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Human Resource Management Project - RMIT HR

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by

Amy Sun

on 17 October 2014

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Transcript of Human Resource Management Project - RMIT HR

Intro/Background
Executive Summary
Limitations
Analysis
Findings
Methodology
Purpose
- assist staff in knowledge development
- develop and implement the strategies

Methods
- Primary and Secondary data

Result
- Indicate employee relation issues on interpersonal conflict,under-performance and misconduct

Conclusion
- explanations and causation


RMIT HR unwilling to disclose too much information

topic: employee relations, not inc. other HR topics
Primary Data collection:
Interview
Amy: s3347002
Ploy: s3309571
James: s3427987
Michelle: s3448079
Cloris: s3410786

Human Resource Management Project-
RMIT HR


Conclusion
Recommendation
Strategic Plan

Mission Statement
"The university brings knowledge with reach through education and research to enrich and transform the future of individual, cities, industries and nations"

Vision Statement
"RMIT will be a global university of technology and design. RMIT will focus on creating solutions that transform the future for the benefit of people and their environment"


Interpersonal conflict
Training/Induction
Under-performance
Hiring more Case Management human resource specialists
Misconduct
Training all managers to have the same corporate culture and values

Recommendations
- Training/Induction

- hiring more Case Management human resource specialists

- Training all managers to have the same corporate culture and values.


Case:
15 years employee
Management position
Ongoing performance and behaviour issues
Had favourites, did not get along with peers
Unwilling to change and did not attend meetings during Performance Improvement Plan
Outcome: resigned
Secondary Data collection:
Brochures
Theory from textbook (Human Resource Management)
Theory from online
Existing problems-
Interpersonal conflict
:
not getting along with peers
Under performance:
not meeting KPIs
not accepting responsibilities as manager (lack of communication with team, led to inefficient production of projects)
not accepting responsibilities as employee (avoidance of given tasks, not attending Performance Improvement Plan meetings
Misconduct
:
having favourites + treating staff unequally = unacceptable work behaviour

Findings
Goals
1. Global
2. Urban
3. Connected
End of Presentation


Analysis. (2014). [image] Available at: http://www.researchrockstar.com/wp-content/uploads/2011/03/bigstock_Graph_analysis_11233205.jpg [Accessed 16 Oct. 2014].

Bratton, J. and Gold, J. (2012). Human resource management. 1st ed. New York: Palgrave Macmillan.

Corporate Value and Culture. (2014). [image] Available at: http://cdn2-b.examiner.com/sites/default/files/styles/image_content_width/hash/04/6d/046d1d327abda75b9d2f2fe197cebc2c.jpg?itok=47bUN6N2 [Accessed 16 Oct. 2014].

Gough, M. (2014). People Plan to 2015Realising strategy through high performing people.

Human Resource Management picture. (2014). [image] Available at: http://covers.booktopia.com.au/big/9780230580565/human-resource-management.jpg [Accessed 12 Oct. 2014].

Imani, F. (2014). What Is Misconduct in the Workplace?. [online] Small Business - Chron.com. Available at: http://smallbusiness.chron.com/misconduct-workplace-16111.html [Accessed 13 Oct. 2014].


Thank you for listening.
Questions?

What is causing these issues?

Interpersonal conflict
diversity: different culture background, life experiences, work experiences, values and personalities
personal barrier to accept diversity

Under-performance
not having required skills for the job position
lack of communication skills and organisational skills

Misconduct

lack of communication
lack correction of unacceptable behavior

Through findings and analysis:
In
terpersonal conflict
caused by personal barrier to accept diversity in workplace and give equal opportunities to different employees.
Under-performance
may be due to not having required skills for the job position, also because of not undertaking and performing job responsibilities.
Misconduct
may created by lack of communication and correction of unacceptable behavior.

Skills vs Wills: Under-performance
may also be considered as
misconduct
due to existing skills but lack of will in improving performance.
Interview with RMIT HR senior advisor. (2014). [Recording] Available at: https://www.dropbox.com/s/t3fsggg0rnjjoov/JJ.m4a?dl=0 [Accessed 9 Sep. 2014].

Introduction leadership. (2014). [image] Available at: http://www.actioncoach.com/siteFiles/photos/articles/Leadership_An_Elusive_Attribute_Critical_To_Business_Success.jpg [Accessed 16 Oct. 2014].

Limitations. (2014). [image] Available at: http://1wpnews.files.wordpress.com/2013/02/limitation-plane.jpg [Accessed 16 Oct. 2014].

RMIT HR logo. (2014). [image] Available at: http://www.digital-ethnography.net/storage/rmitlogo.jpg?__SQUARESPACE_CACHEVERSION=1362346207927 [Accessed 10 Oct. 2014].

RMIT, (2014). RMIT Strategic Plan 2015. [image] Available at: http://mams.rmit.edu.au/lwcbqa77mwt01.pdf [Accessed 24 Aug. 2014].

Terminating an Employee – Serious Misconduct v Underperformance. (2014). 1st ed. [ebook] HIA.com.au, pp.1-4. Available at: http://media.hia.com.au/emails/whatsnew/qld/documents/2012/NAT%20-%20NFSIRR0848%20-%20Terminating%20an%20Employee-%20Serious%20Misconduct%20v%20Underperformance%20200411.pdf [Accessed 10 Oct. 2014].

Training. (2014). [image] Available at: http://www.sailingscuttlebutt.com/wp-content/uploads/2014/09/training.jpg [Accessed 14 Oct. 2014].

Week 10: Diversity. (2014). .

Week 12: performance management and appraisal. (2014). .

Yourcareer.rmit.edu.au, (2014). RMIT - Your Career at RMIT - Position Details. [online] Available at: http://yourcareer.rmit.edu.au/jobDetails.asp?sJobIDs=549621&stp=aw&sLanguage=en [Accessed 14 Oct. 2014].
Reference
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