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      墨爾本企業管理coursework指導需求

      論文價格: 免費 時間:2014-07-28 10:40:56 來源:www.ourpropertyvalue.com 作者:留學作業網
      作業1 Assignment
       
      投資于人力資源管理(HRM)招聘支出和培訓能夠通過提高生產率指數降低勞動成本,降低離職率和勞動力補充。因此,為了找到在人力資源管理上的投資到何種程度是有道理的,拿圓0-8中的頂石仿真的人力資源管理的數據統計作為分析的例子,此外,用年報利潤表的總勞動成本來估計工資成本,也將對此進行分析。
      首先,對適當的招聘開支和培訓方面的投資進行分析,以便找出勞動力的填補和員工流失率對人力資源管理的顯著影響。勞動力是填補生產進度不要求加班的工人的人數。招募花費導致更高的生產率和更低的營業額。訓練會導致更高的生產率和更低的營業額。
       
      Investing in recruiting spending and training in Human Resources Management (HRM) can reduce the labor cost through improving the Productivity Index, reducing Turnover Rate and Workforce Complement. Consequently, to find to what extent the investment on HRM makes sense, the HRM statistics of Round 0-8 in Capstone simulation is analyzed as an example. In addition, the annual report income statement’s total labor cost to estimate payroll costs, which is also will be analyzed.
       
      Firstly, the appropriate recruiting spending and training investment can be analyzed to find the significant influence of workforce complement and turnover rate in HRM. Workforce is the number of workers required to fill the production schedule without overtime. Recruiting spend results in higher productivity and lower turnover. Training leads to higher productivity and lower turnover.



       
       
       
      Figure 1, souring from Capstone Simulation
       
      In Figure 1, the labor cost without HRM and TQM, can be calculated according to the definition of productivity. A formula used is given here, namely
      Original Productivity of 100%Improved Productivity = Actual Labor NeededLabor needed without HRM= Actual Labor CostLabor Cost without HRM Investment
      The original productivity is 100% and the labor need without HRM is 701. If the productivity would increase 1%, the actual labor need is (701*100)/101=695. So, the labor complement reduced. In the similar, with HRM, the actual labor cost was reduced. In the Figure 1 Round 0-3, labor cost saving is not significant. However, until the Round 4, the cumulative saving is positive which means the HRM brought the positive the labor cost saving. So it is significantly proved that investing in HRM bring the positive cumulative saving in the long-term.

       
       
      The Figure 2 above represents the payroll cost estimated by the direct labor cost, which also can prove the effect of HRM. The Workforce complement was reducing and while the direct labor cost was reducing in Round 0-7 (Round 8 Negotiations), however, the payroll costs for employee is increasing. Besides the influence of TQM and automation, HRM investment both raised the employee satisfaction and the reduced the company’s labor cost. So company should invest in HRM reasonably. (392)
       
      作業2Assignment
      綠木源是專門從事高產,速生人工林的發展與管理的公司。在March2009,綠林已評估了在中國的一些潛在的投資項目。最后,公司選擇了兩個項目分別是魯西和東吉,作為首要任務。綠木需要確保企業在中國投資的可持續性,因此對兩個項目之間的優劣的評估是至關重要的。本文將分析這兩個項目所涉及的環境方面,經濟和社會等各方面,最后為本公司選擇一個卓越的項目。 
       
      GreenWood Resources, Inc, was specializing in the development and management of high-yield, fast-growing tree plantations. In March2009, GreenWood had assessed some potential investment projects in China. At last, company chose two projects namely Luxi and Dongji, as the top priorities. GreenWood need ensure that the sustainability of the business investment in China, so the evaluating the pros and cons between the two project is essential. This essay will analyzed these two project involving environmental dimensions, economic, and social aspects, and finally choose a superior project for GreenWood.


       
      Exhibit 1, souring from the GreenWood Case

       
      From the economic perspectives, the estimate investment, cost and yields of Luxi and Dongji projects are above in Exhibit 1. So the Revenue and Cost of Luxi is,
       
      Revenue of Luxi=559*12.6*92073+530529=945072679.2RMB
       
      Cost of Luxi=7*92073*367+110*7*92073+632*92073+296376843=426107700RMB
       
      The profit of Luxi= Revenue – Cost=518964979.2RMB
       
      In the similar way, the profit of Dongji is 164138496 RMB, which is much less than the profit of Luxi project. In addition, the annual timber demands greatly exceeded the supply in local market and importing timber was very expensive because of high tariffs and transportation costs. However, due to Luxi’s excellent environment planting conditions, GreenWood can have a high economic value, which to maximize a long run investment. In the Dongji project, a land lease rate was low, which was only 87per mu per year. The challenge was the strong competition in Dongji market and the natural situation limited the exporting market. According to the higher profit of Luxi than Dongji and the Luxi’s long-term market vision, the superior project was Luxi.
       
      From the environment perspective, Luxi country was located in Shandong, east China, with favourable natural conditions such as fertile soil, ample sunlight, rain, and gentle slopes. On the other hand, Dongji was located in the eastern part of the Inner Mongolia Autonomous Region in Southeast China. The area suffered from timber shortage, continued desertification, semi-arid and was subject to windy weather all year. Besides, 57% of the Dongji area was classified as sandy land. The GreenWood was interested in poplar farm assets. If GreenWood wanted to change the scare situation, the investment activity was risk and the return time was long. So in terms of environment aspect, Luxi project was more accepted because of the better natural conditions.
       
      From the social perspectives, two sides should be analyzed, including inside-out linkages and outside-in linkage. According to Portand and Kramar (2006), inside-out linkages represent that the internal operation business causes the positive or negative consequence on society, and the outside-in linkages is external social conditions influencing operation business positively or negatively. From the inside-out linkages aspect, Luxi project aimed at creating an ecological system to produce develop tourism and local economy. In contrast, Dongji project not only aimed at solving continued desertification, but also helped the local government with poplar tree planting technique. The social issues of Luxi was generic, however, Dongji project helped the local farmers improve forestry management and facilitated local economic development by contributing capital and tree plantation know-how. The social problem in Dongji was related the GreenWood’s sense of value impact. GreenWood had the prudent strategy focusing on deploying local hybrid varietals and testing the suitability of its home-grown elite plant materials firstly, adopting a ten-year rotation scheme in Dongji secondly. So Dongji project seemed to have more social responsibility value than Luxi project.
       
      From the outside-in linkages aspect, the political risk in project of Luxi was relatively high than project of Dongji. Although GreenWood built guanxi (personal connections) with local government and negotiated with the Luxi Forestry Bureau, a government agency, the government’s support and coordination were critical for going forward with the project. Some governments refused to make lower price offer for GreenWood and complained about the GreenWood’s slow pace in negotiating an agreement. However, the Gongji government supported the GreenWood project and many local companies provide professional poplar tree planting technology, like Lideng, a forestry development company.  The cooperation between GreenWood and Lideng, gave huge potential for the project. So in terms of outside-in linkages social perspective, choosing Dongji project had more external support and flexibility than the Luxi project.
       
      The analysis above proved that the Luxi project seemd to have more advantages over Dongji project in economic perspective and environment perspective. However, Dongji project had a higher value in social responsibility which fit the GreenWood vision. As the vision of doing well by doing good, Dongji project may be a resource that lasts forever. So to balance these three aspects, Dongji project deserved to chose.
       
      (750)
       
      參考列表 Reference List:
       
      Kaplan.R.S and Norton.D.P (2007) Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review July-August 2007
       
      Kim, W. C. & Mauborgne, R. 2004. Blue Ocean Strategy. Harvard Business Review#p#分頁標題#e#
       
      Li, L., Feldman, H. & Eisner, A. 2011. GreenWood Resources: A Global Sustainable Venture in the Making (Case Study).
       
      Porter, M. 1996. What is strategy? Harvard Business Review, Nov/Dec.
       
      Porter.M.E and Kramer.M.R (2006) Strategy and Society: the Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review
       
      Starbucks, (2009) Ivey Case 9A98M006 by Crossan M.M. and Kachra A.
       
      Trouble Brews at Starbucks, (2009) Ivey Case 9B09A002 by Buchanan L. and Carolyn J.
       
       
       
       
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