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However, they focus on cost efficiency and development programs can be costly. Also at this stage, it is crucial to differentiate between the various resources which are required, such as technological resources, financial resources or labor force resources (Mayhew, 2011). This specifically implies that it is necessary to recognize and accept the costs of the development program. It is for instance plausible for the program to generate operational inefficiencies and Wal-Mart has to accept these short-term limitations.
6. Communications. Communications play a crucial role in the development of managers at Wal-Mart, but also at any other economic agent. Communication is in essence "so fundamental, that without it, no organization can exist and function effectively towards achieving its goals" (FK Publications). In order to enhance communications, John M. Grohol recommends the following:
a. Stopping and listening to the other party
b. Forcing oneself to hear what the other is saying
Bright, K., 2011, HRD -- management learning and development
Bruce, A., 2006, Ho to motivate every employee: 24 proven tactics to spark productivity in the workplace, McGraw-Hill Professional, ISBN 0071463305
Grohol, J.M., 9 steps t better communication today, World of Psychology, http://psychcentral.com/blog/archives/2009/04/14/9-steps-to-better-communication-today / last accessed on May 9, 2011
Hoeger, W.W.K., Hoeger, S.A., 2008, Fitness and wellness, 8th edition, Cengage Learning, ISBN 0495388408
HUMAN RESOURCE DEVELOPMENT STRATEGIES IN THE GHANA WATER COMPANY.
Human resources refer to the knowledge, skills, creative abilities, talents, aptitude, values and beliefs of an organization's workforce. The more important aspects of human resources are aptitude, values, attitudes and beliefs. But, in a given situation, if these vital aspects remain same, the other aspects of human resources like knowledge, skills, creative abilities and talents play an important role in deciding the efficiency and effectiveness of an organization's workforce.
However, enhancement of utilization value of human resources depends on improvement of the human resource aspects like skill, knowledge, creative abilities and talents and molding of other aspects like values, beliefs, aptitude and attitude in accordance with the changing requirements of groups, organization and society at large. This process is the essence of human resource development. It is clear from this interpretation that human resource development improves the utilization value of an…
Equal Employment Opportunity and Employee ights eview
The Office of Civil ights (OC) in the United States is the organization that ensures compliance with anti-discrimination acts such as the Pregnancy Discrimination Act of 1978 and the Drug-Free Workplace Act of 1988. These are two completely different acts, in that the Pregnancy Discrimination Act of 1978 explicitly prevents discrimination against pregnant women and is therefore an employee rights act; whereas the Drug-Free Workplace Act applies only to federal employers and does not extend even to contractors. While it does theoretically protect some workers from the potential dangers of working with colleagues under the influence, the Act is limited in scope and in fact, potentially enables federal agencies covered under the act to violate civil liberties of employees via drug testing. It is worth noting, however, that the Drug-Free Workplace Act does not require nor authorize drug testing (United States Department…
"Drug-Free Workplace Act of 1988," (n.d.). Society for Human Resource Management. Retrieved online: http://www.shrm.org/legalissues/federalresources/federalstatutesregulationsandguidanc/pages/drug-freeworkplaceactof1988.aspx
United States Equal Employment Opportunity Commission (n.d.). The Pregnancy Discrimination Act of 1978. Retrieved online: http://www.eeoc.gov/laws/statutes/pregnancy.cfm
United States Department of Labor (n.d). Drug-Free Workplace Act of 1988. Retrieved online: http://www.dol.gov/elaws/asp/drugfree/screenfq.htm
The differences identified during this process determined the training objectives that must be reached by these programs. Furthermore, the company selects the trainees, the training methods, and the evaluation process.
The necessity of training programs relies on a series of factors. This is because these programs are able to help the company develop a pool of skilled employees that can be recruited on several positions within the company. This is useful in the case of companies that prefer to focus on internal recruitment sources. In addition to this, such training programs allow the company to better use technological developments as a result of skilled employees.
Training programs also develop motivated teams, characterized by high efficiency and productivity levels. This increases employee satisfaction and helps the company improve its position on the market in comparison with its competitors. This strategy also allows the company to expand its business on international level.…
1. Friesen, M. & Johnson, J. (1995). The Success Paradigm: Creating Organizational Effectiveness through Quality and Strategy. Retrieved April 30, 2011 from http://books.google.ro/books?id=YhyRCupKG5wC&printsec=frontcover&dq=organizational+effectiveness&hl=ro#v=onepage&q&f=false .
2. Wang, Z. & Chen, J. (2005). Technology Innovation and Human Resource Management. International Journal of Manpower. Retrieved April 30, 2011 from http://books.google.ro/books?id=-ehC2sQOIbUC&pg=PT5&dq=organizational+effectiveness&hl=ro#v=onepage&q=organizational%20effectiveness&f=false .
3. Hallam, G. (2011). Advantages and Disadvantages of Internal Coaching. Retrieved April 30, 2011.
4. Jackson, S. et al. (2009). Managing Human Resources. Cengage Learning. Retrieved April 30, 2011 from http://books.google.ro/books?id=gpimdMwZuwsC&pg=PR10&dq=training+human+resources&hl=ro#v=onepage&q=training%20human%20resources&f=false .
Strategic human resource development in small businesses, in the United States," explores prior studies, which investigated the frequency and impact of strategic human resource development, and strategic planning in small businesses in America (Fox, 2013, p. 77-115). In order to achieve the objective, the paper utilizes studies from countries, for instance Canada, and the United Kingdom, primarily because the countries share several economic and cultural attributes with the United States (Fox, 2013, p. 79). Following the review, the paper aims, in addition to the fore-mentioned aims, to explore the role of human resource professionals in the strategic business planning (Fox, 2013, p. 99).
Fox's presents a literature review and follows a review of relevant literatures on the subject. The work depends greatly on prior literatures, which explains the online search strategy the author employed. Fox searched for the prior literatures using popular databases including Scopus, Business Source Complete, ABI Inform…
Fox, L.H. (2013). Strategic human resource development in small businesses in the United
States. Academy of entrepreneurship journal, 19(1), 77-118.
Kraus, S., Reiche, S., & Reschke, H.C. (2007). Implications of Strategic Planning In SMEs For
International Entrepreneurship Research and Practice. Published in M. Terziovski (Ed.), Energizing Management through Innovation and Entrepreneurship: European Research and Practice, pp. 110-127. London: Routledge. Retrieved from http://blog.iese.edu/reiche/files/2010/08/Implications-of-strategic-planning-in-SMEs.pdf
1. Describe the learning condition you think is most necessary for learning to occur. Use specific examples to support your answer.
Learning depends on practice more than anything else, the ability to rehearse either mentally or physically the necessary skills or knowledge. As Noe (2013) points out, there are several pre-practice conditions necessary for learning to occur. Those include metacognitive conditions and a positive climate of learning. Characteristics of a positive climate of learning include feedback, reinforcement, goal setting, and reminders. Employees need feedback, “information about how well people are meeting the training objectives,” (Noe, 2013, p. 176). Feedback helps keep trainees on course, maximizing training resources and minimizing time wasted. Feedback is not empty praise or criticism but concrete and detailed evidence about what is being done correctly and how to change what is not. Metacognition refers to the conditions whereby individuals develop self-mastery and control over their own…
Keller, J. M. (1987). Development and use of ARCS model of motivation design. Journal of Instructional Development, 2-10.
Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw-Hill.
A number of companies put into practice an ethnocentric direction in which the management is focused on the home market. Ideas that begin from the headquarters are thought to be better than to those that come from the foreign subordinate. Top organization in the foreign business is usually managers that come from the head office. Some of the businesses take a polycentric approach, in which each market is thought to be exclusive. Supervision in home companies is typically taken on by local people. The third approach is geocentric, which is rather like the ethnocentric approach as it shifts the authority back to the head office for employing managers. These supervisors are hired from dissimilar areas around the world. Essentially the geocentric approach looks for the most part appropriate employees from a collection of gifted people and they are employed on their value and not because of where they came from.…
"Cultural Savvy." 2010, viewed 2 October, 2010, from
"Managing Global Human Resources." 2010, viewed 2 October, 2010,
Off the job training is implemented in a location different from the actual place of employment. The more common methods of off the job training include the day releases (through which the employees take the day off work to engage in the training program), distance learning, block release courses, sandwich courses or self-study. The main advantages of this method are that the quality of the results is increased, as the commitment is also higher. Additionally, the trainees come to capitalize on the expertise of various specialists and can become more knowledgeable and confident employees. Still, despite these advantages, off the job training is not suitable for diversity efforts at the Police Departments; it is costly and it induces the loss of work (Tutor2U).
Last, the behavioral methods of training include processes such as games and simulations, behavior modeling efforts, business games, case studies, equipment stimulators or role plays (Training and…
Oskamp, S., 2000, Reducing prejudice and discrimination, Routledge
Homan, M.S., 2010, Promoting community change: making it happen in the real world, 5th edition, Cengage Learning
Nkomo, S.M., Fotter, M.D., McAfee, R.B., 2010, Human resource management applications, 7th edition, Cengage Learning
People management -- types and methods of training at work, Tutor2U, http://tutor2u.net/business/gcse/people_training_types.htmlast accessed on June 6, 2012
Human esources Development (HD) Needs Analysis. Description: You obtain information directly uploaded material ( slides voice recording / upload audio file) HD Manager official website company information provide company, strategy, current issues future plans assessment.
Human resource development issues at ACQ Australia
As the workplace changes, ACQ must also change and place more emphasis on the development of its staff members. The identified problems include an increased attention on customers and a decreased attention on employees, a complex working schedule and an increased workload of adjacent services. It is as such recommended for the company to focus more on its employees and seek a balance between customer and staff orientation, to engage the employees in the schedule construction and to differentiate the tasks assigned based on skills.
Table of contents
Purpose of the report
Significance of the project
52. Literature review
52.1. Customer centric business
Allen, D.R., Wilburn, M., 2002, Linking customer and employee satisfaction to the bottom line: a comprehensive guide to establishing the impact of customer and employee satisfaction on critical business outcomes, ASQ Quality Press
Arup, C., 2006, Labor law and labor market regulation: essays on the construction, constitution and regulation of labor markets and work relationships, Federation Press
Bach, S., 2005, Managing human resources: personnel management in transition, John Wiley and Sons
Finkelstein, M.S., 2004, Net-works: workplace change in the global economy: a critical and practical guide, Rowan and Littlefield
Within Human esources Development
The literature which describes and analyzes the important aspects of adult education - within the Human esources Development genre - is vitally important in relating to today's employees who seek - and deserve - learning opportunities within their workplace environment. It provides a point of reference, it offers stimulating ideas for digestion and analysis, and it zeros in on the issue at hand, which is that learning should be encouraged and facilitated by employers, and it should be done in such a way that gains in individual learning and knowledge will transfer to competency on the job, and ultimately, profitability for the employer.
An exceptionally useful article by Theodore J. Marchese, entitled, "Insights from Neuroscience and Anthropology, Cognitive Science and Work-Place Studies": e.g., the brain is "remarkably plastic across the lifespan..."
Early experiences and genetic inheritance are very important," Marchese writes in his piece,…
Glastra, Folke J; & Hake, Barry J.; & Schedler, Petra E. "Lifelong Learning as Transitional Learning." Adult Education Quarterly 54 (2004): 291-306.
Hodkinson, Phil; & Hodkinson, Heather; & Evans, Karen; & Kersh, Natasha; & Fuller,
Alison; & Unwini, Loma; & Senker, Peter. "The significance of individual biography
In workplacelearning." Studies in the Education of Adults 36, (2004): 6-26.
Strategy and Human esources Development: Evidence of Best Practices and General ecommendations
Developing and adhering to a clear and concrete strategy is something that seems of obvious importance to any organization, yet a true understanding of what strategic planning and commitment entails is often surprisingly lacking in many organizations. In order for a strategy to be effective, not only must it appropriately account for external situations and internal capabilities, but it must also include concrete operational controls that will serve to maintain strategic focus and goal attainment in all areas of the organization's activities. One such area is human resources management, and especially human resources development. The following pages contain a review of current literature on the subject, providing a set of evidence-based best practices for human resources development that support overall strategies and providing a brief set of general recommendations in the area.
Evidence of Best Practices…
Armstrong, M. (2009). Armstrong's Handbook of Human Resource Management Practice. Philadelphia, PA: Kogan.
Boonstra, J. & Cummings, T. (2008). Dynamics of Organizational Change and Learning. New York: Wiley.
Elkharmi, O., Frazar, S., Essner, J., Vergino, E…. & Kovacic, D. (2009). Proposed Methodology for Developing a National Strategy for Human Resource Development: Lessons Learned from a NNSA Workshop. Institute of Nuclear Materials Management.
Garavan, T. (2007). A Strategic Perspective on Human Resource Development. Advances in Developing Human Resources 9(1): 11-30.
Advice is given to supervisors on how to correct poor appearance and employee misconduct. In these instances, progressive guidelines and other requirements must be taken into account the completing disciplinary actions and in resolving employee grievances and appeals. Information is given to employees to encourage a better understanding of management's goals and policies. Information is also given to employees in order to assist them in improving poor performance, on or off duty misconduct, and/or to address personal issues that influence them in the workplace. Employees are told about appropriate policies, legislation, and bargaining agreements. Employees are also directed about their complaint and appeal rights and discrimination and whistleblower safeguards (Employee elations, 2009).
Preserving a positive, productive work environment is significant for all managers. This is often accomplished by engaging in: mentoring and coaching your staff, regular feedback, including annual performance reviews, open and honest communication regarding group, unit and university…
Compensation and Benefits. (n.d.). Retrieved August 18, 2010, from Auxillium West Web site:
Employee Health and Safety. (2009). Retrieved August 19, 2010, from Small Business Notes
Web site: http://www.smallbusinessnotes.com/operating/hr/safety.html
Another valuable lesson is pegged to the necessity to select and hire the most suitable staff members. Then, the equal employment rights stimulate the researcher to adopt a more open view of cultural diversity in the workplace. Additionally, as a future application, it would even be important to remember that people of different backgrounds have different skills and abilities. Instead of striving to standardize them, the players in the workplace community should try to capitalize more on the points of difference offered by culturally diverse staff members, such as their increased ability to communicate with culturally diverse customers.
5. Impact of the Study on Career and Personal Life
It is yet uncertain as to how the personal career of the researcher would be impacted by the findings of the study. What is however known with certainty is that the baggage of HM knowledge of the researcher has significantly increased. Within…
Heathfield, S.M., What is human resource development (HRD)? About, http://humanresources.about.com/od/glossaryh/f/hr_development.htm last accessed on July 02, 2010
McNamara, C., Employee benefits and compensation, Management Help, http://managementhelp.org/pay_ben/pay_ben.htm last accessed on July 02, 2010
2007, Health and safety, HRM Guide, http://www.hrmguide.co.uk/employee_relations/health-and-safety.htm last accessed on July 02, 2010
Equal employment opportunities, Liverpool City Council, http://govinfo.library.unt.edu/npr/library/reports/hrm10.html last accessed on June 30, 2010
Human esource Management is a practice of managing human skills, capacities and talents, to ensure their effective usage in the attainment of organizational goals, objectives and overall competitiveness (Youssef, 2012). Every Human esource manager performs various functions of recruiting, hiring, selecting and training competent employees. In addition, the manager offers competitive compensation and benefits packages, which attract, motivate and retain qualified employees. However, it is the function of the Personnel manager to devise ways, which will increase the employee effectiveness in performing the jobs. These ways include training, offering education and developing the capacities of the employees. As a result, there is an improvement of the employee contribution towards the attainment of organizational effectiveness and efficiency.
Effective management of employees' productivity is a crucial element in attaining organizational success (Youssef, 2012). High levels of productivity enable the organization to offer high compensation and benefits packages, which do not affect its…
Edwards, P. (2003). Industrial Relations: Theory and Practice. Oxford: Blackwell Pub.
Kreitner, R. (2009). Management. Boston: Houghton Mifflin Co.
Sims, R.R. (2007). Human resource management: Contemporary issues, challenges and opportunities. Greenwich, Conn: Information Age Publ.
Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education.
In addition to supplying training so that workers can obtain and maintain entry-level jobs, training must be given that is based on national skills principles, assessments, and qualifications that will improve a participant's ability to compete successfully in the current global economy. This component will be the focus around which the other four HD training components will revolve. This training component will be broken down into five different categories: Job Training, Job-Looking Skills, Job-etention Skills, Lifetime Learning, and Life Abilities.
Job Looking Skills
Job etention Skills
1. Job Search 1. Personal esponsibilities 5. Job performance
2. Application/esume 2. Time Management 6. Interpersonal Skills
3. Interviewing 3. Economic Literacy 7. Learning Skills
4. Job Selection Process 4. Work Attitudes 8. Math Skills
Lifetime Learning Life Abilities
1. eflection 1. Consumer Buying 3. Preventative Health Care
2. Change Management 2. Parenting Skills 4. Community esources
1. Communication Styles 4. Observation…
Human Resources Development Program Evaluation Guide. (2010). Retrieved May 18, 2010,
from Web site:
Human esource Learning Development
Human esources Learning Development
Learning and development is among leading businesses. Despite the current organizational budget squeezes, companies are making significant investments in training employees. esearches done on American companies reveal that these billion investments have actually improved the workforce where by skills are being transferred to everyday job (Wilson, 2005).
Human esources and Learning and Development activities support the Organization's strategy
Learning development or training development is one of the most significant components to our work and lives. Many people perceive training to be an activity that gives the outcome or is a result of learning. The learning is also considered as the new competency or abilities, skills and knowledge. We highly value learning in our culture. We may have undergone a series of learning processes, but many of us are still not equipped with the knowledge of carefully modeling an approach to training and…
Mayo, A. (2004). Creating a learning and development strategy the HR business partner's guide to developing people. London, Chartered Institute of Personnel, and Development
Wilson, J.P. (2005). Human resource development: learning & training for individuals & organizations. London: Kogan Page
International Human esource Management
International Business H: Vital and Pivotal
During the 20th century, the human resources (H) function has become quite skilled at managing human capital which is frequently defined as the skills, knowledge and experience of individual workers within a company. Human resources management has never been more vital to organizations than it is today as more and more businesses are going global. For globalizing companies, experienced, informed and effective Human esource people skills are becoming a strategic asset. In order to maximize the competitive potential of employees across global markets many multinational companies will need to revise their H policies and programs.
Table of Contents
Background and Significance
Discussion and Implications
During the 20th century, the human resources (H) function has become quite skilled at managing human capital which is frequently defined as the skills, knowledge and experience of individual workers within…
Adeleye, Ifedapo. (2011). Theorizing the diffusion of International Human Resource
Practices:Towards an Integrated Conceptual Approach. International Journal of Business andManagement, 6(12), 254-269.
Baughn, C. Christopher, Neupert, Kent E., Anh, Phan Thi Thuc, and Hang, Ngo Thi
Minh.(2011). Social capital and human resource management in international joint ventures inVietnam: a perspective from a transitional economy. The International
Human esource Management: Discussion
Human esource Management: A Concise Definition
It is important to note from the onset that human resource management (HM) does not have an assigned definition. This essentially means that in the past, numerous authors and management experts have offered a variety of definitions with regard to HM in an attempt to solve the ambiguity that has surrounded the said definition over time. Indeed, as Blyton and Turnbull (as cited in Collings and Wood, 2009) point out, the ways in which practitioners and academics have used the term "indicates both variations in meaning and significantly different emphases on what constitutes its core components" (p. 1). In seeking to wholly define HM, I will take into consideration a number of definitions that have been floated in the past.
To begin with, HM according to Beer et al., (as cited in Price, 2011) "involves all management decisions that affect…
Collings, D.G. & Wood, G. (Eds.). (2009). Human Resources Management: A Critical Approach. New York, NY: Routledge
Price, A. (2011). Human Resource Management (4th ed.). Hampshire: Cengage Learning.
Sims, R.R. (Ed.). (2007). Human Resource Management: Contemporary Issues, Challenges, and Opportunities. Charlotte, NC: IAP.
Werner, J.M. & DeSimone, R.L. (2011). Human Resource Development (6th ed.). Mason, OH: Cengage Learning.
This phase also includes the definition of market-competitive base salaries, merit increases, benefits, bonuses and incentives. It is also the area where benefits are budgeted for and offered. Many practitioners and managers both see this as the most critical phase of the HM lifecycle for retention as a result (Ulferts, Wirtz, Peterson, 2009). In fact it is the development of jobs that have a wider span of responsibilities and link personal achievement to the attainment of challenging goals rather than making pay purely dependent on minimal levels of performance (Pilenzo, 2009). HM can help employees find challenge and meaning in their work by using the strategies in this phase of the lifecycle with intelligence. The role of salaries and benefits in terms of giving employees a sense of autonomy is also critical not only for employee satisfaction and the marketing of a company to potential employees as world-of-mouth is one…
Barney, J.B. & Wright, P.M. (1998). On becoming strategic: The role of human resources in gaining competitive advantage. Human Resource Management, 37, 31 -- 46.
Herrbach, O., Mignonac, K., Vandenberghe, C., & Negrini, a.. (2009). Perceived HRM practices, organizational commitment, and voluntary early retirement among late-career managers. Human Resource Management, 48(6), 895.
Liker, J., & Hoseus, M.. (2010). Human Resource development in Toyota culture. International Journal of Human Resources Development and Management, 10(1), 34.
Morris, S., Wright, P., Trevor, J., Stiles, P., Stahl, G., Snell, S., Paauwe, J., & Farndale, E.. (2009). Global challenges to replicating HR: The role of people, processes, and systems. Human Resource Management, 48(6), 973.
The current business climate being what it is, it is likely that employees and labor organizations will understand the necessity of certain cuts, but the inclusion of employees and/or their representatives in the decision making process is still very important and highly beneficial to any organization. It will also, of course, make other aspects of the human resource manager's job less difficult, as it will then be possible to maintain better employee/management relationships and thus other issues can be engaged in with a lessened degree of animosity or adversity. The more in sync management and employees can become in this era, the greater the potential for organizational growth and profitability.
Combined Functionality and Varying Importance
Though discussed separately above, all of these issues of human resource management are of course interrelated. Labor relations are hugely influenced by compensation and benefits packages as well as through safety and health standards, development…
Condrey, S. (2010). Handbook of Human Resource Management in Government. San Francisco: Jossey-Bass.
Sison, P. (2003). Personnel Management in the Twenty-First Century. Quezon City, PH: PMAP.
Werner, J. & DeSimone, R. (2008). Human Resource Development. Mason, OH: Cengage.
York, K. (2010). Applied Human Resource Management: Strategic Issues and Experiential Exercises. Thousand Oaks, CA: Sage.
Human resource management, whether specifically titled or not, has been a part of any organization's management since groups banded together for specific tasks. Ancient armies, projects, and even educational and religious institutions all had concerns about their ability to bring in the appropriate person for the positions at hand. Formally, Human esource Management in the contemporary world is both the tactical and strategic manner in which an organization manages the human portion of its resources, both collectively and individually, and how management of those individual resources contributes to the overall positive objects of the business. Over the past few decades, though, and with the advent of increasingly sophisticated technology, Human esource management has changed from using people to employ people, develop people, and track the utilization and compensation of their services. Instead, a newer system has evolved using computers, database management, and data mining to provide more optimal ways in…
Introduction to the Human Resources Discipline of Workplace Safety and Security. (2010, March). Retrieved from Society for Human Resource Management: http://www.shrm.org/hrdisciplines/safetysecurity/Pages/SafetyIntro.aspx
Armstrong, M. (2008). Strategic Human Resource Management (4th ed.). Philadelphia: Kogan.
Budd, J. (2007). Labor Relations: Striking a Balance. New York: McGraw-Hill/Irwin.
Effron, M., & Goldsmith, M. (2008). Human Resources in the 21st Century. New York: Wiley.
These practices include: selective hiring, employment security, self-managed team, extensive training, sharing information, diminution of status differences, and stipulation of high pay contingent on organizational performance.
Other authors analyzed by Chang and Huang sustain that SHM benefits company both directly and indirectly as it modifies passivity into initiative by clearly communicating organizational goals and encouraging the participation of line-managers. In addition, by generating structural cohesion, defined as "an employee-generated synergy that propels a company forward, enabling the firm to respond to its environment while still moving forward" (Chang and Huang, 2005), the SHM influences positively organizational performance.
Various other testimonials strengthen the idea that a good strategic orientation of human resources will mostly appear in high performance firms, as contrary to the cases of low performance firms, which tended to apply more conventional methods. (Jackson and Schuler, 1995)
Human esources Management (HM) and the Strategic Management Process (SMP)
Armstrong, M., "A Handbook of Human Resource Management," Kogan Page, 2000, 7th Edition, London
Jackson, S.E., Schuler, R.S., "Managing Human Resources: A partnership perspective," South-Western College, 2000, Cincinnati, OH
Milkovich, G.T., and Boudreau, J.W., "Human Resource Management," Times Mirror Higher Education Group, USA, 1997, p. 2-10
A matrix is developed in order to show the probability of an employee moving from one job to another or leaving the organization altogether. The underlying assumption is that the departure or movement of personnel among various job classifications can be predicted from past movements (Stone, 2009, p.69). Another tool that can be used is that of a trend analysis. A trend analysis is study of the organizations past employment needs over a period of years in order to predict the future. This is based on the theory that the future is an extrapolation from the past. This allows Human esource needs to be estimated by examining the events of the past (H Planning, n.d.).
With a merger it is important for these processes to be done involving all employees at both institutions so that a clear picture can be captured of what internal resources are already available. This allows…
"An Assessment Framework for the Community College." 2004. Viewed 18 March 2010,
"Building Successful Organizations Workforce Planning in HHS." 2001. Viewed 17 March 2010,
"Guidelines for Determining Personnel Staff Needs." n.d. Viewed 18 March 2010,
"HR Planning." n.d. Viewed 18 March 2010,
In a nutshell, the most common training program for plastic surgeons takes up about seven years following medical school and can be done throughout individual studying and medical exams as well as throughout attending medical conventions and symposiums.
Human Resource Guide to the Internet, 1998-2001, Job Analysis: Overview, http://www.hr-guide.com/data/G000.htm, last accessed on February 22, 2007
The official web site of the Institute for Plastic Surgery of the Southern Illinois University School of Medicine, 2004, Resident responsibilities when assigned to the plastic surgery service, http://www.siumed.edu/surgery/plastics/response.htm, last accessed on February 22, 2007
Lance Gray, Judy McGregor, Human Resource Development and Older Workers, 2003, Asia Pacific Journal of Human Resources, Vol. 41, No. 3, http://apj.sagepub.com/cgi/content/abstract/41/3/338,last accessed on February 22, 2007
Susan M. Heathfield, January 2007, Orientation vs. Integration, About: Human Resources, http://humanresources.about.com/od/orientation/a/orientation.htm, last accessed on February 22, 2007
Robert acal, 2007, a Quick Guide to Employee Orientation - Help for Managers &…
Human Resource Guide to the Internet, 1998-2001, Job Analysis: Overview, http://www.hr-guide.com/data/G000.htm , last accessed on February 22, 2007
The official web site of the Institute for Plastic Surgery of the Southern Illinois University School of Medicine, 2004, Resident responsibilities when assigned to the plastic surgery service, http://www.siumed.edu/surgery/plastics/response.htm , last accessed on February 22, 2007
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Susan M. Heathfield, January 2007, Orientation vs. Integration, About: Human Resources, http://humanresources.about.com/od/orientation/a/orientation.htm , last accessed on February 22, 2007
Human Resources as Critical Investments
IN AN ORGANIZATION'S FUTURE
The purpose of this paper is to explore whether or not the human resources (HR) within an organization should be used as critical investments. To support this exploration, the terms "human capital," "human assets" and "intellectual capital" will be discussed, on the merits of each specific term as well as in relation to one another. Finally a conclusion will be drawn that determines if human resources should be viewed as any or all of the above terms, and if HR managers should utilize them as critical investments in an organization's future.
To begin, the overarching term "human resources management (HRM)" must be understood. HRM essentially is an all-encompassing term that refers to how an organization's human resources are used to achieve the organization's overall objectives or strategic directions. HRM includes a continuum of activities that can be compartmentalized into seven categories:…
Boone, Christophe, Arjen van Witteloostuijn. Industry Competition and Firm Human Capital. Small Business Economics. 1996. Vol. 8. Pp. 347-364.
Boudreau, John, Peter Ramstad. Measuring Intellectual Capital: Learning From Financial History. Human Resource Management. Fall, 1997. Vol. 36, No. 3. Pp. 343-356.
Bradley, Keith. Measuring Return on Human Assets in Companies. Feb., 1993. London School of Economics, Business Performance Group.
The first consideration is that employees may be reluctant to reveal their innermost feelings about the company for fear that they will be punished for their responses. For this reason, it is imperative that employees are assured of absolute anonymity. This will also encourage honest answers and be the most likely to result in discovering the root causes of the problem. Employees will be able to respond anonymously by dropping their folded responses into a box by human resources.
Those that feel good about their job may be more eager to respond to a survey than those that are unhappy. A voluntary response would be more likely to result in a biased sample population. It is important that the sample is representative of the entire plant, rather than a small, select group. Therefore, employees will be told that the survey is mandatory. Although, there will be no real way to…
Gibson, S. (2004). Social Learning (Cognitive) Theory and Implications for Human Resource Development. Advances in Developing Human Resources. 6 (2): 193-210.
Manta Company Intelligence.(2008)Cardington Yutaka Technologies, Inc. (CYT). Retrieved May 28, 2008 at http://www.manta.com/comsite5/bin/manta_tt_page.pl?page=uecp_help_sidebar&mf=coms2/dnbcompany_cc305sq
Zimmerman, M. (2007). Intrinsic vs. Extrinsic value. Stanford Encyclopedia of Philosophy. Retrieved May 28, 2008 at http://plato.stanford.edu/entries/value-intrinsic-extrinsic
Frank and Taylor (2004) warn that motivating employees is highly dependent on their specific wants and needs. An accounting firm that mostly hires conservative, serious-minded employees who value efficiency above all else are not likely to be motivated by the offer of a life coach or a concierge. They would probably be much more motivated by a good 401k plan. However, that does not mean that all types of organizations cannot get creative with their benefits.
The key is to creating an effective and creative employee benefit strategy is talk to the employees and find out what they really want. According to Gajewski (2005) it is critically important to modify "the corporate culture to balance employee needs and desires with organizational objectives" (p. 4). Therefore, if companies can change the corporate culture in such as way that satisfies both management and employees, then they would be remiss not to do…
Alsop, R. (2008) The 'Trophy Kids' go to work. The Wall Street Journal. Retrieved from http://online.wsj.com/article/SB122455219391652725.html
Are They Really Ready To Work? Employers Perspective On The Basic Knowledge And Applied Skills Of New Entrant To The 21st Century U.S. Workforce. 2006. Retrieved from http://www.p21.org/documents/FINAL_REPORT_PDF09-29-06.pdf
Avery, D.R., & McKay, P.F. (2006). Target practice: An organizational impression management approach to attracting minority and female job applicants. Personnel Psychology, 59, 157-187.
Birdi, K., Clegg, C.W., Patterson, M.A., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61, 467-501.
In this regard, human resource development will encompass the lucid development of staff in relation to best practices. For instance, performance appraisal mechanism should be integrated instructively.
Incorporation of the presentation in a clinical environment
This presentation has been integral in explaining the importance of the human resources in illuminating to other departments. The section has clarified the need for derived necessity to orient a quality human resource with the intent to foster proper development of a consistent organizational culture. In particular, the presentation has focused on the nature of quality recruitment, training, and follow up training mechanism. Ideally, it should be noted that health practice is a dissatisfactory career that is considered unthankful to a majority of the practitioners. Therefore, it is imperative to develop decisive policies that will seek to respond directly to prevailing challenges collectively.
In a work environment, the desire to develop robust policies…
Human esource Development Initiatives for the Department of Veterans Affairs
As the nation's largest healthcare provider and second-largest federal agency, the Department of Veterans Affairs (VA) is responsible for administering a multi-billion dollar budget in support of the nation's heroic veterans. The VA fulfills its mandate to care for veterans and their families through a nationwide network of medical centers, outpatient facilities, Vet Centers and domiciliaries that provide the entire spectrum of medical, surgical and rehabilitation healthcare services. Given the importance of its mandate and scope of its budget, the VA is well situated to take advantage of a wide range of human resource initiatives that can save money, improve organizational performance and the quality of healthcare provided to the country's veteran population. This study defines five such human resources initiatives and describes how they can be applied to achieve these goals. A summary of the recommendations and their potential…
Anderson, C.H. (1984). Job design: Employee satisfaction and performance in retail stores.
Journal of Small Business Management, 22, 9.
Benevides, A.D. & David, A.A. (2010). Local government wellness programs: A viable option to decrease healthcare costs and improve productivity. Public Personnel Management,
Human esource Management (HM) in today's culture is very prominent and important. The most important resource with any organization is the human component and it is of extreme importance to manage and develop this crucial asset in a way that is in alignment with the strategic outlook of that organization.
The purpose of this reflective essay is to explain and contextualize the major areas of scholarly discussion of Human esources Management. This essay will examine how the following areas impact the organizational performance of an organization by interjecting specific examples of its practices in my own career occupation within the Veterans Administration Call Center. These examples will be used to highlight my own subjective interpretation of the material presented in this course and serve as the criteria to weigh the effectiveness of each area.
The following areas of HM will be included in this discussion:
EEO and Affirmative Action,
Duggan, T. (nd). Develop & Training Human Resources in Organizations. Chron, Viewed 5 Dec 2013. Retrieved from http://smallbusiness.chron.com/developing-training-human - resources-organizations-697.html
Hunt, M. (2012). Use Compensation to Inspire Innovation. SHRM, 26 Dec 2012. Retrieved from http://www.shrm.org/hrdisciplines/compensation/Articles/Pages/UseCompensationtoInsp ireInnovation.aspx
Kinsley, M. (2012). A Harvard Man's Critique of Affirmative Action. Bloomberg, 31 Oct 2012. Retrieved from http://www.bloomberg.com/news/2012-10-31/a-harvard-man-s-critique - of-affirmative-action.html
Ryan, L. (2013). Getting HR Back into the People Business. Bloomberg Businessweek, 13 June 2013. Retrieved from http://www.businessweek.com/articles/2013-06-13/getting-hr - back-into-the-people-business
The tourism activity requires clear quality standards that Hilton must meet. This business sector is more stable from this point-of-view than advertising. In other words, Hilton has an easier job than Interpublic Group in developing and implementing its strategy. Their strategies are based on different strategic objectives.
Interpublic Group must counteract the effects of various changes determined by the business environment. In order to reach this objective, the company must hire employees that are able to identify these effects and to develop strategies that the company can use in increasing its market share. Such situations are not frequent in the business sector of Hilton.
Another difference between the human resources strategy of these companies is represented by the motivational strategies that these companies use. These business sectors require different types of motivational strategy. The activity of Hilton requires employees that are able to follow the rules established by Hilton or…
1. Enhancing the Strategic Value of HR at Hilton Hotels' International Operations (2010). Hilton. Retrieved April 19, 2011.
2. Corporate Citizenship (2008). Interpublic Group. Retrieved April 19, 2011 from http://www.interpublic.com/corporatecitizenship .
3. Swart, J. et al. (2005). Human Resource Development. Retrieved April 19, 2011 from http://books.google.ro/books?id=WTuVmwHbNhYC&printsec=frontcover&dq=human+resources+strategy&hl=ro#v=onepage&q=human%20resources%20strategy&f=false .
4. Bohlander, G. & Snell, S. (2010). Managing Human Resources. Cengage learning. Retrieved April 19, 2011 from http://books.google.ro/books?id=J1MgADAhyr8C&pg=PA91&dq=human+resources+strategy&hl=ro#v=onepage&q=human%20resources%20strategy&f=false .
Human esources, the main issue here is the customization of rewards related to work achievements in small organizations. We will also assess the relation our main question has with previous major topic regarding the intrinsic and extrinsic shift of business needs in times of recession. Some focus will also be given on the proposed methods which can be used to give assists in the customization of rewards as well as some reflection on other related issues. Finally the paper will conclude all the necessary details.
Let's assess some of the main issues regarding rewards management in small organizations. The main question here is that what should be the basis for rewarding any employee. Another important thing to note is the determining of categories which every employee has within a small organization, this is relatively different from the general categories the employees have in a big firm. Another important question here…
Lawler III, Edward. (2003). Creating a Strategic HR Organization. California: Stanford Press.
Budhwar, Pawan. (2001). HR Management in Developing Countries. London: Routledge.
Budhwar, Pawan. (2004). Managing Human Resources in Asia-Pacific. New York: Routledge.
Burke, Ronald. (2005). Reinventing Human Resource Management. London: Routledge.
Ethics, Human esources, Management
Discuss the ethical issues that need to be considered when you (1) design a research project, (2) collect data, and (3) analyze and report data.
When a research project is designed, data is collected, and then the data is analyzed and reported, there are a number of ethical issues that have to be carefully considered. Unfortunately, many researchers who are inexperienced are not clear on how they should address the issues that surround the collection of data (Cohen & Arieli, 2011). That is especially true if the project requires the researcher to collect data from human subjects, as there are additional points that have to be raised and more care that has to be taken (Gorard, 2013; Kara, 2012). The design of the research project should take that into account, and should work with that information from the beginning so that there are no surprises in…
Conaty, B. & Charan, R. (2011). The talent masters: Why smart leaders put people before numbers. NY: Crown Publishing Group.
DeGraff, J.E. (2010). The changing environment of professional HR associations." Cornell HR Review.
Handy, C. (2006). Understanding organizations (4th ed.). London: Penguin Books.
Holton II, E.F., & Trott, Jr., J.W., (1996). Trends toward a closer integration of vocational education and human resources development. Journal of Vocational and Technical Education, 12(2): 7.
Training and development is crucial to the growth and success of any organization. This paper analyses how training and development can be used as an effective tool to strengthen those skills that an employee needs to improve upon and better perform on the job. Although there is clear evidence that training is positively associated with better job performance, the relationship between performance and training is complex. Several key paradoxes of organizational and employee freedoms and needs are revealed and an evaluation of the specific training and development recommendations is performed.
One of a company's most valuable assets is its employees. The value of human capital cannot be underestimated nor should it. Employees are the backbone of an organization. Ill-equipped and poorly trained employees can lead to organizational failure. Training and development is one of the several ways that organizations help ensure their workers have the requisite skills for today and…
Abdul, H. & Aamer, W. (2011). Employee Development and Its Affect on Employee Performance A Conceptual Framework. International Journal of Business and Social Science Vol. 2 No. 13 [Special Issue - July 2011] 224.
Davis, D. & Daley, B.J. (2008). The learning organization and its dimensions as key factors in firms ? performance." Human Resource Development International, Vol. 11 No. 1, pp. 51-66.
Groen, J.A. (2006). Occupation-specific human capital and local labor markets. Oxford Economic Papers, 58: 722-741.
Kaufman, B., & Hotchkiss, J. (2006).Economics of Labor Markets (7th ed.). Mason, OH: Thomson South-Western.
HRM -- HR -- Impacts on Organizations
hat are the best strategies for Human Relations Management (HRM) and Human Relations professionals (HRPs) to improve the performance of their employees? There are several important strategies that relate to that question, and they are reviewed in this paper.
The impact of Human Resource Management (HRM) on organizations is the subject of a peer-reviewed article in the International Journal of Human Resource Management (Dyer, et al., 1995). Dyer poses the questions at the outset as to whether several human resource strategies -- called "internally consistent bundles of human resource practices" -- actually make a contribution to organizational effectiveness. "Maybe" they do, Dyer responds to his own question. The background he alludes to shows that: a) in terms of labor productivity, bundles do show more effectiveness than single HR components; b) not all bundles are equally helpful, but some "configuration" of bundles do lower…
Bernadin, H.J., and Russell, J.E.A. (1998). Strategies for improving competitiveness: Quality,
Productivity, and Quality of Work Life. In Human Resource Management: An Experiential
Approach (2nd ed., pp. 334-365). Boston: Irwin McGraw Hill.
Caldwell, Cam, Truong, Do X, Linh, Pham T., and Tuan, Anh. (2010). Strategic Human
Training and Development Strategy
There are a number of different facets of training that are detailed in the first two chapters of Blanchard and Thacker's tome Effective Training that are of interest to Human esource generalists who have limited experience in T&D. Nonetheless, not all of these topics are as important as some of them are, which is why if I were to lecture a group of such generalists I would tend to focus on four topics that have broad areas of applicability across training. The four areas I would focus on include Trends in Training, the training process model, aligning training with strategic planning, and understanding how Human esources, Human esource Development, and Organizational Development interrelate to implement tactics for training to achieve organizational strategic objectives.
In many ways, the vast majority of the trends in training have been influenced by the prominence of technological advances in the workplace…
Resources Development (HRD).
In terms of implementing organizational strategy from a training perspective, there is a critical confluence between the input of HR, HRD, and Organizational Development (OD). OD is largely made up of mangers and even upper level management, and contributes directly to the strategic measures required of organizations for training. HR not only contributes to the strategic definitions and objectives related to training, but also plays a critical role in the fostering of specific tactics to achieve those objectives. HRD is a component of HR and is largely influenced by the sort of strategy that a company adopts. In some instances it can be centralized while in others it is decentralized. Regardless, there is a close correlation between the efforts of OD and HRD for the implementation of training. In this relationship, OD professionals are more concerned with performance management whereas the developmental focus of HRD is more concerned with improving the general training capabilities of an organization and its employees (Blanchard, p. 49). As such, there is an innate tension between these two groups who have distinct methods of attempting to achieve the same goal -- to ensure that there are sufficient training tactics to achieve overall organizational strategic objectives. OD tends to concentrate more on the sort of strategic planning efforts that HRD can implement with a training approach that improves the ability of an organization's employees. In some ways, HR professionals who are not part of OD can help to mitigate some of that tension by being both concerned with the strategic planning process and the actual training which is based upon it. Thus, it is vital for these three units to work together and not disparately to effect organizational wide strategy at the training level.
'" (p. 262)
This characterization helps to clarify what Stewart sees as the reciprocal relationship between security and all aspects of civil solidity. In today's parlance on the subject, security is frequently assumed to relate directly to military and defense matters. And certainly, this is military domain is a dominant function of 'security' as an objective. But Stewart also speaks of security as an objective of development on the whole, extending its definition to imply the presence of infrastructural soundness; the establishment of a government, peacekeeping and law-enforcing presence that is stable and fair; the creation of an economy that is dynamic and efficient; the provision on suitable public programs in education, employment, etc.; and the general pursuit of a higher threshold for living and resource distribution.
This is a valuable point to stress, as Stewart's article captures well the need to better define the goals and expectations of developmental…
Stewart, F. (2004). Development and Security. Conflict, Security & Development, 4(3), 261-288.
Smart Goal for CES Training and Sarwar Article Feedback
Smart Goal For CES Training And
SMAT goals are clear and concise and therefore more likely to be understood.
(Moskowitz, 2008, p. 44).
SMAT Goal for CES Training
The training proposal for the three stores in the Palm Beach, Florida area under franchise from Caribbean Express Shipping (CES), a faux company, will include a number of SMAT goals. A SMAT goal, according to Moskowitz (2008), instructor at University of California San Diego Extension who teaches training and development in the business and management program, also founder of Training Q. And A Consulting, in the book, A practical guide to training and development: Assess, design, deliver, and evaluate, proves to be:
ole-elated, and Time-Bound.
In regard to being specific in the proposed training for CES, the instructional designers plan to train all employees currently packaging items and handling packages.…
Moskowitz, M. (2008). A practical guide to training and development: Assess, design, deliver, and evaluate. San Francisco, CA: John Wiley and Sons.
Sarwar, S., Azhar, M.S., & Akhtar, N. (2011). Impact of training patterns upon the social relations of employees (A meta analysis). Journal of Management Research, Vol. 3, No. 2: E4
Domestic and International Human Resources
Adler (1990) emphasizes the importance of the international experience in the business world. The developing technologies between the time of Adler's presentation and 2004 has made this all the more prominent. When distinguishing between domestic and international human resources then, it is important to note that the one seldom goes before the other, while the domestic human resources paradigm has developed over a far longer time than international human resources. Adler (1990) explains that there has been an evolution in the business world from domestic human resources to international or global human resources. This has to be taken into account when business is conducted both on the local and international level.
When a company is domestically orientated, the product or service remains focused on the domestic market. Thus, research and development, as well as marketing occur on the domestic level. With a centralized…
Adler, Nancy J. (1990). "Globalization and Human Resource Management: Strategic International Human Resource Development" Faculty of Management Mcgill University, April 20. http://www.cic.sfu.ca/forum/adler.html
Baumann, M.A. (2003). "Training, rewards help convince workers to stay." Hotel & Motel Management, December 8. Internet Database: Findarticles.com
Bentley, Ross. (2002). "Barriers to flexible working." Computer Weekly, May 30. Internet Database: Findarticles.com.
Berta, Dina (2003). "Human resources: offering more to obtain, retain the best workers: Emphasis on leadership development, team building and diversity" Nation's Restaurant News, August 18. Internet Database: Findarticles.com
Human esource Management in International Business
Impact of Cultural Differences, Socioeconomic or Political Factors on international HM
Challenges to HM posed by growth in International Business
By looking at the changing trends of the world of commerce in recent times, one can significantly notice the fact that this business community is becoming more and more competitive. This clearly signifies the truth that the elevating competition within the community has given rise to international business where enterprises regardless of their size are expanding their operations within the global market. As an outcome of it, an efficient and effective work environment has become the fundamental necessity that can facilitate the organizations in maintaining strong holds in the market place as well as generate profits (Daly, 2011).
Considering the challenge of maintaining an effectual organizational culture, businesses need the asset of human resources, hence, they are considered as the foundation stone for any…
Briscoe, D., Schuler, R., & Tarique, I. (2012). International Human Resource Management, 4E. 4th Edition. USA: CRC Press.
Briscoe, D.R., & Schuler, R.S. (2004). International Human Resource Management: Policies and Practices for the Global Enterprise. 2nd Edition. USA: Routledge.
Cooke, W.N. (2003). Multinational Companies and Global Human Resource Strategies. USA: Greenwood Publishing Group.
Daly, J.L. (2011). Human Resource Management in the Public Sector: Policies and Practices. USA: M.E. Sharpe.
The U.S. Supreme Court has given employers "little choice" in the matter, Boyd explains. If a company "can prove" they took "reasonable care" in order to prevent or to correct inappropriate behavior, under the law they have (in many cases) "safe harbor" from punitive damages (Boyd, p. 332). The author states that sexual harassment training "…has evolved to become an ornate administrative display which has the appearance of concern…" but which in fact is "expedient in that it mitigates employer liabilities in any future court cases" (p. 332).
Charles a. Pierce, Professor of Management at the University of Memphis, offers another approach for HR managers in his article published by Human Resources Management. He asserts that "nearly 10 million workplace romances develop annually" in the U.S. And "about 40% of employees" have had a workplace romance (Pierce, et al., 2009, p. 448). The reasonable and logical point of Pierce's article…
Appelbaum, Steven H., Marinescu, Ana, Klenin, Julia, and Bytautas, Justin. (2007). Fatal
Attractions: The (Mis) Management of Workplace Romance. International Journal of Business Research, VII (4), 31-43.
Boyd, C. (2010). The Debate Over the Prohibition of Romance in the Workplace. Journal of Business Ethics, 97(2), 325-338.
Mathis, Robert L., and Jackson, John H. (2007). Human Resource Management. Florence, KY:
Analyze the appropriateness of HM technologies and best practices to recommend applications and strategies for your selected organization, in order to improve organizational effectiveness, workforce productivity, and systems integration
HM technologies are essential towards reduction of the cost of operations as well as an increment in the level of consumer satisfaction hence effective management of the resources and available opportunities. Wal-Mart should focus on the quality and efficient automation of the processes and departments for the purposes of eliminating errors and overhead costs. This is essential through management of the HM technologies such as CM, FID, and EP with the aim of achieving maximum profit levels and revenues at the end of the fiscal year.
Ho, C. (2007). Measuring system performance of an EP-based supply chain. International Journal of Production esearch, 45(6), 1255-1277. doi:
Karimi, J., Somers, T.M., & Bhattacherjee, A. (2007). The ole of Information Systems
Ho, C. (2007). Measuring system performance of an ERP-based supply chain. International Journal of Production Research, 45(6), 1255-1277. doi:
Karimi, J., Somers, T.M., & Bhattacherjee, A. (2007). The Role of Information Systems
Resources in ERP Capability Building and Business Process Outcomes. Journal Of
Human esources & Change: The Internal evenue Service
Tax season is upon Americans. Every working American knows that when dealing with tax issues, which at some point, every working American does, interactions with the Internal evenue Service are inevitable and often profoundly displeasing. Citizens make feel powerless against the institution of the IS because it is a part of the federal government. Citizens may feel they have to put up with the treatment and negligence of the IS and that organization will not be held accountable. It is untrue. In 1998, a piece of legislation was passed as response to charges brought upon the IS by a Senate Finance Committee. Therefore, the paper finds the IS an organization ripe for change in regards to Human esources. The paper will propose a change in the IS and hypothesize the implications as well as the implementation of such a change.…
Henning, B. (1999) Reforming the IRS: The Effectiveness of the Internal Revenue Service Restructuring and Reform Act of 1998. Marquette Law Review, 82(405), 405 -- 427.
Thompson, J.R. (2006) The Federal Civil Service: The Demise of an Institution. Public Administration Review, 66(4), 496 -- 503.
Human esource Issues in Health Field
The field of health human resources in the health field deals with issues such as planning, performance, management, development, information, retention, and research on human resources in the health sector Successful realization the mission and goals in this field is determined by the dedication and skills that the specialists possess. This study identifies various issues that often arise and bedevils this field. Current trends relating to technological advancements affecting the success and performance of employees in this field are also identified (Fried, & Johnson, 2002). Therefore, in order to improve service delivery in the health sector and consequently promote a healthy society, it is critical to identify and analyze the various challenges facing human resources in the health sector. This will provide a basis for developing various interventions aimed at dealing with the identified challenges and consequently improving the quality of service delivery in…
American Society for Healthcare Human Resources Administration. (2012). American Society for Healthcare Human Resources Administration ... membership directory. Gainesville FL: Naylor.
Fried, B., & Fottler, M.D. (2011). Fundamentals of human resources in healthcare. Chicago: Health Administration Press.
Fried, B., & Johnson, J.A. (2002). Human resources in healthcare: Managing for success. Washington, DC: AUPHA Press.
Kabene, S.M. (2011). Human resources in healthcare, health informatics and healthcare systems. Hershey, PA: Medical Information Science Reference.
Human esource Management • evaluate selection practices procedures organisations comparing ' practice' • compare structured process recruitment organisations evaluate methods media •
Human esources Management
Selection processes and practices are vast theoretical concepts, which can be implemented using a wide series of theoretical models. While the availability of scholarly resources cannot be denied, the practical implementation of selection processes and practices within firms is often undisclosed to the public. It is subjected to internal regulations and not communicated to the public. At the Prairie View A&M University for instance (a member of the Texas A&M university system), selection is simply stated to be conducted "by an ad hoc committee made up of faculty within the department of Agriculture, Nutrition and Human Ecology" (Website of Prairie View A&M University). As a comparison to the best practices, a statement can be made in the meaning that the selection process would have to…
Armstrong, M., Baron, A., 2002, Strategic HRM: the key to improved business performance, CIPD Publishing
2003, Recruitment and retention key to Wal-Mart's future, Retail Merchandiser, http://www.allbusiness.com/retail-trade/4301304-1.html last accessed on December 15, 2010
2005, Google's approach to employee selection, The Rain Maker Group, http://www.therainmakergroupinc.com/add.asp?ID=85 last accessed on December 15, 2010
2010, The role of front line managers in HR, CIPD, http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm last accessed on December 15, 2010
Human esource Management
Although there have been many recent developments in the area of human resources and their management, the concept of managing people in the workplace is not a new one. In fact, according to Ogunyomi, Shadare, and Chidi (2011, p.19-20), the concept has evolved over more than a century, starting with the concept of scientific management created and promoted by Frederick Winslow Taylor at the turn of the 20th century during the height of the Industrial evolution. Since the world of business was dynamic, even from the start of large-scale business and organization, the concept of human resource management has also evolved over time to respond to the dynamic business world.
Today, human resource management is an integral part of any company's business strategy. It ensures not only effective recruitment and retention, but also the effective functioning of the company in general, and its adaptability to a dynamic…
Chan, A. (2004, Dec. 28). The Challenges of Human Resource Management. Retrieved from: http://www.webpronews.com/the-challenges-of-human-resource-management-2004-12
The Daily Recruiter (2011, Jan. 3). Emerging Trends of Talent Management and Challenges of HRM. Retrieved from: http://www.thedailyrecruiter.com/the-daily-recruiter-blog/emerging-trends-f-talent-management-nd-challenges-f-hrm.html
Du Plessis, A.J., Beaver, B., and Nel, P.S. (2006, Spring). Closing the Gap Between Current Capabilities and future Requirements in Human Resource Management in New Zealand: Some Empirical Evidence. Journal of Global Business and Technology. Vol. 2, No. 1. Retrieved from: http://www.gbata.com/docs/jgbat/v2n1/v2n1p4.pdf
Garg, A., Sharma, A. And Pandey, M.R. (2010, July-Dec.). Emerging Trends of Human Resource Management (With Special Focus on Information Technology Industry). Lachoo Management Journal, Vol. 1. Retrieved from: http://www.lachoomemorial.org/lmj/vol1/lmj8.pdf
Human esource Management Practice
Certain combinations of human resource management practices lead to superior outcomes for organizations. The H combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and H combinations managers aim to generate strategic capacity by ensuring that an organization acquires a skilled, committed and motivated workforce. Integration of H combinations issues, organization performance and H management systems in organizational strategic processes serve as a solution to business problems. The need to create and manage capabilities and skills and align such capabilities to organizational performance and future needs drives Human esource Management. As such, the H department plays a greater role in planning and implementing a…
Alipour, M., Salehi, M., & Shahnavaz, A. (2009). A study on-the-job training effectiveness: Empirical evidence of Iran. International Journal of Business and Management, 4 (11), 63-68.
Boxall, P., & Macky, K. (2009). Research and theory on high performance work systems: Progressing the high involvement stream. Human Resource Management Journal, 19, 3-23.
Harris, C.M., McMahan, C.G., & Wright, P.M. (2012). Talent and time together: the impact of human capital and overlapping tenure on unit performance. Personal Review, 41(4), 408-427.
Martin-Alcazar, F., Romero-Fernandez, P.M., & Gardey, G.S. (2005). Strategic human resource management: Integrating the universalistic, contingent, configutational and contextual perspectives. International Journal of Human Resource Management, 15 (5), 633-659
Thus in reply, many of the unions adopted a further appeasing approach, by reducing the number of strikes and tried to negotiate contracts providing job securities for its members. While the unions have been doing well in organizing government employees, they have been less successful in recruiting office workers due to the unlimited development of services sector. y 1996 the number of strikes in the U.S.A. had reached its lowest level in the past 50 years. In 1960 one third of the American workers belonged to a union but by 2003 the proportion had dropped to less than 13%. Unions need a vision for the new global economy. Union leaders seem genuinely to believe that their glory days will return if only they can defeat President ush, or oust Tom DeLay as House Majority Leader. ut their real obstacle is the reality of the modern global economy. Until they offer…
Ramaswamy, E.A., and F.B. Schiphorst. "Human Resource Management, Trade Unions and Empowerment: Two Cases from India. The International Journal of Human Resource Management. (2000) 664-680.
Human Resources. Inc. (2003) 72
Storey, John. Developments in the Management of Human Resources an Analytical Review. Warwick studies in industrial relations. Oxford, UK: Blackwell, 1992.
Black, John, and Darren McCabe. In Bed with Management Trade Union Involvement in an Age of HRM. [Telford]: Wolver Hampton Business School, Management Research Centre, 1997.
Over the last several years, the issue of employee compensation has been increasingly brought to the forefront. This is because globalization is requiring firms to have employees with specialized skills. In the case of the mid-level manager position, the ideal candidate must be able to meet the basic qualifications to include: a good communicator / listener, leadership, someone who can work well with others, a minimum of a four-year Bachelor's degree, at least three years business experiences, the ability to utilize technology, a quick learner and a person with a willingness to continually adjust.
At the same time, they must be flexible enough to deal with a host of challenges. To fully understand how this is occurring we will focus on: the job description, developing a recruiting plan, the selection strategy, job performance evaluation, compensation and possible training / development issues that need to be addressed. Once this…
Average Mid Level Manager's Salary. (2012). Simply Hired. Retrieved from: http://www.simplyhired.com/a/salary/search/q-mid+level+manager
Employee Compensation and Benefits. (2011). Management Help. Retrieved from: http://managementhelp.org/payandbenefits/index.htm
Understand the Reality of Your Job. (2012). Mind Tools. Retrieved from: http://www.mindtools.com/stress/WorkOverload/JobAnalysis.htm
Volunteer Recruitment. (2011). FAVRM. Retrieved from: http://www.favrm.org/documents/SHINERecruitmentGuidewith_toolkit.pdf
Human esources Contribution to Competitive Advantage
The human resources department has many opportunities to provide an organization with a competitive advantage. Firms recognizing that human resources can perform beyond simply administering benefits and filing employment documents, but can also play an integral role in shaping corporate culture into a highly productive machine, will experience significant bottom line gains. From quality recruitment, increased employee retention, and diversity, to heightened customer satisfaction and effective job training programs, the human resources department serves as the pulse of leading corporations.
Since the United States has shifted away from manufacturing and is now primarily service-driven, the collective brainpower of an organization is one of the most crucial assets. The human resources department is responsible for recruiting talented individuals who can offer the most value to the organization. Attracting educated, experienced staff members can provide an organization with the knowledge base needed to achieve…
Gaining competitive advantage through human resource management. (2005, March 1). Center for Digital Strategies at the Tuck School of Business. Retrieved from www.tuck.dartmouth.edu/cds-uploads/publications/pdf/Round_Overview_GainCompAdv.pdf
Jayne, R.L. (2006, August 14). Knowledge worker: Human resource strategy to achieve a competitive advantage. (Doctoral dissertation, St. Ambrose University). Retrieved from www.midwestacademy.org/Proceedings/2006/papers/paper9.pdf
Ulrich, D. & Brockbank, W. (2005, June 20). HR's new mandate: Be a strategic player. Harvard Business School. Working Knowledge for Business Leader. Retrieved from http://hbswk.hbs.edu/archive/4861.html
Brush on this score.
2. Managing Health Costs of an Aging Workforce
a. Again, this is a selfish concern on the part of the employees. Their health is at stake, and they want their health care expenses to be covered. They have made a long-time commitment to the company, and they expect that investment to be returned.
3. New Machines and Development of Qualified Workers
a. The current employees want to be the ones who are developed and trained for these new production systems. They would want to prioritize this over hiring new workers, who could possibly be brought in to replace long-time workers, which is why they would want this next item to be last.
4. Recruiting and Training New hourly Employees
a. Even though employees have a vested interest in the bottom line of the company and want it to meet all of its business objectives, they also…
Human resource managers must help their companies become more sensitive to the issues of sexism, religion, sexual orientation, marital and family status, age, and other life experiences.
The economic position of most companies has shifted drastically in the past decade. One of the strongest forces influencing the way we do business is the phenomenon of globalization, a process in which companies in countries around the world are increasingly linked. A difficult challenge for humane resource managers is developing a system that works in their home countries as well as abroad, where circumstances of life and expectations of employees are often vastly different. The human resources manager must understand thoroughly not only the culture of employment at home but also the intricate rules and culture in all of the other places in which they have employees.
The technological world moves fast, and human resources managers must keep up. The simple fact…
Human Resource Management
Problems with the Form
First of all, the Employee Evaluation Form offers no explanation for what "Low," "Average," and "High" really mean in terms of performance. There should be a thorough explanation as to what those categories reflect. Moreover, the area for comments is very limited, just enough for a few scribbled notes. That's wholly inadequate for a good review of an employee's progress and work ethic.
Secondly, there should be explanations under each category. In the category "Decision Making," for example, what kinds of decisions are expected of a rank and file employee? If the employee is only being evaluated once a year, but his or her supervisor (with no other input), how will that supervisor know what kinds of decisions (quality or otherwise) the employee has made? All in all it seems like a very cursory and vague kind of evaluation.
Question TO: Suggested Changes…
ABC Power. 2012. Performance Appraisal at ABC Power / Employee Evaluation Form.
Family assistance programs provide assistance for employees and families in need. These have the benefit of strengthening employee commitment and loyalty to the workplace by boosting employee morale. The work-to-family program, for example, helps employee scope with caring for children or aging parents by providing assistance as part of insurance benefits. There is also a family assistance program to address partner violence, which has a severe effect on employee productivity and well-being. A further assistance program is offered to families of military personnel deployed to combat environments. Such programs provide both financial and moral support to families who must cope with such separation in the long-term.
It is vital for employers to provide employees with these kinds of assistance, since they cultivate both loyalty and well-being among employees. Both these factors tend to increase the ability of employees to deliver good service.
Department of Health and Human Services…
Department of Health and Human Services (2012). Summary of the HIPAA Privacy Rule. Retrieved from: http://www.hhs.gov/ocr/privacy/hipaa/understanding/summary/index.html
Frugal Trader (2011). Defined Benefit Pension vs. Defined Contribution Pension. Million Dollar Journey. Retrieved from: www.milliondollarjourney.com/defined-benefit-pension-vs.-defined-contribution-pension.htm
Hall, D. (2011, Jun 14). Employee and Family Assistance Program. Retrieved from: www.livestrong.com/article/300731-employee-family-assistance-program/
Jennifer, K. (2012). Government Regulations on Discretionary Benefits in the United States. Retrieved from: http://www.ehow.com/list_7385963_government-discretionary-benefits-united-states.html
With the advancement in ICT, management of organizations has undergone changes in the period of the 21st century otherwise known as the digital era. The organization's function of Human esource (H) has also changed so fast resulting in a changing environment of social and organizational terms, while information technologies have rapidly evolved. H has grown to be an essential component in firm sustainability. This has resulted in the formation of new practices and processes in H. Some of the new practices include an E-selection, E-performance, E-recruitment, and E-learning. This study identifies how General Motors can utilize H Portals as new HIS technology to foster employee management. With H portals, the use of Employee Self-service and Manager Self-service will be essential to the company's processes of recruitment, employee performance and other human resource management activities within General Motors (Schwalbe, 2010).
E-ecruiting and E-Selection
With the advancement in technology in…
Harper, R. (2008). Inside the IMF: An ethnography of documents, technology and organizational action. San Diego, CA: Academic Press.
Pynes, J., & Lombardi, N. (2011). Human resources management for health care organizations: A strategic approach. San Francisco: Jossey-Bass.
Schwalbe, K. (2010). Information Technology Project Management. Boston, MA: Course Technology/Cengage Learning.
Storey, J. (2007). Human resource management: A critical text. London: Thomson.
Creating and Driving Value
Now that we have determined which group of employees can have the greatest impact on patient outcomes, and thus represent key drivers of value within the organization, our next task is to decide what they can do to achieve their goals. In order to answer these questions, we must develop an understanding of what determines patient outcomes, and the overall impressions of the hospital. We must ask which elements of the patient's experience are likely to result in a return to the facility for future treatments and procedures, or which ones are likely to make them recommend the facility to others. These questions are at the heart of driving value for the organization.
There are several methods that could be used to determine the answers to these questions. One way would be to conduct a patient survey. Another way would be to examine records of complaints…
Al-Hussami, M. (2008). A Study of Nurses' Job Satisfaction: The Relationship to Organizational
Commitment, Perceived Organizational Support, Transactional Leadership,
Transformational Leadership and Level of Education. European Journal of Scientific
Research. 22 (2): 286-295. Retrieved January 31, 2010 from http://www.eurojournals.com/ejsr_22_2_14.pdf
The company therefore needs to do what it can to help employees through the restructuring process. Furthermore, organizational restructuring includes identifying shortcomings in HR, and fill these with appropriate recruits from either outside or within the company. Finding appropriate candidates within the company itself may help existing employees to manage their change-related stress better.
Downsizing on the middle management level means that fewer supervisors are available, and that more employees are assigned to a single middle manager. The work load is heavier, and the supervisor may find it difficult to monitor employees as carefully as the case was in the past.
If organizational training and development strategies are properly targeted towards identified shortcomings in the knowledge of employees, this can mean a much more effective HR base for the company. Concomitantly, it can also mean greater profitability for the company. It is however important to conduct thorough research to ensure…
Human esource Management
Two Motivation Strategies
Motivating Minimum Wage Service Workers
The Importance of the Individual
Individual Work to Teamwork
Employers will usually want to maximize the productivity of their employees. Different employers may use different strategies to support and improve productivity. It has been demonstrated by a number of theorists, such as Mayo, Maslow, and Herzberg, that one of the most effective ways of improving employee performance is through the use of motivational strategies (Tohidi, 2011). The aim of this paper is to look at the development of a motivational plan, identify two potential motivational strategies and consider the way that a minimum wage worker may be motivated.
A good motivational plan may allow the employer to motivate employees by supporting high levels of jib satisfaction, which will support positive behavioral traits, including low turnover, high produced and high quality work. For employees…
Cook, Sarah, (2008), The Essential Guide to Employee Engagement: Better Business Performance Through Staff Satisfaction, Kogan Page Publishers
Danish, Rizwan Qaiser; Usman, Ali, (2010), Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan, International Journal of Business & Management, 5(2), 159-167
Mone, E. M; London, M. (2010), Employee engagement through effective performance management: A practical guide for managers, New York, Routledge.
Tohidi, H, (2011), Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology, Procedia Computer Science, 3, 1137-1146
ecruitment strategy and plan
This document is about laying down a strategy of recruiting employees in sincere college. Employees move, quit or transfer thus creating a need to open job application for interested candidates. It helps to determine what the job entails, tasks and skills of the employees. It covers an outline of the recruitment plan, job description, methods of recruitment, interview procedures and hiring. The strategy aims at attracting qualified applicants ready to take the job.
The goal is to attract higher standard candidate with skills promoting the name of the Sincere College. This can be achieved where the faculty of the Davis School of Business should suggest names of people who "know people" in the field who should be called upon to nominate individuals. The other way is posting advertisement in newspapers, journals read by people in this discipline and posting advertisement…
Edenborough, R. (2007). Assessment methods in recruitment, selection & performance: A
manager's guide to psychometric testing, interviews and assessment centres. London:
Human esource Management's ole Health Care Industry
HUMAN ESOUCE Management
Human resources represent the most important cost in many organizations. How effectively a company uses its human resources can have a dramatic effect on its ability to compete or survive in an increasingly competitive environment. H policies can affect an organization's competitive position by controlling costs, improving quality, and creating distinctive capabilities. This paper will discuss the functions and roles of human resource management in today's healthcare industry.
Human resource management's role health care industry
In today's healthcare Human esource managers have several different roles. Some of these roles can be difficult. The healthcare industry has made significant changes in the last 10 years and human resource managers have to see the new challenges and come up with ways in dealing with them. Some of these challenges include: job satisfaction, patient care, and cultural conflict (Clark, 2011).
The human resource…
Clark, B. (2011). Human Resources Management Roles. Retrieved from http://www.nakedmedicine.com/human-resources-management-roles
Gomez-Mejia, L., Balkin, D., & Cardy, R. (2010). Managing human resources. (6th ed.). Upper Saddle River, NJ: Prentice Hall. Retrieved June 6, 2011 from Axia reading materials
Hauff, H.M. (2007). Where has all the staff gone? Strategies to recruit and retain quality staff. Progress in Transplantation, 17(2), 89-93. http://search.proquest.com/docview/228060742?accountid=35812