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Human Resource Management of Dell, Inc.

Human Resource Management of Dell, Inc.

Discuss Human Resource Management of Dell, Inc. within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Dell Inc: (NASDAQ: Dell, HKEX: 4331) is an American multinational information technology corporation based in Round Rock, Texas, United States, ...

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Human Resource Management of Dell, Inc.
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Abhijeet S
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Human Resource Management of Dell, Inc. - January 25th, 2011

Dell Inc: (NASDAQ: Dell, HKEX: 4331) is an American multinational information technology corporation based in Round Rock, Texas, United States, that develops, sells and supports computers and related products and services. Bearing the name of its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than 96,000 people worldwide. Dell had 46,000 employees as of Jan. 30. About 22,200 of those, or 48.3 percent, were in the United States, while 23,800 people, or 51.7 percent, worked in other countries, according to a filing with the Securities and Exchange Commission.[citation needed] Dell is listed at #38 on the Fortune 500 (2010). Fortune also lists Dell as the #5 most admired company in its industry.

Dell has grown by both organic and inorganic means since its inception—notable mergers and acquisitions including Alienware (2006) and Perot Systems (2009). As of 2009, the company sold personal computers, servers, data storage devices, network switches, software, and computer peripherals. Dell also sells HDTVs, cameras, printers, MP3 players and other electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce.


A Center’s operations are crucially dependent on its human resources, and how these are managed can have important impacts on the Center’s risk profile. The CGIAR Internal Auditing Unit’s medium-term work programs for Centers include a review of human resource management.
The initiation of the CGIAR Strategic Advisory Service on Human Resources (SAS-HR) and the development of an HR community of practice within the CGIAR system provide a good opportunity for Internal Audit to engage with CGIAR HR professionals in establishing some benchmarks against which current practice in a Center can be evaluated. The purpose of this Good Practice Note is to
• document consensus on the relevant benchmarks applicable to CGIAR Center, to aid in the planning of internal audits and other reviews of HR management in the Centers (including those jointly conducted with SAS-HR); and
contribute thinking to the agenda of SAS-HR
T
VALUES, PRINCIPLES, AND POLICIES
• Publish the values and principles of the organization regarding human resource management.
• Make human resource policies, job requirements, and performance criteria readily available to astaff. Changes are made in a transparent manner and are adequately explained to the staff.


A rally of the trade union UNISON in Oxford during a strike on 2006-03-28.
Unions may organize a particular section of skilled workers (craft unionism), a cross-section of workers from various trades (general unionism), or attempt to organize all workers within a particular industry (industrial unionism). These unions are often divided into "locals", and united in national federations. These federations themselves will affiliate with Internationals, such as the International Trade Union Confederation.
In many countries, a union may acquire the status of a "juristic person" (an artificial legal entity), with a mandate to negotiate with employers for the workers it represents. In such cases, unions have certain legal rights, most importantly the right to engage in collective bargaining with the employer (or employers) over wages, working hours, and other terms and conditions of employment. The inability of the parties to reach an agreement may lead to industrial action, culminating in either strike action or management lockout, or binding arbitration. In extreme cases, violent or illegal activities may develop around these events.
In other circumstances, unions may not have the legal right to represent workers, or the right may be in question. This lack of status can range from non-recognition of a union to political or criminal prosecution of union activists and members, with many cases of violence and deaths having been recorded both historically and contemporarily.
Unions may also engage in broader political or social struggle. Social Unionism encompasses many unions that use their organizational strength to advocate for social policies and legislation favorable to their members or to workers in general. As well, unions in some countries are closely aligned with political parties.
Unions are also delineated by the service model and the organizing model. The service model union focuses more on maintaining worker rights, providing services, and resolving disputes. Alternately, the organizing model typically involves full-time

Benefit of Needs Assessment

Training programmes are designed to achieve specific goals that meet felt needs. There is always the temptation to begin training without a thorough analysis of these needs. Should this happen, the training programme becomes inappropriate and its administration turn to be perfunctory. There are other benefits of needs assessment are other benefits of needs assessment:
1. Trainers may be informed about the broader needs of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.
3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which may make the training programme easier to sell to line manager.

Consequences of Absence of Training Needs Assessment

The significance of needs assessment can be better understood by looking at the consequence of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to:

• Loss of business
• Constraints on business development
• Higher labor turnover
• Poorer-quality applicants
• Increased overtime working
• Higher rates of pay, overtime premiums and supplements
• Higher recruitment costs, including advertising, time and incentives
• Greater pressure and stress on management and staff to provide cover.
• Pressure on job-evaluation schemes, grading structures, payment system and career structure
• Additional retention costs in the form of flexible working time, job sharing, part time working, shift working, etc.
• Need for job redesign and revision of job specifications
• Undermining career paths and structures
• Higher training costs

Deriving Instructional Objectives

The next phase in the training process is to identify instructional objectives. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon ¨completion of the training programme. Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme. Below are some sample instructional objectives for a training programme with sales people.
• After training, the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate.
• After training, the employee will be able to accurately calculate
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Last edited by abhishreshthaa; January 25th, 2011 at 09:43 AM..
   
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