Manage Human resources free essay sample

1. Outline the difference between strategic plans and operational plans Strategic plans are the long term plans and goals of an organisation, whereas operational plans are shorter term; more about detailing the day to day operations of the organisation. Operational plans need to keep the strategic goals in mind so that the organisation will reach their longer term goals. HR requirements are necessary both in strategic and operational plans. Within operational plans, the HR strategies are important to enable the employees and human sector of the organisation to function appropriately. The human element of an organisation must be aware of their roles, adequately trained and treated fairly to ensure they carry out operational tasks. This, is turn, enables the strategic plans to work. 2. Explain how performance management works Performance management is successful when the expectations and obligations of employees align with the strategic plan of the organisation. Performance management should ensure that employees’ behaviour and outputs are consistent with the long term goals of the organisation and that the two complement each other. We will write a custom essay sample on Manage Human resources or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If an employee is not meeting the objectives set out by the strategic and operational plans, then it is up to the HR manager to performance manage the employee to fit into these plans or seek employment elsewhere. Therefore, performance management is not only a way to ensure that employees are supporting the organisation towards its strategic goals, but also a way in which an employee can develop skills and learn more about their own career goals. 3. Why do HR personnel need to be aware of relevant legislation? There is a lot of legislation which HR personnel need to be aware of and it is important that it is enforced and taken into account when making HR decisions. Employees need to be treated fairly and have confidence in the organisation that they work for. This can be ensured if the relevant employment and workplace legislation is followed. If this legislation is not followed, it can also be costly for the organisation in the form of fines and compensation. The legislation which applies to human resource operations are: Fairwork Act 2009 National Employment standards Long service leave act Superannuation legislation Taxation legislation and fringe benefits Workplace Health and Safety Anti-discrimination legislation Workers compensation The Fair Work Act 2009 establishes a safety net of employee entitlements with the National Employment Standards (NES) and modern awards. In some cases, an employee’s entitlements change to meet the minimum entitlements under the NES, which prevail over any instrument (including former State awards and State agreements) that is less beneficial than the entitlements under the NES. This means that if an employee is covered by an award, agreement, former State award or State agreement or contract of employment, it cannot provide less than the NES entitlements. Rules relating to other employment matters governed by the Fair Work Act 2009 also apply to those employers and employees new to the national system from 1 January 2010. This includes (but is not limited to): 1 termination of employment 2 enterprise bargaining 3 industrial action 4 right of entry 5 general protections 6 record-keeping requirements. 4. What is the aim of WHS legislation and what responsibilities does it place on employers? The Occupational Health and Safety Act 2004 is the legislative and administrative measures to improve occupational health and safety in Victoria. The Act sets out the key principles, duties and rights in relation to occupational health and safety. The general nature of the duties imposed by the Act means that they cover a very wide variety of circumstances, do not quickly become outdated and provide flexibility to determine what needs to be done to comply. As an employer you must provide a safe and healthy workplace for your workers and contractors. This includes: providing and maintaining safe plant(such as machinery and equipment) and safe systems of work (such as controlling entry to high risk areas, controlling work pace and frequency and providing systems to prevent falls from heights) implementing arrangements for the safe use, handling, storage and transport of chemicals (such as dangerous goods and other harmful materials) maintaining the workplace in a safe condition (such as ensuring fire exits are not blocked, emergency equipment is serviceable, and the worksite is generally tidy) providing workers and contractors with adequate facilities (such as clean toilets, cool and clean drinking water, and hygienic eating areas) making sure workers have adequate information, instruction, training and supervision to work in a safe and healthy manner. An employer must also: adequately monitor your workers health (such as providing hearing tests for workers exposed to high noise levels, providing blood tests for workers exposed to lead and monitoring fatigue levels of transport and other workers) keep information and records relevant to your workers health and safety (such as records of biological monitoring, asbestos assessments, first aid records and relevant medical information) employ or engage people with the necessary qualifications or expertise to advise you on health and safety issues affecting your workers Consult with employees on matters that may directly affect their health, safety or welfare. Where the employees are represented by a health and safety representative (HSR), the HSR must also be involved in the consultation nominate a senior management representative (or yourself) to deal with workers and their health and safety representatives in resolving health and safety issues at the workplace provide your workers with information in the appropriate languages about your workplace health and safety arrangements, including the names of those to whom the workers can make an inquiry or complaint. When hiring new employees you should inform them, in writing, of the nature of the work and ask if they have any pre-existing injury or illness that may be affected by the work. You should also inform them, in writing, that failing to notify or hiding a pre-existing injury or illness which might be affected by the nature of the proposed employment, could result in that injury or illness being ineligible for future compensation claims. Employers must ensure that other people (such as their customers, visitors and the general public) are not endangered by the conduct of your business (for example, by providing protection from falling debris around construction sites, controlling traffic access to your workplace and limiting public access within the workplace). Employers have additional specific obligations if their business involves the: manufacture, importation, transportation, supply, storage, handling or use of dangerous goods design, manufacture, importation, supply, erection or installation of plant manufacture, importation, or supply of substances. Employers also have obligations to: meet particular licensing, registration and certification requirements immediately notify WorkSafe of certain dangerous incidents co-operate with WorkSafe Inspectors  omply with Inspectors Notices and Written Directions issued by Worksafe inspectors Relevant legislation must be included in induction processes for new staff and H R must provide training within the specific areas. Employees should be made aware of their legal rights and responsibilities, as well as their employers. Policies and procedures must ensure to be in line with all relevant legislations, referring to the specific legislative requirements when needed. Policies and procedures must also take into account both emotional and physical health aspects when it comes to WHS legislation. Assessment 3 Project 1 1. I have chosen to undertake delivery of recruitment services for Cooinda Hill. The services which will be provided are: Development of position descriptions Advertising of vacant positions Interviewing process Induction process The aim of my services will be to recruit professionals as required to Cooinda Hill who fit the needs of the organisation and who can assist Cooinda Hill to reach its strategic goals. Client needs assessment form Client name: Services required (please tick): Development of position descriptions Advertising vacant positions Interview process Induction process Performance reviews Performance management Please answer the questions below relevant to your services required. Do you currently have position descriptions for all positions within the organisation? I will be creative in the advertising medium used to try to attract relevant possible appointees and promote the less tangible attributes of the positions, such as â€Å"tree change† or excellent community facilities and support for the organisation. Timelines Within the first two months all Position Descriptions will be reviewed and a gap analysis done on the current workforce. Succession plans will also be reviewed and considered in the process. A vacant position will be advertised within two weeks of the vacancy being identified. Closing date for applications will be three weeks from advertising date. First round interviews will be held within one week from closing date of applications. Applicants will be informed of outcome within one week. The second round interviews and reference checks will occur within one week of this. Successful applicants will be informed within one week of last interview. An appointment will be made approximately 4 weeks after closing date of applications. This may dependent on availability of applicant. If the process is to take longer than 4 weeks, this will be only considered in conjunction with Cooinda Hill. KPIs Adherence to the above timelines Consultation with Cooinda Hill at times indicated Successful appointment of people into vacant positions Adherence to legislative requirements Provision of services for 12 months Provision of services as outlined in this proposal

Usa in the Second Half of the 19th Century Essay Example

Usa in the Second Half of the 19th Century Essay Example Usa in the Second Half of the 19th Century Essay Usa in the Second Half of the 19th Century Essay The second half of the 19th century introduced a new style of enterprise to America, Big Business. The 19th century values of work and of being an independent business man clashed with the modern 20th century values of extreme expansion with large work forces and of earning the most money possible. The rise of the robber barons and the captains of industry helped the economy by pushing America into first place in the production of several products and by creating many new jobs. Although these new opportunities appealed to the masses, not everyone was satisfied by his new occupation. The creation of labor unions was a reaction to the numerous complaints about working conditions, wages, and work hours. The first unions protested with peace and reason. Once they realized that nothing could be accomplished through negotiation, drastic measures were taken and violence was the answer to their problems. The clashes between management and workforce in the Great Railroad Strike, Homestead Strike, and Pullman Strike emphasize these crises that were resolved through force and destruction. Economic depression in 1873 was the main factor in setting off the 10% wage cuts and shortening of work days in the railroad business. In 1877, Laborers took action by seizing control of the rails by sequestering the rail switches and by blockading freight trains, only letting passenger trains through. Strikes broke out in many cities including Baltimore where 10 protesters and bystanders were killed by the local militia. Engulfed in rage, the laborers rampaged through the city destroying all things pertaining to trains. Only after Hayes was called for help did the real action begin. In Pittsburgh, the National Guard was called to quell another strike by any means necessary, even if it meant killing 20 people including women and children. Tempers exploded as fires raged through the city destroying $4 million worth of railroad property. The country suffered an estimated 100 deaths due to these rash actions and violence. The casualties could’ve been avoided through peaceful negotiation, but that never worked. Carnegie’s Homestead Steel mills, a part of US Steel, were the center of a hostile conflict in 1892 between laborers and management caused by large wage cuts and short work weeks. These cuts were commanded by Frick who reasoned that increased efficiency inflated salaries. Frick closed the mill and hired and placed 300 Pinkerton Detectives on guard duty. On July 6th, much blood was spilled as a gunfight between the guards and laborers ensued for 12 hours. The workers won the battle, but lost the war completely. ,500 National Guard members took control of the mill and the blame of an assassination attempt at Frick was blamed on the Labor Unions. In November, all steel unions were broken, and the mill operated on cheap labor from African Americans and immigrants. The hours were brutal as they were pushed to work 12 hours a day with a 24 hour day every 2 weeks. The Steel Industry didn’t see unions for another 44 years. The management had won. The government was an avid supp orter of big business which is evident in the Pullman Strike of 1894. Still feeling the effects of depression, the Pullman Palace Car Company had to lay off 5,800 workers and also cut wages from 25-50%. Even though they were making less money, the Pullman town didn’t lower the rent. On May 11th, 90% of the workers went on strike and a month later, ? million across the country joined them by refusing to pull Pullman sleeping cars. Lawyers, as tricky as they are, managed to get a court injunction to force the workers back to work by attaching a US mail car to a Pullman car and say the laborers were disturbing the distribution of mail. The workers didn’t comply to with the courts jurisdiction and so 14,000 troops were sent by Grover Cleveland to enforce the ruling. 25 were killed as the troops shot into a crowd of 10,000 in Chicago. Hundred were jailed including Eugene Debs, leader of the American Railway Union who ordered the workers to stop pulling the Pullman cars. The government prioritized a strong healthy economy over a large and happy population. Rapid industrialization and nation-wide corporations led to wealthier families and a new middle class. Although there were many who did enjoy the new luxuries paid for by new salaried jobs like managers, technicians, and engineers, many more people were below the poverty line and resided in the slums, living with other families with no privacy and unsanitary conditions. These families were unfortunate because of the wage cuts and the replacement of labor by immigrants and African Americans. A change was in order and the labor unions took the plate by voicing their complaints, and, when that didn’t work, resorting to physical means to get what they wanted.