abhishreshthaa
Abhijeet S
Time Warner Cable (NYSE: TWC) (formerly Warner Cable Communications) is an American national cable television company that operates in 27 states and has 31 operating divisions. Its corporate headquarters are located in the Time Warner Center in Midtown Manhattan, New York City,[2] and the company has other corporate offices in Cambridge, Massachusetts; Columbus, Ohio; Buffalo, New York; Charlotte, North Carolina; and Herndon, Virginia. For its first 20 years, Time Warner Cable was controlled by Time Warner. However, despite being headquartered in the same building as Time Warner, Time Warner Cable is no longer affiliated with Time Warner, having been spun out to shareholders in March 2009.[3]
Prior to the spin-out, Time Warner had held an 84 percent stake in Time Warner Cable.[4] Non-Time Warner shareholders received 0.083670 shares for each share already owned. This move made Time Warner Cable the largest cable operator in the United States owned solely by a single class of shareholders (without supervoting stock
HRM Approach in Hospitality Manes
While the manufacturing industry uses human for increased production and innovation in products, the labor-intensive hospitality and tourism industry especially the international companies or the multinational enterprises, Manes, due to the fact that the industry relies on the kind of services they provide, needed an appropriate HRM model that will help the industry formulate HRM strategies that are aligned with the objectives of the company. Schuler (1992) proposes that strategic HRM is about integrating people issues with the strategic needs of the business. Therefore, business strategies provide the foundation for HRM strategies, policies and processes to be linked and a good HRM model will serve as a guideline in formulating HRM strategies.
Also, Manes should be able to adapt to the changes in the environment that may influence the present and future survival of an organization. Manes should have the ability to exist in different countries adopting its culture, economy, politics and the market. HRM in international context is important in the operations of Manes (Schuler, Dowling and De Cirri, 1993). Management of human resources and HRM practices may differ from country to country. For example, organizational structures in Japan may be decentralized while in the US and UK firms may be more centralized and bureaucratic. Employees in Japan may not be very productive and efficient when the bureaucratic approach of management is implemented to them.
Emmett & Hutchinson (1998) cite the most common factors driving organizations to adopt flexible working practices as increased competitiveness both nationally and globally; new technology; changes in Labour markets and employee demographics and government policies. Human resource policy of a hospitality firm in the US might differ from the HR policy in UK or in China because policy is influenced by first, the employees. Employees in the US might have different attitudes compared to employees in China. Also, corporate and HR policy is influenced by the culture especially in the hospitality industry where diversification of culture is important. Since China is a communist country, it is expected that they have different legal and political structures compared to the US. The legal structure and culture are usually the basis of HR policy of an MEN in a particular country. The parent company will incorporate its HR policy with its firm in a host country and make some necessary changes in order to adapt with the environment, making the firm more competitive within that country.
USING ORGANIZATIONAL INVENTORY DATA
Data on individual employees can be aggregated into a profile of the current organizational workforce. This profile reveals many of the current strengths and deficiencies. The absence of some specialized expertise, such as advanced computer skills, may affect the ability of an organization to take advantage of new technological developments. Likewise, if a large group of experienced employees are all in the same age bracket, their eventual retirement will lead to high turnover and a major void in the organization.
.
Establishing an HRIS
The explosion of information technology has changed the nature of HR information
usage. Just a few years ago, most HR information had to be compiled
and maintained on mainframe computers. Today, many different types of
information technology are being integrated and used so that HR professionals
can access HR-related data and communicate it to other managers and executives.
CHOOSING AN HRIS
It is crucial when establishing an HRIS that the system be able to support the HR strategies of the organization.
Prior to the spin-out, Time Warner had held an 84 percent stake in Time Warner Cable.[4] Non-Time Warner shareholders received 0.083670 shares for each share already owned. This move made Time Warner Cable the largest cable operator in the United States owned solely by a single class of shareholders (without supervoting stock
HRM Approach in Hospitality Manes
While the manufacturing industry uses human for increased production and innovation in products, the labor-intensive hospitality and tourism industry especially the international companies or the multinational enterprises, Manes, due to the fact that the industry relies on the kind of services they provide, needed an appropriate HRM model that will help the industry formulate HRM strategies that are aligned with the objectives of the company. Schuler (1992) proposes that strategic HRM is about integrating people issues with the strategic needs of the business. Therefore, business strategies provide the foundation for HRM strategies, policies and processes to be linked and a good HRM model will serve as a guideline in formulating HRM strategies.
Also, Manes should be able to adapt to the changes in the environment that may influence the present and future survival of an organization. Manes should have the ability to exist in different countries adopting its culture, economy, politics and the market. HRM in international context is important in the operations of Manes (Schuler, Dowling and De Cirri, 1993). Management of human resources and HRM practices may differ from country to country. For example, organizational structures in Japan may be decentralized while in the US and UK firms may be more centralized and bureaucratic. Employees in Japan may not be very productive and efficient when the bureaucratic approach of management is implemented to them.
Emmett & Hutchinson (1998) cite the most common factors driving organizations to adopt flexible working practices as increased competitiveness both nationally and globally; new technology; changes in Labour markets and employee demographics and government policies. Human resource policy of a hospitality firm in the US might differ from the HR policy in UK or in China because policy is influenced by first, the employees. Employees in the US might have different attitudes compared to employees in China. Also, corporate and HR policy is influenced by the culture especially in the hospitality industry where diversification of culture is important. Since China is a communist country, it is expected that they have different legal and political structures compared to the US. The legal structure and culture are usually the basis of HR policy of an MEN in a particular country. The parent company will incorporate its HR policy with its firm in a host country and make some necessary changes in order to adapt with the environment, making the firm more competitive within that country.
USING ORGANIZATIONAL INVENTORY DATA
Data on individual employees can be aggregated into a profile of the current organizational workforce. This profile reveals many of the current strengths and deficiencies. The absence of some specialized expertise, such as advanced computer skills, may affect the ability of an organization to take advantage of new technological developments. Likewise, if a large group of experienced employees are all in the same age bracket, their eventual retirement will lead to high turnover and a major void in the organization.
.
Establishing an HRIS
The explosion of information technology has changed the nature of HR information
usage. Just a few years ago, most HR information had to be compiled
and maintained on mainframe computers. Today, many different types of
information technology are being integrated and used so that HR professionals
can access HR-related data and communicate it to other managers and executives.
CHOOSING AN HRIS
It is crucial when establishing an HRIS that the system be able to support the HR strategies of the organization.
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