abhishreshthaa
Abhijeet S
Take-Two Interactive Software, Inc. (NASDAQ: TTWO) (or Take-Two, also known as Take2) is an American publisher, developer, and distributor of video games and video game peripherals. Take-Two wholly owns 2K Games and Rockstar Games. The company's headquarters are in New York City, United States, with international headquarters in Windsor, United Kingdom. Development studio locations include San Diego, Vancouver, Toronto and Novato, California. Take-Two has developed and published many notable games, including its most famous Grand Theft Auto series, the Midnight Club racing series, controversial games Manhunt and Manhunt 2 and most recently BioShock. As owner of 2K Games, Take-Two publishes its popular 2K Sports titles. It also acted as the publisher of Bethesda Softworks's 2006 game, The Elder Scrolls IV: Oblivion. Take-Two was the target of a hostile takeover $2 billion[3] bid from rival Electronic Arts issued in February 2008. EA let the offer expire in August 2008.
It is has been a cliché that the people are the most important resource in business. Effective use of people makes seems to be one of the primary assets of a business aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. Defining Human Resource Management, HRM, it is a range of management activities which aim to achieve organizational objectives through effective use of employees (Obliging, 2006).
Human resource was first coined by Peter Ducker with his book The Practice of Management. After that, theoretical development of HRM emerged, accompanied by the development of different HRM models in several schools of management in the USA and the UK. These models are currently applied to different companies and businesses especially in multinational enterprises, Manes, which needed effective HRM.
The focus of this paper is on the significance of HRM Models in the formulation of HRM strategies in Manes in the hospitality industry. The paper analyses the different HRM approaches of organizations within the hospitality industry as well as the influence of local national environments on the effectiveness of human resource policies in hospitality Manes.
HRM Models
There are two famous HRM models that exist today. One of these is the Michigan School Model which was developed by Fibrin, Itchy and Deanna (1984). This is also referred to as the hard HRM which emphasizes on treating employees as a means to achieving the organization’s strategy. Organizations that practice this model monitor investment in employee training and development to ensure to ensure it fits with the firm’s business strategy. The management’s principal reason for improving the effectiveness of HRM in this model is increasing productivity. The Michigan model also assumes that HRM will respond to the external and internal environment appropriately and a contingency approach to HRM. The Michigan model is hard HRM because it is based on strategic control, organizational structure and systems for managing people. Although it acknowledges the importance of motivating and rewarding people, it concentrates most on managing human assets to achieve strategic goals
The challenges that are needed to overcome in terms of recruitment and selection are workforce planning, age bubble, ‘brain drain’, technology and the pressure to maintain the employer of choice status for both entry-level and experienced job seekers. The drive is to provide challenging and interesting work, recognitions and rewards for accomplishments and provide an opportunity for fast career growth and advancement. Moreover, Starbucks should be financially strong and people-oriented. This has implications for the Partner Sources and realignment of the competencies and expertise.
In decreasing employee turnover rate, Starbucks shall focus on hiring older employees so that benefits package would be more appropriate and base wages must be raised with respect to performance instead of giving raise for economic motivations. Significantly, the reward policy shall include processes on developing and maintaining an effective reward system such as employee of the month award, on-the-spot tokens, etc and closed-loop communications systems of regular employee communications.
For workforce planning, Starbucks should identify workforce needs, analyse current position and develop HR strategies to narrow if not close the gaps. In carrying this out, environmental scanning must be conducted including strategic plans, internal factors and SWOT analysis. Next, there should be an analysis of the workforce and existing competencies prior to converging into concrete actions of recruitment, classification, compensation, training, performance management and continuous education.
he Human Resource department is established since its own establishment. The Human Resource department is working under the supervision of senior manager. HR department is playing a vital role in the success of PAKARAB. In PAKARAB , the following criteria of grading is used generally and on that basis predefined fringe benefits and salary decisions have been defined for each grade.
EXECUTIVE GRADES G3 TO G6 ; M1 TO M3
SUPERVISORS GRADES G1 TO G2
WORKERS GRADES S1 TO S6
In PAKARAB , The Human Resource department is divided into two major departments :
IR (Industry Relations dept.)
P&A (Personnel and Administration)
The IR department is currently headed by a senior manager Mr. Khalid Bashir assisted by a deputy manager , Mr. Farooq Malik .PERFORMANCE APPRAISAL is one of the main function of The Human Resource department .P&A department do appraisal of supervisors and executives. IR department do appraisal of workers staff. In The Human Resource department, the promotions and salary decisions are made on the basis of performance appraisal’s evaluation.
It is has been a cliché that the people are the most important resource in business. Effective use of people makes seems to be one of the primary assets of a business aside from its financial, technological and physical resources therefore it has to be managed effectively and strategically. Defining Human Resource Management, HRM, it is a range of management activities which aim to achieve organizational objectives through effective use of employees (Obliging, 2006).
Human resource was first coined by Peter Ducker with his book The Practice of Management. After that, theoretical development of HRM emerged, accompanied by the development of different HRM models in several schools of management in the USA and the UK. These models are currently applied to different companies and businesses especially in multinational enterprises, Manes, which needed effective HRM.
The focus of this paper is on the significance of HRM Models in the formulation of HRM strategies in Manes in the hospitality industry. The paper analyses the different HRM approaches of organizations within the hospitality industry as well as the influence of local national environments on the effectiveness of human resource policies in hospitality Manes.
HRM Models
There are two famous HRM models that exist today. One of these is the Michigan School Model which was developed by Fibrin, Itchy and Deanna (1984). This is also referred to as the hard HRM which emphasizes on treating employees as a means to achieving the organization’s strategy. Organizations that practice this model monitor investment in employee training and development to ensure to ensure it fits with the firm’s business strategy. The management’s principal reason for improving the effectiveness of HRM in this model is increasing productivity. The Michigan model also assumes that HRM will respond to the external and internal environment appropriately and a contingency approach to HRM. The Michigan model is hard HRM because it is based on strategic control, organizational structure and systems for managing people. Although it acknowledges the importance of motivating and rewarding people, it concentrates most on managing human assets to achieve strategic goals
The challenges that are needed to overcome in terms of recruitment and selection are workforce planning, age bubble, ‘brain drain’, technology and the pressure to maintain the employer of choice status for both entry-level and experienced job seekers. The drive is to provide challenging and interesting work, recognitions and rewards for accomplishments and provide an opportunity for fast career growth and advancement. Moreover, Starbucks should be financially strong and people-oriented. This has implications for the Partner Sources and realignment of the competencies and expertise.
In decreasing employee turnover rate, Starbucks shall focus on hiring older employees so that benefits package would be more appropriate and base wages must be raised with respect to performance instead of giving raise for economic motivations. Significantly, the reward policy shall include processes on developing and maintaining an effective reward system such as employee of the month award, on-the-spot tokens, etc and closed-loop communications systems of regular employee communications.
For workforce planning, Starbucks should identify workforce needs, analyse current position and develop HR strategies to narrow if not close the gaps. In carrying this out, environmental scanning must be conducted including strategic plans, internal factors and SWOT analysis. Next, there should be an analysis of the workforce and existing competencies prior to converging into concrete actions of recruitment, classification, compensation, training, performance management and continuous education.
he Human Resource department is established since its own establishment. The Human Resource department is working under the supervision of senior manager. HR department is playing a vital role in the success of PAKARAB. In PAKARAB , the following criteria of grading is used generally and on that basis predefined fringe benefits and salary decisions have been defined for each grade.
EXECUTIVE GRADES G3 TO G6 ; M1 TO M3
SUPERVISORS GRADES G1 TO G2
WORKERS GRADES S1 TO S6
In PAKARAB , The Human Resource department is divided into two major departments :
IR (Industry Relations dept.)
P&A (Personnel and Administration)
The IR department is currently headed by a senior manager Mr. Khalid Bashir assisted by a deputy manager , Mr. Farooq Malik .PERFORMANCE APPRAISAL is one of the main function of The Human Resource department .P&A department do appraisal of supervisors and executives. IR department do appraisal of workers staff. In The Human Resource department, the promotions and salary decisions are made on the basis of performance appraisal’s evaluation.
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