In the current business environment where competition and technological advancement is on the rise, it is imperative for the HR function to be on the forefront in enhancing the success of the business. One of the ways in which the HR function can help improve the work-ability of the business is by ensuring the workforce and the activities that relate to it bring the maximum returns to the company. As such it is pivotal to use the HR metrics and job analytics to track the return on investments channeled to the workforce. In the recent past, organizations have realized the importance of a balanced scorecard for the HR department (Smith, 2013). It is through this score card that the organizations have adopted the use of HR metrics and job analysis to measure the efficiency and the effectiveness of the workforce and use this information in decision-making.
One of the reasons that have led to an increased interest in HR metrics is the use of the data obtained from the metrics and job analytics towards improving the effectiveness of the company. The data obtained from the metrics acts as a basis in which the management can make major decisions for the improvement of the company and achieving the company’s goals. As such, the data acts as a thermostat that can measure the current situation and use the information in decision-making (Smith, 2013). Since the workforce comprises a major asset to the company, it is critical to ensure that decisions based on HR have facts that back them.
Additionally, organizations have realized that the use of technology in analyzing the HR function has the ability to save time and resources. Essentially the human resource department has the obligation of ensuring that the value of money and time spent in HR activities has major returns for the company. Therefore, it is their duty to provide the management with essential information that they can use to make decisions based on efficient use of the organization’s time and money (Sullivan, 2003). Using the HR metrics and job analytics, the HR department is able to track down the changes and trends in the workforce variables. Further, organizations can monitor the effectiveness of the activities based on people, process, and productivity. Thus it becomes easy to measure the value of time and money spent by the organization in the HR department.
The cost of HRIS is usually a debatable issue among organizations. However, it is important to realize the benefits that come with the use of HRIS in the HR department. For instance, when the HR uses the metrics and job analysis to analyze the cost per hire, the organization gets the facts on the amount it is using to hire. As such, it gives the organization the opportunity to find out whether the amount of money used in hiring is spent on the right people. In essence using the job analytics during the hiring process saves the company the situation where it could hire the wrong people for the job and consequently reducing the turnover rate in the organization (Sullivan, 2003). Primarily this justifies the cost of HRIS.
Additionally, the HR function spends the highest money in most organizations in terms of pay and allowances. Therefore, it is imperative for the organizations to ensure that they reap the most from the services offered by the workforce. Through the use of HRIS, the department can account for the training ROI in which the company spends money (Sullivan, 2003). The training returns on investment ensure that there are maximum financial gains from a training function to the employees. Without the use of this HRIS the company may make losses in training.
It is a significant loss to lose a valued employee by the organization. Therefore, it is important for the organization to have a functional HRIS that keeps track of the employees’ performance and improvements (Smith, 2013). For instance, using the manual employee tracking system may be compromised due to the human nature of being faulty. Such instances may lead to increased turnover and talent mismanagement. Thus a good HRIS saves the company all these losses.
Smith, T. (2013). HR analytics. Create-Space Independent Publishing Platform
Sullivan, J. (2003). HR metrics, the world-class way. Peterborough, NH: Kennedy Information.
Your HRM dissertation is an extended piece of work on a topic of your own choosing. Working on a dissertation often involves searching for more specialized subject information beyond your University library catalog. You may like to look at the HRM Dissertation Topics we have on offer.
Your HRM dissertation aims to integrate your human resource management skills and knowledge with the published research in the area under study so that the project meets the high academic quality and high relevance to the HRM communities for which it has been written. While this blog post is designed to provide all the information that you need to write your own HRM Dissertation Proposal and formulate a handful of HRM Dissertation Topics.
We would advise you to visit our HRM Dissertation Topics pages, where you can find additional information as well as guidance. Our website offers support for the HRM dissertation you will undertake. Students and HR Professional will be offered the opportunity to explore the HRM Dissertation Topics we have on offer.
Please note that your dissertation supervisor might not have the same research interest as you but he/she is the ultimate source for providing students with guidance on how to succeed in writing your own HRM Dissertation. The role of the supervisor is to oversee your academic and professional development and to assist you.
The aim of the team at study-aids is to help students develop their research skills, knowledge and understanding of the human resource management. This will give new insights into HRM research, which will enable you to commission, undertake and evaluate HRM research in your chosen area of management throughout your future career. We recognize that for many of you formulating HRM Dissertation Topics can be a daunting task. For this reason, we expect you to ask questions and clarify your understanding as and when necessary. Remember that effective and successful HRM Dissertation involves asking as many questions as possible from yourselves and from the people around you.
What Is A Dissertation?
Before you begin to think about possible HRM Dissertation Topics for investigation, make sure you are clear in your own mind about what a dissertation is. You will be familiar with the principles of HRM, but it is worth reviewing briefly what a HRM Dissertation is really designed to do, and looking at how a HRM dissertation may mirror but also differ from a standard dissertation in a different subject area.
Different subject disciplines may emphasize different features, but, broadly speaking, a dissertation is a continuous piece of writing, arranged in clearly demarcated paragraphs, in which an argument (a clear line of thought) is developed, in response to a central question or proposition (thesis). The line of argument is supported by evidence you have acquired through research, which you are required to analyse, and which supports or contradicts the various perspectives explored in the course of that argument. Your HRM Dissertation then reaches a conclusion in the final section which pulls together the threads of your argument, supporting, qualifying or rejecting the original dissertation.
It is worth bearing in mind that your HRM dissertation is not a piece of writing designed to reproduce information available elsewhere, but something new and expressive of your individual abilities to analyse and synthesise. In addition, the process of academic writing will, of itself, help you to learn, by enabling you to work with concepts and information relevant to your subject, and thereby developing your intellectual skills.
Your HRM Dissertation should follow the fundamental principles of academic writing, but bear in mind the following key points. It is an extended piece of writing, usually divided into chapters. Make sure that you know the lower and upper word limits acceptable for your HRM dissertation, and what that will look like in terms of word processed pages. Be sure to find out whether you should be following a particular sequence of chapter headings for example, introduction followed by literature search followed by an experiment or a survey and, or an analysis of your research and whether you are expected to devise your own sequence and structure.
Your HRM dissertation contains a detailed exploration of evidence. The evidence referred to may comprise evidence from published texts, for example if you are exploring the literary texts of a particular writer, or it may consist of primary data gathered by your own, first hand research, for example a sociological study of attitudes to gender roles based on research methods such as interviews and questionnaires.
You are required to be clear about the nature of the methodology you will use for gathering the evidence why are you collecting data or analyzing evidence in that way rather than in another way it must be underpinned throughout by awareness of theory your argument should be placed within the context of existing theory relevant to the human resource management subject. It has to be presented in a professionally finished manner. Your supervisor should give you precise details about the format, layout and stylistic requirements of your assignment. Make sure that you know exactly what these are.
The importance of having a dissertation and evaluating it critically remember that you are constructing an argument from the beginning to the end of your assignment. Think of this central idea, and the logical development of your argument (train of thought) around this, as being the central path of your HRM dissertation, and make sure that you do not have sections or paragraphs which are somewhere in the shrubbery out of sight of the main path. Every paragraph should further the central argument, by providing another angle on it, additional evidence, and evaluation of that evidence in relation to your HRM Dissertation.
HRM Dissertation Topics
Comparative Management Practices (Especially With Regard To China)
Co-Operative (And “Partnership”) Aspects of Employment Relations
Cross-Cultural Communication (And Mis-Communication) In Business
Enterprise Restructuring In Emerging and Formerly Socialist Economies
Equal Opportunities and Managing Diversity
Ethical Aspects of Organisational Activities
Gender Aspects of Work and Management
Government Vocational Education and Training Policy
There is so much to explore within the field of human resource management. The following is a list of HRM dissertation topics that have been written by successful HRM graduates and are used by HRM professionals.
A HRM dissertation is a good example of a scientific work which needs more than merely writing and research skills. It must be kept in mind that such writings as HRM dissertation have specific rules to follow and the special instructions to keep to.
One must understand that a HRM dissertation requires that students could demonstrate specific skills. Thus, students are supposed to do the following, according to the HRM dissertation requirements.
Students must demonstrate the ability to choose the methods for their research on their own, HRM dissertation rules say.
A typical HRM dissertation would presuppose that a student can perform an appropriate inquiry without assistance.
A HRM dissertation demands that students should take a critical approach to the issues which are being researched in their HRM dissertations, so that the students could conduct an independent research.
Among the demands to those who are writing their HRM dissertation, there is the one concerning the so-called subject-specific skills. Narrowing the research of the dissertation, this demand concerns the bibliographical material. Such dissertations are supposed to be grounded on a profound aspect of specific literature, and the chosen area of HRM dissertation must embrace all possible literature, including the most modern one.
There is also a demand to HRM dissertations which says that a good dissertation must make a good use of the research data to construct a well-built argument.
The way in which the data in the HRM dissertation is going to be presented matters much as well. The data in your HRM dissertation must be arranged well represent a logical structure and suggest a problem which will further on be developed into an enticing argument. Such are the basic demands to a good HRM dissertation
Choosing HRM Dissertation Topics
This is often the hardest part of the dissertation. This is because you must choose the topic, your supervisor cannot do it for you (though she or he can help you refine ideas that you do have). There are no hard and fast rules about the topic for your dissertation, but the following guidelines may help. Think about the areas of HRM that you are most interested in or a topic that you yourself are particularly interested in to which a sociological angle can be discerned. Also consider which theories and concepts have interested you the most. Along these lines, consider the courses you’ve taken so far. Which lectures or courses most captured your imagination? You can go back and look at your notes and textbooks to jog your memory.
Do not try to be too ambitious about what you can achieve given your time and resource constraints. The best dissertations are analyses of modest scope done well rather than broad ones done poorly. Think about the kind of research that you will actually do, and make sure that it is something that you yourself can feasibly do in the time available. A general word of advice is to choose quality HRM dissertation topics that are interesting to you. You will spend a great deal of time working on a relatively narrow issue, so choose one you will enjoy! Members of staff may be able to help you refine your thoughts, but the ideas and the motivation has to come from you.
If you enjoyed reading this post on how to obtain quality HRM Dissertation Topics, I would be very grateful if you could help spread this knowledge by emailing this post to a friend, or sharing it on Twitter or Facebook. Thank you.
Melamed (1996) defines a career as someone’s progress in his occupation through his life. Within the scope of this essay, career success will be mainly defined as the opportunity for management positions and promotions. This is necessarily a restricted definition, but is a starting point to examine the influence of gender. There is a growing body of opinion that the so-called ‘glass ceiling’, where women’s prospects for career advancement are limited due to their gender, is a thing of the past. On the contrary, this essay will argue that gender continues to influence career success to quite a significant extent, first by examining the current situation of gender difference in management positions, then considering career aspirations and opportunities, attitudes towards the genders in terms of abilities, and finally touching on theories of gender difference in career success.
Women and Gender
First, women continue to be in a significant minority when it comes to occupying management positions. It is certainly true that women have gradually become a more and more important part of the global workforce since the middle of the last century. The new term “career woman” is getting popular. However, a large number of studies indicate that in the pursuit of career success, women have to overcome more difficulties than men, before they can reach the top of the hierarchy. A study by Glenice and Margaret (2001: 3) has shown evidence of ‘attitudinal, behavioural and structural barriers that are deterring women on their way to achieve career success. Such barriers seem to be more obvious in the senior management level. In spite of more and more women join the ‘paid workforce’ and taking up management roles, no more than 5 per cent of top management position is taken by women in the USA (Glenice and Margaret, 2001:1).
In UK the number is estimated to be 4 per cent or lower, while in Australia it is around 3 per cent. Early studies all prove that the phenomenon of the “glass ceiling” does exist in the top ‘management level’. In the past decade, evidence shows that women are beginning to break through the “glass ceiling” and managing to acquire their position in the top management group (Ryan and Haslam, 2005). On the other hand, Ryan and Haslam raise a concern that women’s ability to perform well in these positions is being undermined by the type of roles they are offered. They identify female executives being given roles in departments which are known to be in structural difficulties or failing financially: “women are particularly likely to be placed in positions of leadership in circumstances of general financial downturn and downturn in company performance”. This is just one study, however, and should not be used as a generalisation for the experience and career success of all women in management positions, or to prove that gender affects career success in recent times.
Although evidence shows that women are in a disadvantaged position in the labour market, it is a position that may actually be reinforced by women’s own perceptions. The career aspiration and expectation between different genders has been studied. Glenice and Margaret (2001) indicate that women are not very interested in pursuing a career. They found that women are more easily satisfied and therefore less likely to maximize their career aspirations. Hede and Ralston’s research (1993) also shows that female managers are less likely to pursuit a position in senior management level compared with male managers.
Their expectations of an executive position are also lower than men. Regarding equal opportunities, an interesting fact is that most women managers believe that they have fewer opportunities when there is a chance for promotion, and they are not actively encouraged to participate in career development activities (Glenice, & Margaret, 2001). In contrast, male managers believe the opposite. However, the research by Ryan and Haslam (2005) suggests there is a narrowing difference between men and women’s perceptions of their opportunities for promotion and therefore their aspirations are becoming more similar. However they found that both men and women believe that gender plays an important role in decisions in personnel selection regarding the type or area of a job. It seems that the barriers to promotion may exist partially in women’s attitudes or expectations.
Another possible barrier to female career advancement is the perception that men and women have different skills, with the former being more suited to senior roles. The possible difference in the types of jobs offered to women and men mentioned above requires further exploration. Researchers argue that men and women’s career progress are based not just on different attitudes but also on different attributes.
Tharenou et al (in Glenice and Margaret, 2001:3) argue that ‘women’s achievements are built on experience and performance while male employees are judged on their level of education’. This seems to be rather a controversial generalisation, but a more commonly argued point is that the different genders have different skills or qualities. Eagly (in Glenice, & Margaret, 2001:2) proposed that the expectation that ‘women will exhibit communal qualities and men agentic qualities’ has an effect. Glenice and Margaret (2001:3) describe communal tendencies as ‘interdependence and co-operation and enjoyment at working closely with others’, and agentic tendencies as ‘a desire for self-expansion and independent behaviour’ (Glenice and Margaret, 2001:3). Their study proved that these gender differences were commonly given as reasons for promotions. However, this research only proves that the belief that men and women have different skills is widespread. It does not prove that men and women have different abilities.
It could be argued that much of the evidence above for gender difference influencing career success is based on people’s (both men’s and women’s) perceptions and aspirations rather than a real difference between the genders in terms of ability. However, this does not negate the argument that gender is a major cause of difference in career success.
In fact, it seems clear that two factors are strong influences in career success: the relatively unproven issue of actual difference between the genders, and the more commonly agreed-upon issue of belief in this difference. This belief creates external barriers to promotion for women in the workplace, as well as internal barriers, which are that women do not aspire to greater success but may be satisfied with positions lower than their actual abilities.
In conclusion, gender has significant influence on employees’ career success. First of all, the disadvantaged position of women is clear, especially in the top management level. The “glass ceiling” does exist in most countries. Secondly, evidence shows that men and women employees have different experiences in their careers. It is generally believed that men have higher promotion opportunities and career expectations than women, although this is not true in all studies. Thirdly, the career success of men and women are influenced by different factors, because of the different social roles they are expected to play. Men are expected to be agentic in their beliefs and behaviors, while women are expected to be communal. In other words, the traditional view is that women’s internal attributes do not fit the requirement of top management. It will take some time to eliminate such bias before more women can have the chance to prove their ability and reduce the influence of gender on career success.
Hede, A., & Ralston, D. (1993) Managerial career progression and aspiration: evidence of a “glass ceiling”? International Journal of Employment Studies, 1: 2, 253-282.
Melamend, T. (1995) Career Success: the moderating effect of gender. Journal of Vocational Behavior, 47, 35-60.
Melamend, T. (1996). Career Success: An assessment of a gender-specific model. Journal of Occupational and Organizational Psychology, 69, 217-242.
Ryan, M. K., and Haslam, S. A. (2005) The Glass Cliff: Evidence that women are over-represented in precarious leadership positions. British Journal of Management, 16, 81-90.
Wood, G. F., and Lindorff, M. (2001) Gender differences in explanations for career progress. Women in Management Review, 16(4), 152-162.
I do hope you enjoyed reading this post on gender influence and how it affects career success. There are many other titles available in the HRM Dissertation Collection that should be of interest to human resource management students and CIPD professionals. There are many dissertation titles that relate to other aspects of HRM such as employee engagement, HRM Theory, absenteeism, training and development to name a few. It took a lot of effort to write this post and I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.
This essay is based on a recruitment plan for a manager trainee position in an American based company known as Enterprise Rent-A- Car. It highlights the road map for staffing a manage trainee’s position. A good plan enables a company to hire qualified employees who are committed to attain successful personal careers as well help in attaining the company’s objectives through hard work. Enterprise Rent-A- Car Company is a top car rental company in the United States of America under the management of Enterprise Holdings, Inc (Rent-A-Car Par. 1). It is the best place for management trainees to start careers as per the Business Week’s listing in the year 2006.
The company’s business strategy mainly focuses on customer satisfaction. This has contributed to the company’s fast growth over the past decades. In the Company group, there is National Car Rental, WeCar, Alamo Rent-A-Car and RideShare among others. Its business model provides a variety of vehicle classes that are available for renting. Most of its vehicle models are bought from General Motors. The culture of Enterprise Rent-A- Car Company stands on the following core values: good brand name, honesty, fun, hard work, listening to customers, community development and inclusion of globally sustainable activities.
The company was founded in 1957; it has been ranked the best in customer satisfaction particularly in airport rentals over the past eleven years. It is the provider of vehicle on rental basis to NHL and NCAA among other big transit companies. The company is prominent as the largest fresh college graduate employers in the United States of America, Enterprise Rent-A- Car Company’s management structure is majorly informal. It allows the employees from all levels to interact freely. Enterprise Rent-A- Car Company has branches worldwide including USA, Canada, Germany, Ireland and the United Kingdom (England, Scotland, Wales and Northern Ireland) with more than 70,000 employees all over the world (Rent-A-Car Par. 3).
Enterprise Rent-A- Car Company’s global presence helps the company to access larger market share thus high revenue for the company. During the recruitment plan exercise, attention should be given on how to staff such a sensitive position due to its key roles and responsibilities as pertains to a trainee manager. There are consequences and implications of having low performers in the position. For instance, a low performer can lead the company sales revenue reducing drastically, this can be as a result of market share loss. Implications of having high performers in the position include, rise in the percentage market share due to the innovative nature of the employee, this ensures high revenues for the company. The company should have a strategic context for future proposal for recruiting and selecting for this job. This is due to the dynamic nature of the rental car business as there is more use of information technology as seen it the case where the customers book for a car through the company’s website. Such services recommend employees with substantial knowledge on the use of such eCommerce platforms.
Description of the staffing system used by the company for the job
Enterprise Rent-A- Car Company uses both external and internal recruiting systems. External recruitment planning involves news paper advertisements, recruiting on campus, referrals among others. The advantage of using this system is that it gives the Enterprise Rent-A- Car Company new and varied approaches from its employees despite such a process being so expensive to undertake. On the other hand, internal recruitment is where the current employees can be promoted or demoted to fill the positions. This has an added advantage since it is a cheaper way of recruiting employees to fill positions within a company.
Perform the job/ competency analysis on the job in present and in the near future
Job analysis is the procedure followed when analysing a job for its specification and description. This comprises a list of qualifications required to be attained by the recruits and elements of that given job respectively. Job analysis is also used to evaluate employees to determine the level of incentives to be awarded. During job analysis the recruitment teams are able to come up with recommended qualifications for the job. Here are the possible qualifications essential and desirable in new hires in the position of a manager trainee for Enterprise Rent-A- Car Company;
Bachelor’s degree with a minimum of six months sales experience, customer service, excellent supervisory skills as most of the roles involve supervising others within the company.
Good leadership experience probably as a student leader in college.
A valid driver’s license is a MUST.
No drug related conviction for the last three years while driving.
Must be above 18 years.
Must be authorized to work in the country where he/she wants to work.
Must be flexible to work anywhere when posted.
Sourcing of Potential Employees
Advertisements for job vacancies are made through mass media. College recruiting is commonly used by Enterprise Rent-A- Car Company as a source of labour, this is either done through face-to-face interviews or applications through Enterprise Rent-A- Car Company’s website. Other sources of labour are current employees, referrals from employees, former employees, former military, customers, print and radio advertisements, internet advertising and social media, employment agencies and temporary employees. The above named sources are also the future labour supplies for the position.
Appropriate recruiters are chosen to perform the task of selecting the right candidate for the job. The reward system is essential for this group of people in order to ensure that the recruiting process is successful. Human resource planning is essential during the selection process, in order to achieve this objective the past staffing levels, change in technology, the activities involved during staffing and other similar information are essential for the planning process.
The gaps between employees’ current supply and future labour demands of an organization helps in forecasting employee competencies and behaviour needed in the organization’s future. Present sales revenue are also used in strategic human resource planning future numbers of employees and the skills needed and the source of such people. Cultural diversity affects the labour cost, ease in human resource acquisition, flexibility, innovation, and problem solving techniques in the company as it adapts multi-cultural awareness and effective interpersonal skills into the workplaces. This is essential for multinational companies like Enterprise Rent-A- Car Company.
Internal Employee Assessment Plan
Employees’ job analysis is performed to provide employees with their performance results, these results can be used to distribute compensation as well as during training activities but more importantly to find potential candidates for any vacant positions. Any feedback should be delivered to the employees through the three approaches: telling and selling, telling and listening and problem solving (Pride, Hughes and Kapoor 62). Employee assessment results are important when downsizing an organization, the reason for the layoff should be clearly defined to the worker. This should be communicated to the new employees to avoid any legal issues. Legal precautions should be considered to avoid law suits for instance there should be a termination agreement. Right sizing of the company employees should be done to improve the employees’ efficiency this will as well reflect on the future labour demands of the company.
How decision-making plan enables the company to comply with Equal Employment Opportunity and other legal requirements
Good decision making procedures enable the company to avoid lawsuits as there is a well defined selection technique that avoids discrimination in any form say in terms of sex, race, religion or nationality. Age discrimination Act of 1967 which was amended in 1986 to eliminate discrimination against older people above the age of forty can be avoided through good decision making plans. Organizations with good decision makings plan help in selecting even the candidates with disabilities thus avoiding law suits from such people under the Americans with disabilities Act of 1990. Affirmative action by the company to encourage members from the minority groups to apply for jobs and hiring of qualified candidates from such groups can be achieved through effective decision making processes. The occupation safety and health Act of 1970 to protect the employee’s working environment to prevent ill health and loss of lives can be included in the terms and conditions of a company contract during decision making (Pride, Hughes and Kapoor 102).
For effective and comfort of the new worker in Enterprise Rent-A- Car Company he/she will need information on how business is conducted in the organization. Furthermore the new employee will need information on; how daily routines are conducted within Enterprise Rent-A- Car, its history, objectives, activities and products. Lastly the new employees are given the company policies, rules and regulations not forgetting their rights and benefits (Harold and Heinz 48).
It helps to cross check the costs of the selection process, the costs include; time spent during the process, salaries for recruiters, advertisement costs and recruitment expenses. Evaluation of the recruitment plan process can be based on the rate of application sent out, number of shortlisted candidates, performance of the shortlisted candidates, the total cost of the process, time lapsed data and reviews on the projected on the entire process. There are a number of recruitment evaluation methods; number of successful inquiries, the number of candidates at every stage of the recruitment plan process, the final number of candidates recruited and the number of the new employees retained in the organization for more than a half a year (Aswathappa, 2007).
Barriers of effective implementation of a recruitment plan
Perception; due to the difference in the way people perceive ideas, implementation of a plan can be a problem if the involved parties have different frames of reference. This may result in disagreements hence delays in its implementation. For example the members of a recruiting committee may not rate the recruit equally. This can result in a conflict when choosing the final list of the successful candidates. What is fair to one person may seem to be unfair to the other resulting to an unfair process, when people are recruited on an added advantage of their age, religion, region, race or gender among others.
Immobility and location; the locality of labour affects the recruitment plan process, marred women hesitate taking jobs in places far away from their families. This might result to inadequate number of female recruits thus affecting implementation of a gender equity recruitment plan. (Aswathappa, 2007)
Reliability; if a method cannot provide consistent outcomes whenever it is used to recruit employees, however, this might not be the case for some plans hence inappropriate to implement them. The performance and judgments of people varies from time to time as in the case of recruits and recruiters respectively. This means that if such a plan is used repeatedly with the same people involved the results are likely to vary from time to time.
Validity; A valid recruitment plan is easily predictable, but when the predicted results do not match the real situation then implementation of the stated plan may not be recommendable. This is as a result of internal and external factors such as location, trade unions regulations and paucity of desired expertise in the available labour force.
Pressure; if compulsions are used to select candidates, then such a plan may not be used due to the pressures from friends, family and politicians to select the stated candidate (Aswathappa, 2007). This means that even if the procedures where to be followed the results are always predetermined by such factors.
Aswathappa, K. Human Resource and Personnel Management. New Delhi: Tata McGraw-Hill Education, 2007.
Harold, Koontz and Weihrich Heinz. Essentials Of Management. New Delhi: Tata McGraw-Hill Education, 2008.
Pride, William M., Robert J. Hughes and Jack R. Kapoor. Foundations of Business. Boston: South-Western Cengage Learning, 2011.Print
Rent-A-Car, Enterprise. Enterprise Rent-A- Car. 2012. 22 November 2012
I do hope you enjoyed reading this recruitment plan blog. There are many other titles available in the HRM Dissertation Collection that should be of interest to human resource management students and CIPD professionals. There are many dissertation titles that relate to other aspects of HRM such as employee engagement, HRM Theory, absenteeism, training and development to name a few. It took a lot of effort to write this post and I would be grateful if you could share this post via Facebook and Twitter. Feel free to add your thoughts in the comments section. Thank you.
Title: HRM Dissertation Barriers to Women in the UK Construction Industry. In the 21st Century the idea of women in the workplace has become a widely accepted notion not just by society but also being enshrined in law with the introduction of the Equal Pay Act (1970), the Sex Discrimination Act (1975), and the Equality Act (2010). As a result of this, many sectors within the UK economy have seen an increase in the equal representation of men and women in the workplace with occupations such as elementary education resulting in women forming 46% of workers, in the professional sector women make up 50% and within management and senior official roles women constitute only 33%. However, in stark contrast of these progressive figures, women form only 11% of the entire construction Industry with 80% of these roles that women occupy being in fact merely support roles carrying out things like secretarial work; only 15% of women are actually part of the professional body of employees- this constitutes just 1.5% of professionals in the entire industry.
In 2006, Greed went so far as to say that these secretarial roles are not contributing to, or not being part of the construction process. It appears that although the construction industry has innovated in terms of methods and practices the same old ideas of it being a male-dominated world still remains. In order for the industry to thrive and remain relevant in these modern times it must adapt itself, and let go of this man’s world culture by encouraging and recruiting more women. It is on this basis that more Investigation must be done as to why there is such a lack of female presence within the construction industry and how as an industry it can attract the young girls of today’s society so that the industry will have a more representative and diverse future.
Dissertation Aims and Objectives
The aim of this research is to look into and analyse why there is such a lack of females within the UK construction industry, what can be done to change the perception of the industry as being a man’s world and attract the future generation of women to consider the industry as a viable career choice.
To investigate and evaluate if there is an actual need for women within the professional sector of the UK construction industry.
To compare the lack of women in the construction industry with other industries in the UK, and then with other EU member countries as a whole.
To examine the reasons why there is a severe lack of women within the UK built environment profession in the modern era.
To assess how those in secondary schools view construction and ascertain if they see a future within the industry.
To evaluate how the industry is trying to tackle this issue and whether these are having a positive impact or if more needs to be done.
1 – Introduction
2 – Literature Review
The need for women in professional roles within construction
Benefits to more women in construction
Comparison within UK and EU
Comparison with the medical profession
Comparison of UK construction industry to the of Europe
Hurdles to women in construction
The choice between career or children
Flexibility and maternity leave
The construction Industry as sexist
Lack of female role models
The views of secondary pupils
Efforts of the construction industry
Female construction organisations
3 – Methodology
4 – Data Analysis
Social aspects of university
5 – Discussion of Results
Preconception about construction
Sexism in the industry
Efforts of the construction industry
Female construction organisations
Enthusiasm of female students
6 – Results and Conclusions
Analysis of Research Objectives
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