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Essay / Research Paper Abstract
This 10 page paper considers the development of a human resource management strategy for a company just starting up. A New Zealand wants to open a range of fitness centres in the United Arab Emirates. The paper outlines the way competency models may be used for the recruitment and management of the centres and looks at issues such as the recruitment process, gaining loyalty, cultural issues and remuneration. The bibliography cites 8 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEstarthrm.rtf
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Unformatted sample text from the term paper:
a range of fitness centres in the United Arab Emirates means there are different human resource issues that need to be considered when setting up the company and organising the
structure and functions. The aim is to set up the centres with high quality staff who will be paid well for their skills with a suitable benefits package, but will
also be the source of a competitive advantages in the way they operate the centres and the services they provide. 2. The Plan for the Centres The start up
of a company is a unique time and getting the initial stages right will help the company develop in a seamless way that is less challenging as the company grows,
especially when the centres are in a different location where there may be cultural issues to content with as well as distance. The best approach to take is the competency
based models. These look not only at the formal hierarchy and the traditional classic job definitions, but also as the competences need to perform a job identifying the differences between
those who do a job well and average performers which means a variety of characteristics may be assessed and identified, not only practical skills these may also include personality traits.
The use of competency models can be used at several stages of the employment relationship, at the recruitment and seclusion stages as well as for employee assessment and training needs
including initial orientation and on the job coaching or counselling and even in a mentoring programme if one is used (McLagan, 1996). However, just adopting the idea of the approach
is not sufficient, for there to be real value in this the competencies need to have a string correlation with the job activities, especially with the use of task based
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