Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!

h, 201",

p#. 1

To: Professor Sk Pemmaraju From: Waqas Sher Zaman Subject: HR Functions Date: 30/03/ 0!" $o% &ffe !'(e Mana#emen! an) !he $*M +un !'on Suppor! &a h ,!her !o A h'e(e ,r#an'-a!'ona. /oa.s0 The #rimar$ reason of HR% &e#artment an& mana'ement shou(& )ork to'ether is so that the$ can su##ort each other to achie*e or'ani+ationa( 'oa(s, -r'ani+ation mana'ement an& HR% shou(& )ork to'ether &ue to the reason that both &e#artments ha*e *este& to ensure that or'ani+ation achie*e its 'oa(s an& is successfu(, When both &e#artments )ork to'ether it a((o)s mana'ement of the com#an$ to be more ca#ab(e of tactica( human resource functions, This in turn a((o)s HR &e#artment #eo#(e to in*est e.tra time in HR strate'ic mana'ement, %cDona(&/s mana'ement 0n& HR% functions are su##orte& b$ each other as &iscusse& be(o), 1!2 a2 1epar!men! S!aff'n#0 -ne of the main functions of HR% &e#artment is to make sure that the nee&s of the )orkforce of the or'ani+ation are #ro#er($ su##orte&, HR% &e#artment an& mana'ement &e#artment must a()a$s be communicatin' to a'ree on qua(ifications an& ski((s )hich are )ante& for seam(ess o#eration of &e#artment functions, Whene*er a *acanc$ arises in a mana'ement &e#artment3 the recruiter or em#(o$ment s#ecia(ist from HR% &e#artment as )e(( as mana'er from the mana'ement &e#artment shou(& )ork to'ether to assess the job &escri#tion, Durin' the #rocess of se(ection an& recruitment3 therefore3 HR% &e#artment a&*ises or'ani+ation mana'ement )hat are the ste#s to be taken an& the )a$s to i&entif$ e(i'ib(e can&i&ates an& e.istin' &e#artment staff ca#abi(ities, 132 b2 Wor2for e S!ra!e#y0 HR% &e#artment an& or'ani+ationa( mana'ement &e#artment )ork to'ether for strate'ic #(annin' an& this #rocess in*o(*e the re*ie) of &ifferent #rojections that are concerne& )ith business future &eman&s3 an& thereafter the$ &eci&e )hether current em#(o$ees require trainin' or not so that the$ are #re#are& for #romotion or )hether an a##(icant ha*in' hi'h ski(( (e*e( is to be em#(o$e& to increase the current em#(o$ee kno)(e&'e base, 4n this )a$ HR% &e#artment an& or'ani+ationa( mana'ement &e#artment )ork to'ether for short term an& (on' term staffin' nee&s )hich a((o) both the &e#artments to benefit from turno*er an& re&uce& cost #er hire, This in turn a((o)s the or'ani+ation to rea# benefits from #ro#er #(annin' an& ha*in' #ro#er staff, 132
c) Performan e Mana#emen!0 -ne of HR% &e#artment function is to #ro*i&e trainin' to

the em#(o$ees so that the$ are ab(e to take a (ea&ershi# ro(e in an or'ani+ation, -ne )a$ to &o this is to carr$ out em#(o$ee #erformance a##raisa(s, HR% &e#artment )orks to create (earnin' objecti*es that are base& or'ani+ation mana'ement un&erstan&in' of the or'ani+ation 'oa(s an& objecti*es, To#ics of (ea&ershi# trainin' contain ho) constructi*e criticism an& fee&back are #ro*i&e& to em#(o$ees an& ho) em#(o$ee #erformance fair or

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. 2

unbiase& sur*e$s are carrie& out, HR% as )e(( as or'ani+ation ha*e to )ork )ith each other to make sure consistent a##roach is maintaine& to the #erformance mana'ement s$stem in an or'ani+ation, 4nconsistencies in the #erformance mana'ement s$stem of an or'ani+ation ha*e ne'ati*e effects on the em#(o$ee job satisfaction )hich a(so #ro*i&e us a so(i& reason )h$ both or'ani+ationa( an& HR% &e#artments ha*e to )ork to'ether, 132 &2 3onf.' ! *eso.u!'on0 5onf(ict a()a$s arises in the )ork#(aces )hen there are em#(o$ees from &ifferent race3 cu(tures an& countries )ork in &ifferent &e#artments, Whene*er a conf(ict arises in an or'ani+ation the mana'ement of the or'ani+ation most($ take the a&*ice of HR% &e#artment in or&er to so(*e the issues3 but if a(rea&$ a &issention (ies bet)een HR% an& or'ani+ationa( &e#artment then it can (ea& to a situation )here it )i(( be trick$ for HR% &e#artment to kno) )h$ the conf(ict arose an& ho) to so(*e it, 4f the )orkin' re(ationshi# bet)een HR% an& or'ani+ationa( &e#artment is encoura'in' then it he(#s them to han&(e the conf(icts easi($ an& to in*esti'ate t, This is &ue to the reason because HR% &e#artment staff ma$ ha*e more confi&ence that or'ani+ationa( mana'ement &e#artment consi&ers their actions as )e(( as &ecision in (ine )ith the com#an$ #o(ic$, 132 *o.e of $*M 'n Suppor!'n# !he 1e(e.opmen! of !he ,r#an'-a!'ona. S!ra!e#y0 Human resource mana'ement is much (ike($ to #rocee&s to)ar& a##roach b$ )hich com#anies most )orth assets 1#eo#(e2 are bein' su#er*ise&, 5onsi&erin' for an$ cor#oration to attain its #ur#ose3 it can on($ be #ossib(e )hen HR #ersonne( throu'h his mutua( cor#oration can co((ect facts for reference an& ana($sis, 6enuine an& #ositi*e a&ministration can on($ assist or'ani+ation to achie*e 'oa(s in an or'ani+e& )a$, Human Resource mana'ement )ith the he(# of its resources tr$ to achie*e its tar'et, Ser*ices 'i*en b$ the Human Resource %ana'ement can be uti(i+e& in makin' &ecision for the or'ani+ation, These &ecisions are simu(taneous($ connecte& )ith em#(o$ re(ations3 recruitment3 coachin' an& e.#ansion3 #ro&uction mana'ement an& re)ar&s for em#(o$ees, Therefore Human Resource #(an are &e*e(o#e& in a )a$ that he(# the com#an$ to become successfu(, 1 2 M 1ona.)4s $uman *esour e Mana#emen!0 %cDona(&/s 5or#oration HR% su##orts its or'ani+ationa( strate'$ b$ makin' a strate'$ that he(#s the com#an$ to achie*e its 'oa(s an& objecti*es3 )hich focuses on the fo((o)in' four ke$ areas 0, S!ra!e#' $uman *esour es Mana#emen!: %cDona(&/s 5or#oration HR% &e#artment #ractices an& #o(icies )ere s$nchroni+e& )ith the business strate'ies of %cDona(&/s 5or#oration an& then HR% &e#artment carrie& out ana($sis to form HR #ractices in re(ation )ith hirin' an& #ersona( &e*e(o#ment )hich are in (ine )ith %cDona(&/s 5or#oration business strate'ies an& )i(( he(# the com#an$ to 'ro) an& to be more successfu(, 1"2

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. 3

7, Mana#emen! 5ransforma!'on an) 3han#e0 -ne )a$ HR% &e#artment of %cDona(&/s 5or#oration he(#e& to su##ort the &e*e(o#ment of or'ani+ationa( strate'$ )as to i&entif$ the chan'es that )ere require& in mana'ement an& thereafter im#(ementin' those chan'es, 1"2 5, &mp.oyee Mana#emen!0 HR% &e#artment carrie& out an ana($sis to ha*e &ee# un&erstan&in' to )hat are the #rob(ems that em#(o$ees face e*er$ &a$ an& )hat reme&ia( measures can be so that their #rob(ems are reso(*e& an& their requirements are met, 1"2 D, Mana#emen! of ,r#an'-a!'on A)m'n's!ra!'on0 HR% &e#artment ma&e sure that the #roce&ure of em#(o$ee hirin'3 trainin'3 e*a(uatin'3 re)ar&in' an& #romotion )ere create& in such a manner that the$ )ere a()a$s in accor&ance )ith %cDona(&/s 5or#oration strate'ies, 1"2 To make sure that these strate'ies su##ort the %cDona(&/s 5or#oration strate'ies fo((o)in' thin's )ere &one 1. 3orpora!e S!aff0 The &ut$ of this &e#artment is to contro( or 'o*ern an& mana'e the franchises to make thin's certain that the (e*e( of qua(it$ or stan&ar& are u# to mark3 an& #ro&ucts shou(& be &e(i*ere& at time, The contro( staff is either mana'e& b$ the hea&quarter or the re'ion offices, 1"2 2. *es!auran! Wor2ers0 Restaurant )orkers #(a$ im#ortant ro(e in bui(&in' or'ani+ation structure, These )orkers are bein' contro((e& throu'h su#er*isors )ho are ans)erab(e to assistant mana'er, 1"2 3. +ran h'ses0 This &e#artment is contro((e& b$ their o)ners3 but o)ners are res#onsib(e to re'u(ate franchises accor&in' to stan&ar&s set b$ the %cDona(&8s, 1"2 ". Performan e Mana#emen!0 To ensure #ro&ucti*it$ HR &e#artment shou(& check the #erformance of the em#(o$ees3 )eather the$ meet the require& e.#ectations or not3 an& this can be on($ #ossib(e b$ carr$in' out ana($sis on the basis of #erformance re*ie) an& this shou(& be carr$ out at an$ time but )ith in at (east si. months, From this ana($sis HR mana'ement can circ(e the )eek #oints of the em#(o$ees3 because of )hich em#(o$ees are bein' unab(e to attain tar'et3 an& it )ou(& he(# the HR to note it &o)n that )hich staff nee& more attention an& )hich one require& trainin' so that the$ can easi($ han&(e the )eek areas ,Those em#(o$ee )ho are &oin' 'oo& at their en& shou(& be #romote&, %ana'ement in this )a$ )i(( moti*ate em#(o$ees an& simu(taneous($ increase the &e'ree of com#etition amon' staff, 1"2 an& are com#ensate& on hour($ basis )hich comes out in u(timate staff turno*er3 so in or&er to o*ercome the staff turno*er com#an$ ha*e to #(an such #o(icies an& strate'ies )hich )i(( increase moti*ation amon' the )orkforce of the %cDona(&8s an& this enthusiasm in em#(o$ees )i(( re&uce the turno*er an& )i(( a(so he(# to e.#an& the #ro&ucti*it$. %oti*ation can be increase& b$ number of &ifferent )a$s an& the$ are,

5. Mo!'(a!'on 6 *e%ar)0 0s in bu(k3 majorit$ of %cDona(& )orkforce ha*e (o) )a'es

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. "

!, Set 'oo& e.am#(e for em#(o$ees , 9m#(o$ee ha##iness shou(& be focuse& more 3. %ake Sure 9m#(o$ees Share in the 5om#an$8s Success, ", 9ncoura'e Worker to :oice 5om#(aints, 9tc 1"2 7. 5ra'n'n#0 4n or&er to &e*e(o# *a(uab(e ski((s an& com#etencies amon' the )orkforce3 %cDona(& s#en& aroun& about ;!0 mi((ion a(most each an& e*er$ $ear3 an& this s#en&in' he(#s to train a##ro.imate($ <<3000 em#(o$ees, Durin' this trainin' #erio& first($ em#(o$ees are 'i*en intro&uction about the com#an$3 so that it )ou(& be eas$ for them to #enetrate in to com#an$ an& then staff trainers train them #ro#er($ to make sure the$ &e*e(o# a(( require& necessar$ ski((s to )ork in the or'ani+ation, 9m#(o$ees are a(so been tau'ht about communication an& inter#ersona( ski((s so that it )ou(& be eas$ for em#(o$ees to communicate )ith the customers )hen the$ are on their &uties an& shou(& meet the that the stan&ar& set b$ the %cDona(& shou(& be meet )hi(e su##($in' fast foo&, Staff trainers use &ifferent teachin' materia(s in or&er to train them an& these trainin' materia(s inc(u&e !, Ste# b$=Ste# manua(s3 , :i&eo ta#es 3, >ua(it$ reference 'ui&es etc 1"2 7. Mana#emen! 1e(e.opmen!0 %cDona(& has out(ine& %cDona(& De*e(o#ment Pro'ram 1%DP2 to f(ourish (ea&ershi# ski((s )ithin )orkforce so the$ can be successfu( inno*ators an& se*era( courses of %DP are bein' a(so or'ani+e& an& set for &ifferent (e*e( of mana'ement an& for franchisees, 1"2

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. 8

*eferen es

!, 4n'mar3 7,3 5ar(3 F,3 ? H$eon3 @,3 1 00A2, 4nstitutiona( theor$ an& %B5 subsi&iar$ HR% #ractices: e*i&ence from a three=countr$ stu&$, Journal of International Business Studies,38,"30="3C , Pau(a3 5,3 1 0!"2, %an$ mo*in' #arts: Factors inf(uencin' the effecti*eness of HR% #ractices &esi'ne& to im#ro*e kno)(e&'e transfer )ithin %B5s, Journal of International Business Studies,45, C3=A 3, 5hron 1 0!"23 Wh$ Shou(& HR ? Dine %ana'ers Work To'etherE3 Retrie*e& %arch Fth3 0!"3 from htt#://sma((business,chron,com/shou(&=hr=(ine=mana'ers=)ork=to'ether= !03AA,htm( ", GH essa$s 1 00323 9*a(uatin' Human Resource Strate'ies 4m#(emente& b$ %cDona(&s3 Retrie*e& %arch 3 0!"3 from htt#://))),ukessa$s,com/essa$s/business/e*a(uatin'= human=resource=strate'ies=im#(emente&=b$=mc&ona(&s=business=essa$,#h# <, Seekin' 0(#ha 1 0!"23 %cDona(&8s: 7usiness %o&e(3 :a(uation 0n& %inimum Wa'e De'is(ation3 Retrie*e& %arch 3 0!"3 from htt#://seekin'a(#ha,com/artic(e/ 0< 3= mc&ona(&s=business=mo&e(=*a(uation=an&=minimum=)a'e=(e'is(ation

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. 7

5he $* +un !'on

Tota( !00 #oints

3r'!er'a

9na ep!a:.e

A ep!a:.e

Prof' 'en!

S!u)en! Pos'!'ons an) 3ommen!s

Describes ho) mana'ement an& the HR% function su##ort each other to achie*e or'ani+ationa( 'oa(s,

:a'ue($ a&&resses an& &escribes ho) mana'ement an& the HR% function su##ort each other to achie*e or'ani+ationa( 'oa(s or com#(ete($ off the to#ic,

0&&resses an& &escribes ho) mana'ement an& the HR% function su##ort each other to achie*e or'ani+ationa( 'oa(s an&3 for the most #art3 fu(fi((s assi'nment requirements,

0&&resses an& &escribes ho) mana'ement an& the HR% function su##ort each other to achie*e or'ani+ationa( 'oa(s an& &emonstrates so(i& abi(it$ to accom#(ish the assi'nment,

1!C=!A #oints2 10=!< #oints2 0na($+es the ro(e HR #(a$s in su##ortin' the &e*e(o#ment of the or'ani+ationa( strate'$, :a'ue($ ana($+es the ro(e HR #(a$s in su##ortin' the &e*e(o#ment of the or'ani+ationa( strate'$ or com#(ete($ off the to#ic, 0na($+es the ro(e HR #(a$s in su##ortin' the &e*e(o#ment of the or'ani+ationa( strate'$ an&3 for the most #art3 fu(fi((s assi'nment requirements,

1!I= 0 #oints2

0na($+es the ro(e HR #(a$s in su##ortin' the &e*e(o#ment of the or'ani+ationa( strate'$ an& &emonstrates so(i& abi(it$ to accom#(ish the assi'nment,

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. 7

10=!< #oints2 1!C=!A #oints2 4nte'rates estab(ishe& HR% #rinci#(es into the &iscussion, Rare($ inte'rates estab(ishe& HR% #rinci#(es into the &iscussion, For the most #art3 &oes a 'oo& job of inte'ratin' estab(ishe& HR% #rinci#(es into the &iscussion,

1!I= 0 #oints2

5onsistent($ &oes a 'oo& job of inte'ratin' estab(ishe& HR% #rinci#(es into the &iscussion,

10=!! #oints2 S$nthesi+es re(e*ant information an& materia(s to #ro*i&e e*i&ence of critica( thou'ht, S$nthesi+es information at a minima( (e*e(,

1! =!3 #oints2 For the most #art3 effecti*e($ s$nthesi+es information3 )hich su##orts main i&eas,

1!"=!< #oints2 5onsistent($ an& effecti*e($ s$nthesi+es information3 )hich #ro*i&es stron' su##ort to main i&eas,

10=A #oints2 1I #oints2 De*e(o#s i&eas )ith c(arit$ an& (o'ic, Demonstrates (itt(e c(arit$ an& (o'ic, Rea&ers ha*e &ifficu(t$ fo((o)in' the (ine of reasonin', De*e(o#s i&eas )ith c(arit$ an& (o'ic, Rea&ers can 'enera(($ fo((o) the (ine of reasonin',

1F=!0 #oints2 De*e(o#s i&eas )ith c(arit$ an& (o'ic, 4&eas f(o) smooth($ from one to another an& are c(ear($ (inke& to each other,

10=A #oints2

1I #oints2

1F=!0 #oints2

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. ;

Gses concrete (an'ua'e,

4na&equate or minima( use of #ro#er termino(o'$ in the fie(&1s2, Pro*i&es no s#ecific e.am#(es or uses ina&equate e.am#(es,

For the most #art3 uses #ro#er termino(o'$ an& #ro*i&es s#ecific e.am#(es,

5onsistent($ uses #ro#er termino(o'$ an& #ro*i&es s#ecific e.am#(es to su##ort i&eas,

1I #oints2 10=A #oints2 Gses su##ortin' &ocumentation that has been #ro#er($ references an& cite&, 4na&equate or minima( use of su##ortin' &ocumentation or not #ro#er($ reference& or cite&, For the most #art3 uses su##ortin' &ocumentation that is #ro#er($ reference& an& cite&, 1F=!0 #oints2 5onsistent($ uses su##ortin' &ocumentation that is #ro#er($ reference& an& cite&,

1" #oints2 10=3 #oints2 5onsi&ere& ho(istica(($3 &emonstrates the abi(it$ to )rite at the 'ra&uate (e*e(, 5onsi&ere& ho(istica(($3 the stu&ent &emonstrates an ina&equate abi(it$ to )rite at the 'ra&uate (e*e(, 5onsi&ere& ho(istica(($3 the stu&ent &emonstrates an acce#tab(e abi(it$ to )rite at the 'ra&uate (e*e(,

1< #oints2 5onsi&ere& ho(istica(($3 the stu&ent &emonstrates a #roficient abi(it$ to )rite at the 'ra&uate (e*e(,

10=A #oints2

1I #oints2

1F=!0 #oints2 Su:5o!a. Po'n!s <

Paper 2, MBA 713-01, By Waqas Sher Zaman, Prof. SK Pemmaraju, Mar h 30!h, 201",

p#. =

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Di& not turn #a#er into Turnitin,com %inus < #oints

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Re*isions base& on the ori'ina(it$ Re#ort,

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