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Presentations-Schedule

Presentations-Schedule. March 07: Kamran; Faisal Hashmi; Arif Mukhtar Faisal; Adeem Qadeer; Feroz Baig March 14: Kashif Iqbal; Suleman Anwar; Waqas H. S. Hafiz Ahmad; Mian Zaheer; Asadur-Rehman March 21: Imran Shrif; Faisal Ali; Ibn-ul-Hasan Faisal Munir; Bushra, Taseem

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Presentations-Schedule

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  1. Presentations-Schedule • March 07: Kamran; Faisal Hashmi; Arif Mukhtar Faisal; Adeem Qadeer; Feroz Baig • March 14:Kashif Iqbal; Suleman Anwar; Waqas H. S. Hafiz Ahmad; Mian Zaheer; Asadur-Rehman • March 21:Imran Shrif; Faisal Ali; Ibn-ul-Hasan Faisal Munir; Bushra, Taseem • March 28: Javed Iqbal; Khurram; M. Amjad; Musadaq Ali; M. Ilyas

  2. Presentations-March 07 • Kamran Inam Pearace & Osmond (1999). From wforkplace attitudes & values to global patterns of nations • Faisal Hashmi Lervik et al. (2005). Implementing HRD best practices-replications or re-creations • Arif Mukhtar Teo & Rodwel (2007). To be strategic in public sector HR must remember its opertaional activities • Faisal Khan Boselie et al (2005). Commonalrties & contradictions in HRM and performance research • Adeem Qadeer Sheehan (2005). A model for HRM strategic integration • Feroz Baig Teo (2002). Effectiveness of a corporate HR department in an Australian public-sector entity

  3. Assignment (3)-ReminderDue on Mar 14, 2010 Select any research paper of your choice but different from your colleague and summarize: a) The introduction and justify the research b) The main finding and new things discovered by author (s).

  4. Presentations-March 14 • Suleman Anwar: Conner & Ulrich (1996). Human resource roles Creating value, not rhetoric • Waqas H. S. Francis & Keeghan (2006).The changing face of HRM-in search of balance • Hafiz Ahmad Bowen et al. (1999). HRM and Service Fairness- How Being Fair with Employees Spills Over to Customers • Mian Zaheer Ferris et al. (2004). Theoreical development in the field of HRM issues & challenges for the future • Asadur-Rehman Harrison (2004) Using the four HRD stages for organizational renewal

  5. Presentations-Rule • Format:Use Standard Format • Time Allowed:12-15 Minutes • Marks:Presentation email 02 Material quality 04 Quality of presentation 04 • Language:English or Urdu or mixed Note: 1. Confine to the paper only except comments 2. All students should read the papers before coming to the class

  6. Teo & Rodwel (2007) • Title: To be strategic in public sector HR must remember its operational activities • Terminology: 1. Commercialization (NPM) 2. Efficiency & Effectiveness 3. Line managers 4. Co-relational matrix 5. Formative measures 6. Reflective measures 7. Multiple-constituency approach to HRM

  7. Teo & Rodwel (2007) • Variables: 1. HRM Performance 2. Operational Involvement 3. Strategic involvement 4. HR Influence 5. Strategic Integration

  8. Teo & Rodwel (2007) • Surveys from 146 senior line managers and HR executives in commercialized and non commercialized public-sector agencies in Australia • Results: Operational Involvement Positively related to HR Influence HRM Performance Strategic Integration

  9. Teo & Rodwel (2007) Strategic Involvement not related to Performance • The data supports the multiple-constituency approach to HRM • The study highlights challenges faced by HR practitioners needing to be operational, to be valued strategically.

  10. Teo & Rodwel (2007) • Explanation of the Tables 1 directly from the Paper • Explanation of Figures 1, 2 and 3

  11. Hsu & Leat (2000) • Title: A study of HRM and Recruitment and Selection policies and practices in Taiwan • Terminology: 1. Recruitment 2. Selection 3. HRP 4. Processes (e.g. HRP; Job analysis etc) 5. Methods (e.g. Transfer, Job rotation) 6. Techniques (e.g. Tests; Panel interview)

  12. Hsu & Leat (2000) • Variables: 1. Strategic Integration 2. Devolution 3. Ownership 4. Size 5. Recruitment (P, M & T) 6. Selection (P, M & T)

  13. Hsu & Leat (2000) • Explanation of the Tables directly from the Paper • Explanation of the Figures

  14. Hsu & Leat (2000) • Variables: 1. Strategic Integration 2. Devolution 3. Ownership 4. Size 5. Recruitment (P, M & T) 6. Selection (P, M & T)

  15. Hsu & Leat (2000) • There is a general desire among HR professionals that HRM policies are integrated with corporate strategy and that HRM should be involved in decision making at board level. • Some HRM decisions are shared between line and HR • Line managers had a particularly influential role in decisions regarding recruitment and selection, training and development, and workforce expansion/reduction. • Certain recruitment and selection practices were culturally sensitive and this was supported by evidence of association between recruitment and selection practices and country of ownership

  16. Teo (2002) • Title: Effectiveness of a corporate HR department in an Australian public-sector entity • Explanation of the Tables directly from the Paper

  17. Teo (2002) • Title: Effectiveness of a corporate HR department in an Australian public-sector entity • There is an improvement in the overall level of strategic integration. But the rating of strategic HRM role effectiveness remained low. • HRM function, is more effective in its administrative role than in a value-adding function. • The difficulty in balancing the dual roles of a corporate headquarter unit, together with the challenges of becoming a strategic business partner to line managers, provided the major impediments to effective strategic HRM.

  18. Lervik et al. (2005) • Title: Implementing HRD best practices- Replications or Re-creations • The Four-stage model: 1. Initiation: discover needs, identify solutions 2) Implementation: introduction of practice 3) Ramp-up: resolving unexpected problems 4) Integration: reutilization

  19. Lervik et al. (2005) • Replications: 1. Initiation: Adoption 2) Implementation: Knowledge -» action 3) Ramp-up: Mechanistic 4) Integration: Isolation

  20. Lervik et al. (2005) • Re-creations: 1. Initiation: Translation 2) Implementation: Action -» Knowledge 3) Ramp-up: Organic 4) Integration: Integration

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