quick service restaurant, specialty restaurant, institutional catering and food manufacturing and distribution businesses continued to flourish. The group gave importance to quick service restaurant business by focusing on its development as well as its management.
Key Features of Strategic Human Resource Management
The key features of SHRM are
* There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment
* There is some organizing schema linking individual HR interventions so that they are mutually supportive
* Much of the responsibility for the management of human resources is devolved down the line
Trends in Strategic Human Resource Management
Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:
* Internationalization of market integration.
* Increased competition, which may not be local or even national through free market ideology
* Rapid technological change.
* New concepts of line and general management.
* Constantly changing ownership and resultant corporate climates.
* Cross-cultural issues
* The economic gravity shifting from 'developed' to 'developing' countries
SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.
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