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Employee Resourcing Induction And Dismissal Business Essay

Each week when you attend a lecture or workshop you will be asked to sign an attendance register. You must do this yourself – if someone else signs for you both of you will lose the marks allocated for attendance and participation for the whole year.

At the session you will be given a list of questions and activities to improve your understanding of the topic covered in that week’s session. You must complete the activity in the ‘virtual’ workbook that will be emailed to you at the beginning of the module.

You should choose one of the questions or activities and complete it in your own time, preferably before the next week’s session.

Insert the question or activity in the space at the top of the appropriate page.

Complete the activity or exercise in the space provided. You should aim to write about 500 – 700 words for each exercise but you should not exceed 1000 words in any case.

All activities and answers must be your own work and not copied from anyone else

You must email your workbook as instructed twice. The first submission must be on 27th January at the latest when you will be expected to have completed all the activities and exercises on the lectures in weeks 1 till 10. The second submission is by 17th April when you be expected to have completed all the activities and exercises based on the lectures in weeks 12 to 21.You will have an opportunity to get feedback from fellow students and staff at two points in the module in January and May..

Only the completed activities and exercises that are submitted at the correct time will be marked – you will not have an opportunity to fill in the gaps later on.

When the workbook is marked you will receive one mark per completed task if you also attended the relevant lecture from beginning to end. You will receive only half a mark if there is not attended the whole lecture or if you attended but the activity or answer is not satisfactory.

You can accumulate up to 20 marks this way which will make a big difference to your final grade. You will also have improved your learning of the topic and had useful practice in answering questions similar to those you will encounter in the final exam. Your exam skills will have improved due to practice which can make a difference to your ability to produce coherent and detailed answers under exam conditions

TEACHING AND EXAMINATION TIMETABLE 2012 - 2013

WEEK

HUMAN RESOURCE MANAGEMENT

HRM 2012/2205

LECTURER

Wk 1 23/09/12

INTRODUCTION TO THE MODULE

N.Mashood

I:Employee Resourcing

Wk 2

30/09/12

Employee Resourcing: Recruitment

N.Mashood

Wk 3

07/10/12

Employee Resourcing: Selection

N.Mashood

Wk 4

14/10/12

Employee Resourcing: Induction and Dismissal

N.Mashood

21/10/12

Mid-Term Break (No Lectures)

Wk 5

28/10/12

Employee Resourcing: Legal Aspects

N.Mashood

Wk 6

04/11/12

Reading Week (Guest lecture)

TBA

II Managing People

Wk 7

11/11/12

Managing Absence

N.Mashood

Wk 8

18/11/12

Managing Retention

N.Mashood

II: Training and Development

Wk 9

25/11/12

Individual and Management Learning

N.Mashood

Wk 10

02/12/12

Organisational Learning

(Make-up Class on 1/12/12)

N.Mashood

Wk 11

09/12/12

In-class test 1

N.Mashood + invigilators

III: Employee Reward

Wk 12

16/12/12

Reward 1

N.Mashood

23/12/12

Term Break

By 27/01/13

Email your on-line workbook to module leader for checking

III: Employee Reward Cont'd

Wk 13

27/01/13

Reward 2

N.Mashood

Wk 14 03/02/13

Reward 3

N.Mashood

IV: Employee Relations

Wk 15

10/02/13

The Employees’ Perspective

N.Mashood

Wk 16

17/02/13

Reading Week (no lecture)

Wk 17

24/02/13

The Government Perspective

N.Mashood

Wk 18

03/03/13

Managers and Unions

N.Mashood

V: Maximising Performance

Wk 19

10/03/13

The Psychological Contract

N.Mashood

Wk 20

17/03/13

Employee Engagement

N.Mashood

Wk 21

24/03/13

Performance Management and Appraisals

N.Mashood

31/03/13

Mid-Term Break (No Lectures)

Wk 22

07/04/13

In-Class Test 2

N.Mashood

+invigilators

Wk 23

14/04/13

Final Exam Revision

N.Mashood

Wk 24

21/04/13

Revision Week (no lecture)

N.Mashood

By 29.4.12

Email your on-line workbook to module leader for checking and marking

w/c 29 Apr – 25 May

Final Examination during exam period

Wk 1

23/09

INTRODUCTION TO THE MODULE

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 2

30/09

EMPLOYEE RESOURCING: RECRUITMENT

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Write EITHER a job description for the following job

A cinema manager

Job Description

The post of the cinema manager is one in which the person responsible controls and manages all the day to day activities of the cinema such as managing budgets, ensuring health and safety and cleanliness and dealing with customers and media. Furthermore, it involves various HR activities such as recruitment, training of personnel, pay and effective implementation of shifts and quotas.

The cinema manager like all the managerial jobs in the cinema industry involves promoting and providing effective visitor services.

Basic Details:

Title: Cinema Manager at Vox Cinemas at Mall Of Emirates, Dubai, U.A.E.

Purpose: The cinema manager is required to satisfy a variety of areas including customer satisfaction and safety, human resources (HR) responsibilities, training staff and marketing initiatives to ensure optimum profit and goodwill for the cinema.

Tasks: Planning, developing and supervising promotional and advertising projects, Recruiting, training and managing staff. Effective collaboration with community representatives so as to promote the film within the local community. Undertaking administrative tasks such as setting shift rotas and organising staff payment. Ensuring the venue, facilities and staff meet stipulated health and safety regulations. Managing budgets. Dealing with enquires from the press and public and Ensuring the cinema meets set audience targets each month/year etc.

Hours of work: 8 hours a day every weekday and 6 hours in the evening(from 5pm) on weekends.

Standards: Increase in rate of return of customers, maximum customer satisfaction ensuring maximum profit rate from each customer per seat allotted. Pleasant behavior towards customers and a ready- to-assist mentality and also maintaining the cinema in good health.

Responsibilities :  

the cinema manager is responsible for the recruitment, training, and appraising of subordinates and to manage poor performance, managing all major projects, in time and on budget. Supervise cash handling and stock control e.g. refreshments.Keep an eye on cinema administration e.g. banking, records, payroll administration, cinema database. Implement tactical marketing activity and to identify sales opportunities and manage promotions.Deal with local press regarding advertising, e.g. weekly film listings, press releases. Work effectively with programming and technical teams. Ensure all operational standards are met and delivered, including site security, producing and maintaining procedure manuals along with managing Box Office functions. Manage required financial reporting, budgeting, forecasts etc. manage and co-ordinate staff communications and manage employment hierarchy. Ensure health and safety, hygiene and licensing regulations are communicated and complied with. E.g. cleanliness of cinema theatre and platforms.negotiate contracts and agreements with third party orginazations and with temporary and permanent employees, and finally Carry out any other duties, which can reasonably be expected in the effective running of the cinema.

Physical and social environment:

The cinema is always a busy place with people coming in to be entertained by the cinema therefore it is a very social and friendly site. The cinema is usually very loud. The customers of the cinema vary in ages from small children to a mature adults. A lot of celebrities are to be expected when screening of much awaited movies are scheduled. The cinema manager at that time will have to demonstrate maximum efficiency as this could potentially be one of the most busiest days/night of the month.

Training:

The profession is open to graduates of all disciplines, but a qualification in management, marketing or film studies may be advantageous. A keen interest in film/the arts is important.

Additionally an induction course is offered to any selected candidate regardless of experience, so as to fit in and feel comfortable with the norms and traditions of the organization.

CONDITIONS OF EMPLOYMENT: The selected candidate/cinema manager will be offered a basic salary of AED 15,000 and will be provided with a company car along with benefits and bonuses such as health insurance. Sickness holidays are allowed for 4 working days and if the employee is taking a sick leave for more than the above specified days will have to present a qualified doctors note stating the severity and type of sickness. Otherwise, the employee is awarded with 5 days leave for every month he works. This leave can be accumulated and used as later on. If the manager is an expatriate he will not be given a pension, however if he is a national then pension schemes will be into effect as per U.A.E. laws. A work visa will also be provided by Vox Cinemas to expatriates.

Wk 3

07/10

EMPLOYEE RESOURCING: SELECTION

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY( INSERT IN THE BOX BELOW)

Report to senior manager on Pros and cons of psychometric testing

TYPE YOUR ANSWER IN THIS SPACE

Report on Psychometric testing:

Psychometric tests are a standard and scientific method used to measure individuals' mental capabilities and behavioural style. Psychometric tests are used to measure candidates' suitability for a role based on the required personality characteristics and aptitude (or cognitive abilities). These tests identify the extent to which candidates' personality and cognitive abilities match those required to perform the role. Employers use the information collected from the psychometric test to identify the hidden aspects of candidates that are difficult to extract from a face-to-face interview. However, it is of notion that many job applicants detest such tests as they believe their abilities are better observed when put to test in a real world situation. Now, there are a variety of psychometric tests for various types of tests.

Firstly, there is a test which indexes a candidates intelligence otherwise known as Stanford-Binet IQ test. Secondly there is personality testing which compares the candidates attributes to form traits according to the Big 5 pesonality traits and much more. These various types of tests have varying rates of reliability and validity and therefore it has to be kept in mind while choosing a psychometric test to be applied on a candidate.

This report also features advantages and disadvantages of such psychometric tests for your consideration.

Advantages

* Standardized and objective; everyone is treated equally and therefore fairly.

* Candidates who have good "interview technique" are not unduly advantaged.

* Usually quick and easy to score.

* Typically much more reliable, consistent and free from error than other assessment methods.

* Statistical research suggests that many aspects of job performance can be predicted from test results. Indeed, tests seem to be much more effective in this regard than most other selection methods.

* Most tests can be administered in groups of up to 15, there are considerable savings of time and hence expense.

* In general, tests measure the attributes they are designed to measure very effectively.

Disadvantages

* Internal candidates for jobs can sometimes feel disgruntled because they are being treated in the same way as external candidates.

* Some candidates may be nervous about testing and will need to be put at their ease.

* training is required for administration and interpretation of results.

* The initial set-up can be costly, including the initial purchase of re-usable materials and training of test administrators and interpreters.

* Candidates may resist such tests, often based on misconceptions, which needs to be overcome before they can be successfully introduced into an organization.

* Tests may not be able to measure the 'whole candidate' and will typically be used in conjunction with other information.

Conclusion:

As mentioned above such tests have their advantages and disadvantages, however these tests can be very powerful when put to use effectively and efficiently and guarantees that the chosen candidate has the traits and attributes that the organization is looking for.

However, the costs and misconceptions based on these tests will have to be overcome before these tests can be administered effectively.

Wk 4

14/10

EMPLOEE RESOURCING:INDUCTION AND DISMISSAL

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Write a memo to line managers explaining about the potentially fair reasons for dismissal

This is a memo to the line managers for guiding them through the fair reasons of dismissal of an employee from the organization. It is essential to treat the employees fairly as they have worked for our organization during the time of their employment. Dismissal can be taken lightly however it presents many opportunities to the employees for accusing the organization on grounds of unfair dismissal.

This memo will now explain the potentially fair reasons of dismissal.

Incapability to perform up to organization standards: If an employee is unable to do his/her job properly due to reasons such as lack of qualifications, changes in technology and strife between employees, then it is fair to dismiss them, however they have to be warned first that their work isn’t satisfactory and then should be provided with training for the updated technology and also steps should be taken to end disputes between employees.

Illness: the employee can be dismissed fairly if his/her long term illness keeps her from doing his/her job. However once again, before taking any action, we must try and support them and check if it is the job itself which is causing the illness and then, provide reasonable amount of time to recover from it.

Redundancy: If the task performed by the employee is redundant and/or it is in the company policy to make a particular employee(s) redundant, then the employee can be dismissed fairly only if the following right of the employee are adhered to: a redundancy pay, a notice period, the option to move to another job and time off to find a new job. The person must be selected for redundancy in a fair way, eg lack of experience or capability to do the job. It should be kept in mind that we cannot make a worker redundant on grounds of age, gender, disability or pregnancy.

Summary Dismissal: An employee can be dismissed for ‘gross misconduct’ without going through the normal disciplinary procedures. This can happen if, the employee is violent towards a colleague or customer. Prompt investigation is necessary before any dismissal procedures are undertaken.

A statutory restriction: An employee can be dismissed if continuing to employ him/her would break the law. Such as employing a person as a driver when he has no driving licence.

Any other substantial reason: fair dismissal is possible if, the employee refuses to accept to company terms or reorganization measures. And also in the case of employee being sent to prison and is a criminal.

Adhering to such measures will make dismissal and related measures fair and also will treat the employees rightfully and not give room for any dispute between organization and its employees. This can also motivate employees to be more honest and sincere if they understand that the organization takes measures to protect their jobs.

Wk 5

28/10

EMPLOYEE RESOURCING

LEGAL ASPECTS

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Diversity is very important in an organization, because along with diversity in race and gender comes diverse ideas and strategies which will help the organization greatly in the long run if not in the short term.It attracts a large number of applicant from diverse backgrounds and types thus leading to a pool of highly qualified individuals, which inturn increases the quality of work produced. It causes the organization to eye global markets and become an international company.The appeal of global markets creates two kinds of opportunities for employees: opportunities for promotion and employee development It also boosts the image of the company in their effort to embrace diversity and change. Many companies nowadays heavily advertise their attitudes towards change, most of them being positive. There are many advantages to diversity. Colleagues and team workers will get mutual respect for one another which is caused by the increased team spirit through diversity.

Another importance of diversity is its power to solve conflicts. Conflict inevitably occurs in the work environment. However, employees who acknowledge others’ differences often also tend to find similarities, particularly when there are common goals Respect for co-workers either reduces the likelihood of conflict or facilitates an easier road to conflict resolution. The ability to resolve workplace conflict minimizes potential liability for employee complaints that would otherwise escalate to formal matters. Workplace diversity preserves the quality of employees’ relationships with their co-workers and their supervisors.

Diversity in the workplace is important for employees because it manifests itself in building a great reputation for the company, leading to increased profitability and opportunities for workers. Workplace diversity is important within the organization as well as outside. Business reputations flourish when companies demonstrate their commitment to diversity through aggressive outreach and recruiting efforts. An organization known for its ethics, fair employment practices and appreciation for diverse talent is better able to attract a wider pool of qualified applicants. Other advantages include loyalty from customers who choose to do business only with companies whose business practices are socially responsible.

The importance of workplace diversity comes into play when it comes to an organization’s ability to reach markets in foreign countries.. A global marketplace opens doors for employees with diverse language skills and multicultural understanding to build global profit centers.

It is also to be kept in mind that organizations thrive off the community that it is present in and the community most definitely is diverse as it contains one or more types of diverse people, be it ethnicity or religion or gender. So it is infact a way of giving back to the community by showing tolerance towards these different diverse people.

Especially in diverse environments, in terms of demographics, it's necessary to train people to understand each other and the communities they serve. Just having people who are different from each other is not enough. A good training program helps people work better together and utilize each other's strengths. Depending on the size of the organization and thier diversity initiative, they can deal with issues and build a stronger team.

Wk 7

11/11

MANAGING ABSENCE

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Do you think attendance awards or bonuses would reduce absence? Give your reasons and justify

Attendance of employees determines an organizations performance. Like it is said, employees are the greatest asset of any organization as without them it would be impossible for the organization to carry out its basic and daily activities.

An organization should never turn a blind eye towards attendance records of employees, that means that it should reward the consistent employees with non-monetary benefits and take measures to motivate other employees to improve their attendance. Coming to which there are two types of absence, long term and short term absence. Amongst the top causes of long term absence is stress and acute medical conditions. In order to counter these types of absence one could simply instead of giving attendance awards and bonuses could do more in terms of providing a stress free work environment, one in which relations between managers and subordinates are healthy and calm. When this happens there is a lot more the employee has to look forward at work rather than just stress. The employee has then the ability to perform much more as we know that ones performance is greatly reduced under stress. There is not much anyone can do about the diseases that cause absence as it is not under the direct control of the organization, but perhaps they could check if the job itself is causing these problems for example a mining worker has a severe illness of asthma may be due to the excessive amount of dust present in those coal mines. The point being here that attendance awards may cause employees to be present at work under any circumstances but their quality and performance will be greatly handicapped as they are not to their hundred percent when they come in such cases, in fact they would be better off recovering from such situations and come back healthy so that they could devote their all towards the organizational objectives. Providing a stress free environment is key in such situations, and being more relaxed and social at work would definitely help.

Short term absence: in such situations the top reasons why the employee is absent is due to minor illness such as cold and headaches and stress. Once again stress as mentioned above is one of the topmost reasons. During the short term absence caused due to stress, it is also observed that the employees are reluctant towards approaching their superiors because their professional relations are poor. This causes misunderstanding and ultimately more conflicts. In such cases bonuses and rewards will not motivate the employee to appear for work and if this situation continues it would cause high turnover rates. So the organization could devote more time and money into social, relation building activities such as cultural time or a group get-together/party it would mean a lot more relaxed toward employees. During such events the employee with poor attendance is bound to make new friends and professional relationships and that would motivate him to turn up for work each day as he is more comfortable with friends than he is with normal colleagues. This will also reduce the scope of conflict between employees as they understand one another much better and can talk to them if any such grievances arise.

So, ultimately I do not think rewards and bonuses would be of much help in increasing the attendance rate of employees but a more stress free environment would in turn increase the attendance rates and also reduce the scope of conflict.

Wk 8

18/11

MANAGING RETENTION

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Create a retention plan for cinema managers

A retention plan is one in which the organization observes the performing employee and gives him/her incentives which he/she prefers. In this case of a cinema manager, it needs extra attention as he is a manager in a critical post.

Cinema manager requires patience therefore it can be classified as a stressful environment. So what managers in a stressfull environment need most are days off and extra benefits for keeping them motivated to work hard. The cinema manager would also like to actually enjoy movie rather than just managing its operations. Therefore a possible retention plan that I would suggest are:

Provide an apprentice or assistant cinema manager, this would greatly help him with his tasks as he could easily delegate duties to his assistant and focus on other demanding activities.

Wk 9

25/11

INDIVIDUAL AND MANAGEMENT LEARNING

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (WRITE IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 10

02/12

ORGANISATIONAL LEARNING

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 12

16/12

REWARD 1

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

Summarise this week‘s lecture in your own words

Wk 13

27./01/13

REWARD 2

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 14

03/02/13

REWARD 3

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 15

10/02/13

EMPLOYEE RELATIONS: EMPLOYEES PERSPECTIVE

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 17

24/02/13

EMPLOYEE RELATIONS: THE GOVERNMENT’S PERSPECTIVE

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 18

03/03/13

EMPLOYEE RELATIONS: MANAGERS AND UNIONS

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 19

10/03/13

MANAGING PERFORMANCE: THE PSYCHOLOGICAL CONTRACT

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERTIN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 20

17/03/13

MANAGING PERFORMANCE : EMPLOYEE ENGAGEMENT

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

Wk 21

24/03/13

MANAGING PERFORMANCE: APPRAISALS

Neelofer Mashood

YOUR CHOSEN QUESTION/ACTIVITY (INSERT IN THE BOX BELOW)

TYPE YOUR ANSWER IN THIS SPACE

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