Category: MBA Dissertations

Human Resource administration mainly deals with procedures, structures, and policies rather than the results of the organization. The primary activity of HR administration of any company is preparing policies and strategies, Recruitment of staff, Payroll management, and performance management and so on. HR activities of any company can have greater impact on success of the organization and influence the organization to make changes in strategic objectives. Individuals who are responsible to frame HR administration policy can be held for organizations success or failure.

HR administration is of no use if it not enhances the organizations operational capability and it looks non value adding department of the company which is of no benefit. So HR administration required really skilled, hardworking, intelligent people who can really make the difference to the organization in a positive context. 

Literature Review:

This research deals with different topics with in human resource management. Literature review of any research evaluates the different kinds of information and research already available in different kind of sources. Literature works as a base for any quantitative research methodology that is it gives support to the research outcomes. It also helps the researcher to gain good knowledge about the topic which eventually helps him or her in their thesis building. Here there is different kind of literature regarding HR, HR administration, Outsourcing and how these terms relate to each other.

 Literature regarding Human resource management:

Susan stated HR management as “Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers”.

Susan also stated that Human resource management is the firms activities which mainly related to the employees such as Recruiting, training, personal development, performance management, administration activities, compensation and welfare of staff etc.

Human resources are very important strategic asset for any organization in today’s world. Managing and maintaining these valuable resources can key for the organizations success .So companies are spending so much money on the HR administration. The main activities of HR management including

1. Maintaining and organization of human resources.

2. Recruitment and staffing.

3. Maintaining HR systems.

4. Conducting personal development programs for staff which enhance the skills of the staff.

5. Take care of employee welfare programs.

6. Analysis and monitoring organizations progress.

Introduction:

In this globalized world, companies are trying to get strategic advantage by taking decisions to enhance operational capability of the company. Outsourcing some of the organizations operations to other companies which are specialist in doing those operations. When it comes to HR administration some of the activities are considered as core and other non-core.by transferring non-core operations of the organizations company can divert the resources to the more important work which is going to be more productive. It is very important to select non-core activities of the organization because if some of the HR activities should be in the hands of the organizations which should not be outsourced. In order to achieve objectives of the research qualitative research methodology is followed where survey is conducted in which number of HR professionals are going to be participated. Research conclusions are prepared based on the responses of the HR professionals.

Aims and Objectives of the Research:

The Aim of the Research is to optimize the core Activities of HR professional by moving non-core Human Resource activities to HR business process outsourcing organizations. Following are specific objectives of this research:

1. To examine how moving of non-core HR activities to outsourcing firms enhance the performance and efficiency of the organization.
2. To identify how HR administration could give strategic advantage to the organization compare to its competitors.
3. To examine how HR administration outsourcing increase the efficiency of HR professionals
4.  To examine how HR Administration Outsourcing helps in cost cutting in organization operations.

Research Questions:

The main research question we have to address here is how outsourcing non-core HR administration activities can give more space for HR managers to work on more productive activities. The main activities which can be outsourced to other organizations are maintaining organizational structure, recruiting, training, analysis of individual department progress, staff orientation programs, employee welfare programs and employee benefit management programs. Following are some of main research questions which are going to be addressed in this research and they are

1. How non-core HR administration outsourcing can increase the organizational efficiency and reduce the cost of operations?

2. How outsourcing can allow HR professional to concentrate more strategic functions?

3. What is the criterion in deciding core and non-core HR administrative functions?

.4.What can be the negative impacts of HR administration outsourcing? 

Background of the study:

Human Resource administration mainly deals with procedures, structures, and policies rather than the results of the organization. The primary activity of HR administration of any company is preparing policies and strategies, Recruitment of staff, Payroll management, and performance management and so on. HR activities of any company can have greater impact on success of the organization and influence the organization to make changes in strategic objectives. Individuals who are responsible to frame HR administration policy can be held for organizations success or failure.

HR administration is of no use if it not enhances the organizations operational capability and it looks non value adding department of the company which is of no benefit. So HR administration required really skilled, hardworking, intelligent people who can really make the difference to the organization in a positive context.

Now new trend in global market is outsourcing which is mainly done by the companies either to enhance the performance of one particular service and decrease the workload of the employees or to reduce the operational cost of the organizations. Most or the organizations in HR administration wants to transfer non-core activities to the specialist service provide companies .This new trend is shifting HR administration is from being tactical towards strategic.

The main reason for HR administration outsourcing is to achieve strategic advantage that is achieving more profits and getting appropriate resources to succeed in global markets. Organizations in last 8 years are mainly concentrating to reduce large capital investments on non-core HR administration operations and leave them to other outsourcing organizations. The main reason behind this is most of the organizations are losing their time and resources in maintaining and upgrading HR administration systems  which eventually puts so much pressure on the organization and individuals. Transferring non-core functions to outsourcing also allows the managers to concentrate their time in strategic and core HR administration activities.

MBA TOP UP – (Falcons), Subject: HRT & Human Resource Management – Assignment Pointers.

Q: Discuss and critically evaluate the view that, in a globalised economy, an organisation must ensure that it recruits and retains the most skilled, qualified and talented staff possible.

Recruitment on merit and objective measures is a key feature of HRM

Retention: Some key stands within HRM perspectives and characteristics

• Motivate (Engagement Theory)
• Develop (Human Capital Theory)
• Reward on contribution (HPWS)
• Flexibility ( contracts/ Hours)

You should consider: 

The concept of ‘globalisation’

The increasing diversity of the workforce

The changing nature of the workplace 

This assignment forms 100% of your overall mark for this module.

Core texts:

Use essay or report format

• · Guide length: 2,500 words (excluding references) 

Marking Criteria

1. Evidence of background reading, research. 15%

2. Use and application of academic theories, models, quotes, etc 20%

3. Discussion, evaluation and analysis of key topic areas as listed 35%

4. Validity of conclusions and recommendations 20%

5. Sound presentation in required format 10%

Introduction

Overview of HRM and global environment and economic conditions prevailing in UK and any specific sector and company you may be looking at. 

Main body

What is HRM? Address evolution and key perspectives/ strands within it and HRM generic core characteristics. 

Explain HRM functions and levels 

Define diversity and its context. Explore impact on HRM functions 

Diversity drivers: Competitive advantage via better ideas; recognition, motivation and engagement of talent; representative of stakeholder groups and EQ. The need to comply with the law. N.B Difference between Diversity and  EQ 

Consider diversity impacts in brief on key HRM functions ( Acquire, Retain, Develop and Redeploy) 

Focus in on one or two HRM systems and apply analysis in depth relating to globalisation, diversity and key HRM perspectives e.g.  Performance appraisal (HRPS) 

If applied to recruitment and selection: 

Diversity includes:

• Having an appropriate diversity policy
• Advertisement content and tone welcoming a diverse workforce.
• Attracting candidates from different groupings and having an outward looking mentality
• Considering people from non-standard backgrounds
• Drawing up questions that don’t discriminate on cultural and other grounds and assessing diversity issues at interview.
• Using objective and culturally sensitive screening and selections criteria and tests
• Training managers in carrying out interviews and to be aware of diversity issues
• Inducting people well to deal with cultural differences and awareness of diversity issues 

Conclusions / Recommendations

This means returning to the question, summarizing the key literature points and core issues and your findings. Recommendations are key action points relative to the conclusions and evidence presented in the main body. 

General:

• Use Harvard based in-text referencing.
• It is possible to use appendices for documents and surveys etc that would spoil the flow of the essay or report. Make sure you summarise the key elements in the main body and make an in text reference to it in the main body.
• Utilise core texts and research articles. Do not just stick to the ones I gave. Put your own stamp on it. This is only my interpretation; you should interpret the question from your informed research as well.
• If possible, you can utilise, interviews and surveys. Make sure you follow good practice.
• Utilise mini-case examples, but be sure to evaluate these against theory to show good / poor practice.
• Utilise CIPD website.
• Define, explain, compare and contrast theory and then draw conclusions per subject/topic area.
• DON’T Plagiarise.

Feedback to Activities – Cooperative Strategy By Distance Learning 

lesson 2.  Different Perspectives on Alliances

This session describes the varied perspectives from which alliances can be viewed, notably economic perspectives, game theory, strategic management theory, resource dependency theory, and organizational theory perspectives. It also emphasized the importance of trust in alliances.

After completing the reading and listening to the audio lectures, please answer the following questions.           

Q1. What are the strengths and weaknesses of the economic perspectives on the rational for Strategic alliances?            

Q2. What contribution does management theory make to understanding alliances?

Q3. What contribution does organization theory make to understanding strategic alliances?

Please refer to the guided answers in the Activity Feedback folder under Session 2.

Feedback to Activities – Cooperative Strategy By Distance Learning 

Session 2: Different Perspectives on Alliances

Q1.What are the strengths and weaknesses of the economic perspectives on the rational for Strategic alliances?

Feedback:

•  Explanations outside the economic paradigm (homo economicus) are not part of the contribution of these theories which is a weakness
•  Strategic choice is not dealt with
•  Organisation theory is absent
•  A major strength however is that the economic theories account for the basic business reasons why alliances help increase a company’s strength in a market. 

Q2.What contribution does management theory make to understanding alliances?

Feedback:

•  It accounts for the key element of strategic choice
•  It focuses on the possibility of achieving sustainable competitive advantage through alliances
•  It emphasises the need for trust if a successful alliance is to be achieved.
•  It explains how game theory is relevant in alliance theory
•  It brings the question of culture to the fore as key to cross-border alliance operation

Q3. What contribution does organization theory make to understanding strategic alliances?

Feedback:

• It emphasises how key resource dependency theory is to explaining why alliances are formed
• It shows how RDP can lead to differential power within the alliance
• It highlights the importance of choosing the most appropriate organisational form for an alliance
• It identifies the conditions in which the different forms of alliance are most appropriate

3. Partner Selection and Alliance Negotiation

This session explains the various alliance forms and identifies the criteria is deciding how to choose one. It also deals with an alliance partner selection, the importance of strategic and cultural fit and identifies the major things to consider in negotiating alliances.

DL Reading List International Cooperative Strategy – Session 3

After completing the reading and listening to the audio lectures, please answer the following questions.

Q1. What are the main things that should be borne in mind in selecting an alliance partner?

Q2.What forces influence the choice of alliance form? 

Q3. How must negotiation in an alliance differ from that typically found in M&A?

Q4. What forces influence the choice of alliance form?

This introductory session compares and contrasts cooperative and competitive strategy. It explains strategic alliances as instruments of cooperative strategy, identifies the major types of strategic alliance and the key and most common motives for forming alliances.

Session 1. The Nature of Cooperative Strategy: Context & Forms of Alliances

After completing the reading and listening to the audio lectures, please answer the following questions.

Q1. Is cooperative strategy an alternative to competitive and corporate strategy or is it complementary?

Q2. Why has there been so much recent emphasis on cooperative strategy?

Q3. How does the resource dependency perspective illuminate motives for alliance formation?

Please refer to the guided answers in the Activity Feedback folder under Session 1. 

Session 1: The nature of Cooperative Strategy: Context & Forms of Alliances

Feedback to Activities – Cooperative Strategy By Distance Learning 

Q1. Is cooperative strategy an alternative to competitive and corporate strategy or is it complementary?

Feedback:

It is complementary since companies cooperate in order to compete more effectively in their markets.

Q2. Why has there been so much recent emphasis on cooperative strategy?

Feedback:

The major reasons relate to globalization, technology change, and shortening product life-cycles leading to greater finance and competences than most companies possess.

Q3. How does the resource dependency perspective illuminate motives for alliance formation?

Feedback:

The resource dependency perspective generalizes a fundamental reason why companies ally, that is to ensure their access to things they need whether it be finance, competences or resources. 

Feedback to Activities – Cooperative Strategy By Distance Learning of Partner Selection and Alliance Negotiation

Q1. What are the main things that should be borne in mind in selecting an alliance partner?

Feedback:

• the key things that most companies consider in an alliance partner are strategic fit. This means complementarily of resources, skill-sets, competences and markets. This is relatively easy to asses and is normally the determining factor in choosing a partner.

However, whilst strategic fit is obviously important to alliance success absence of cultural fit is likely to lead to alliance failure.

• Cultural fit is often neglected in partner selection and means in the extreme that partners are unable to work easily with each other. It is possible to work with a partner from a different culture, but cultural sensitivity is vital in such situations.
• other perhaps less important factors than strategic and cultural fit are such matters as relative strength however measured (this should be similar in the sense that both need each other equally) and a greater need for cooperation than for competition.

Q2.What forces influence the choice of alliance form?

Feedback:

• Three criteria determine alliance form: focused or complex, two partners or more, separate alliance company or not. The most popular forms are two partner joint ventures, two partner collaborations, (no separate company) and consortia.
• Joint ventures are most appropriate where the assets allocated to the alliance are specific, its objectives can easily be measured and targets set, there is a perceived  need to tie in the partners and perhaps an intention by the partners to limit their investment.
• Collaborations are most appropriate where there is uncertainty as to the potential scope of the alliance, great flexibility is required, visible commitment by the partners is not an advantage and the boundaries of the alliance are deliberately fuzzy.
• Consortia are of course appropriate for large projects where more than one partner is needed, wide skills are required, and there is a need to limit each partner’s financial exposure.Feedback to Activities – Cooperative Strategy By Distance Learning 

Q3.How must negotiation in an alliance differs from that typically found in M&A?

Feedback:

The key to negotiation in an alliance is always to consider the partner’s interests, since not to do so will lead to an unsuccessful alliance. This must mean win-win bargaining or an integrative approach. This involves finding situations in which there is not a zero sum game but rather one in which synergies can be exploited and benefits achieved by both parties. Where problems arise resort can be had to GRIP (graduated reciprocation and tension reduction). This means deliberate role reversal and a demonstrated attempt to see things from the other’s point of view.

Q4.What is the main factor to consider in bargaining over the formation of an alliance?

Feedback:

Gray and Yan suggest that the components of bargaining power include: relative equity share, similarities of expertise, strategic importance of the venture to each parent, the alternatives available to each parent, and (in international settings) the intervention of the host government.  These factors will influence decisions about control, alliance structures and procedures, the partner relationship, and the performance assessment of the alliance. The outcomes of the bargaining do not necessarily lead to equality of the partners. There may be a dominant partner in control, shared management, split control, independent management (as often in a JV) or even rotating management, although this is rarely successful. 

MBA INTERNATIONAL MANAGEMENT ASSIGNMENT

MBA Case Study on International Cooperative Strategy by Distance Learning 

The individual assignment of 3000 words will be weighted at 70% of the overall course assessment.

The purpose of this assignment is to allow you to demonstrate the ability to use what you have learnt on the course to analyse and critically review the business organisation process. In order to do this you are required to write an essay on the following question:

Topic: What specific problems face the Joint Venture General Manager? Discuss based on evidence from a cross-border joint venture or case with which you are familiar.

The word count for this assignment is 3000 words. The report must be word-processed in 11 font Arial and double spaced.

Please note that following criteria will be used to assess the submitted work in its entirety:

1. Criticality and discussion: a critical approach is adopted and theoretically rooted arguments are developed and built to address key elements of the question.

2. Analysis and application: The extent to which the literature chosen is used to inform and support the subsequent analysis and application of practice.

3. The paper meets the required standards of presentation including correct Harvard style referencing, a logical structure, clear use of sub-headings, correct grammar, punctuation and spelling, clear diagrams and tables where included. 

Marking Pro-forma for Dissertation Proposal

 Title/topic: Branding/consumer behaviour in London supermarkets

 Subject specialism: Marketing

Proposals are assessed on the information provided in Sections 6-9 of the proposal pro-forma. Indicative weights are shown. 

No – it is very vague. You want to look at branding and consumer behaviour (not very original) but it isn’t clear which products or which consumers you are intending to investigate.

Your aim is to understand the impact of branding on purchasing behaviour – is there anything new here?

The hypotheses are extremely naïve – branding has no direct relation to the customer purchasing choice’. What sort of evidence would lead you to conclude that this was correct? 

There is a long list of sources, both general marketing books and more specific journal articles. But it isn’t clear how these relate to your proposed research. 

It’s a discussion of consumer behaviour that mentions a few sources but which you would find in any text on the subject. Many of the sources are not mentioned in the ‘literature review’ so how do they relate to your research? 

Intended methods of data collection

You say you are going to observe and write down the activities of all the relevant people – but who are these people?

Then taped interviews with 15 to 20 people which will be analysed. Have you considered how long this will take? A single 30 minute interview will take a further 30 minutes just to listen to let alone analyse using whatever method.

You mention journals, websites etc though there is no published data specifically singled out. 

You need much more clarity in your research objectives. At the moment this looks like it’s going to be a long essay on branding plus some vague data collection that hasn’t been thought through.