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Human esource Management: Ethics and Employment (Pinnington, Macklin & Campbell, 2007) covers those ethical issues that often come up in regards to employer-employee relationships, such as the rights and duties owed between employer and employee. The book is broken down into three parts. The first part is Situating Human esource Management. The contributors in this part talk about the potential for conflict in the end relationships between employees and employers. One side of the argument says that focus should be on good moral treatment of employees and, on the other side, the achievement of demanding political and economic goals is top priority. In the second part, Analyzing Human esource Management, the contributors consider how the implementation of HM in organizations may augment the moral awareness, behaviors, and outcomes of employers and employees. In the third part, Progressing Human esource Management, the authors focus more on the opportunities for promoting collective…
References
Guide to Quality Control for Small- and Medium-Sized Practices. (2009). Retrieved from http://www.ifac.org/sites/default/files/publications/files/guide-to-quality-control -
fo.pdf
Lawler, E. (2003). Talent: Making People Your Competitive Advantage. Retrieved from http://www.edwardlawler.com/talent.html
Memon, M.A., Mangi, R.A. & Rohra, C.L. (2009). Human Capital a Source of Competitive
Human Resource Management
"America's possibilities are limitless, for we possess all the qualities that this world without boundaries demands: youth and drive; diversity and openness; an endless capacity for risk and a gift for reinvention. My fellow Americans, we are made for this moment, and we will seize it -- so long as we seize it together…"
(President Barack Obama, Inaugural Address, 1/21/2013).
The job of a human relations manager in the 21st century goes well beyond hiring and training staff. An important part of an HR manager's duties includes working towards the creation of a diversified employee workforce. This paper echoes part of what President Obama asserted: to achieve success the U.S. will depend on "diversity and openness." The diversity of America's workplace in part depends on the role of women, and this paper delves into that issue and references the available literature. In fact an article in USA…
Works Cited
Gaynor, Tia Sheree. Diversity Management.
Obama, Barack. (2013). Made For This Moment / Inaugural Speech. The White House.
Retrieved January 22, 2013, from http://www.whitehouse.gov .
Petrecca, Laura. (2011). Number of female "Fortune" 500 CEOS at record high. USA Today.
In the hierarchical configuration it also augmented the working hours but decreased the pay in poor working conditions, increased the social distance between employee and employers and increased bureaucratization of all factors, resulting in an increase in monotony. Because of these factors personnel management began to get a lot of attention. The function of HM has become even more important since 1980. There has been an absolute transfer from post war socialism towards individuality along with changes in the arrangement of the financial system. A number of people believed that HM had developed in order to resolve union problems as there was a new command to look out for employees within a company as it performed its special functions (Evolution of Human esource Management, 2009).
The beginning of New Public Management within the public services area of a lot of countries has led to changes in epistemology along with new…
References
Bissessar, Ann Marie. (2001). Differential Approaches to Human Resource Management
Reform: in the public services of Jamaica and Trinidad and Tobago. Retrieved September 30, 2010, from Entrepreneur Web site:
http://www.entrepreneur.com/tradejournals/article/82535727.html
Evolution of Human Resource Management. (2009). Retrieved September 30, 2010, from Articles Base Web site: http://www.articlesbase.com/training-articles/evolution-of-human-resource-management-1294285.html
Human esource Management
Workers, Jobs & Job Analysis
Case: OWE and Flexible Work and Success at Best Buy
Explain how a OWE-type program would fit in organizations where you have worked. Explain why it would work or would not work.
Current employee U.S. Army OWE-type program would not work in the Army because of the following:
*Deployments require you be at work 24/7 because there is no place to go in Afghanistan or Iraq.
* When I am not deployed, the Army has a training calendar and the time you have is use to prepare for future deployments
* The Army likes micromanagers, control you 24/7 even you are off you are not off.
*The Army does try to give you time off because many locations have "Family time" and at least one three or four day weekend a month.
Chapter #5: Human esource Planning and etention
Case: ACCENTUE --…
Resources
Case: 21st Century On boarding
Question #2: The case introduces three companies of very different sizes. What differences do you see in their approaches? What similarities?
*The approaches of the companies particularly in that the Sun Microsystems orientation program consists of majorly paper work. This is with some employees waiting up to 2 weeks to access e-mail for appointments. El Paso Corporation employs a differing on boarding procedure with new recruit's orientation happening on the first week. This is with the accessibility e-mail having links to everything involved with the daily operations of the company. Zimmerman Advertising orientation enables its recruits in the understanding of the company hence accessibility of the hiring website. This is available to applicants to assist in knowing the company's clients philosophy and the leadership (Kleynhans, 2006).
*The companies are similar since they both apply the use of the internet and the modern on boarding systems to enable their employees understand everything about the companies. This aids their integration into the daily operations.
Human esource Management
Job analysis
Job Design and considerations
Job design is the arrangement of work in organizations. The arrangement assist employees as well as the organization meet objectives. An effective job design satisfies employees in organizations since it prevents dissatisfaction arising from repetitive work. It also assists organizations by preventing employees from alienation.
Additionally, job designs improve on the productivity of an organization. Job designs, however, need to consider the following aspects in order to meet organizations goals: job enrichment, job enlargement, job rotation, as well as job simplification. Job enrichment is a way in which organizations motivate their employees by giving them diverse varieties in their job as well as additional responsibilities.
Job enlargement refers to increasing the scope of employees work by extending their responsibilities, and job duties at the same level of employment. Job rotation, on the other hand, is a management technique for training employees,…
References
Gatewood, R.D., Feild, H.S., & Barrick, M.R. (2010). Human resource selection. Cengage Learning.
Oldham, G.R., & Hackman, J.R. (2010). Not what it was and not what it will be: The future of job design research. Journal of organizational behavior, 31(2-3), 463-479.
Lussier, R.N., & Hendon, J.R. (2012). Human Resource Management: Functions,
Applications, Skill Development. SAGE Publications.
Human Resource Management
Description of the overall operations and role of the HR department
The HR manager interviewed gave the following points as having the most priority in his department and the functions performed (Campbell Clark, S (2001))
Recruitment and selection
How to follow best practice in drawing up the relevant documentation from advertising a vacancy and formulating a job description through to interviewing and making a sound
Decision in appointing the correct candidate.
Engagement procedure
Providing contracts of employment, written particulars and a staff handbook to meet all legal requirements and give employees all the information they need.
Record keeping
The collection of information in manual or computerized form to enable the company to plan and monitor.
Performance management range of activities to develop and reward good performance and manage poor performance and disciplinary issues.
Dealing with absence
Monitoring and controlling short- and long-term absence to ensure good attendance.…
Works Cited
Campbell Clark, S (2001), Work Cultures and Work / Family Balance, Journal of Vocational Behavior, vol 58, p.348-365.
Campbell, I and Charlesworth, S (2003), 'Family friendly benefits in Australia: Are they Adequate?'in M. Baird and J. Burgess (eds) Employee Entitlements in Australia, Employment Studies Centre Monograph No.3/2003, University of Newcastle.
Currie, G and Proctor, S (2001), 'Exploring the relationship between HR and middle managers', Human Resource Management Journal, vol.11, no.1, pp53-69.
Dex, S and Scheibl, F (2001), Flexible and family friendly working arrangements in UK-Based SMEs:Business Cases, British Journal of Industrial Relations, vol.39, no.3, pp411-431.
The rationale and the implementation of Performance Management are simple in theory, but complex in execution. Heathfield (2010) suggests:
Define the purpose of the job, job duties, and responsibilities.
Define performance goals with measurable outcomes.
Define the priority of each job responsibility and goal.
Define performance standards for key components of the job.
Hold interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)
Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file.)
Provide the opportunity for broader feedback. Use a 360-degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to him.
Develop and administer a coaching and improvement plan if the employee is not meeting expectations.
The advantages to using the aforementioned system appear obvious. The employee…
Works Cited
Cokins, G. (2009). Performance management - integrating strategy execution, methodologies, risk, and analytics. Boston: John Wiley and Sons.
Heathfield, S.M. (2010). Performance management process checklist step-by-step to a performance management system. About.com.
Retrieved May 12, 2010 from www.humanresources.about.com/od/performancemanagement/a/perfmgmt.htm
Jensen, E. (2008). Enriching the brain: how to maximize every learner's potential.
Human esource Management: Four Questions
How easy was it to find the a specific occupation you were looking for, and how comprehensive was the information provided about that occupation?
Information was relatively easy to find by using the site map. By going top "My Next Move" one is presented with a menu of choices including knowledge, skills, abilities, education, and job outlook as well as the opportunity to explore more. Selecting the occupation of human resource manager the following information was provided in each category: 1) Knowledge -- business, arts and humanities, safety and government, math and science. (Each sub-heading also contained a brief descriptor, i.e. Math and science: psychology). 2) Skills -- Basic skills, people and technology, social. 3) Abilities -- verbal, ideas and logic, attention. 4) Education -- bachelor's degree or master's degree. Under this heading there were links to "Find Training" and "Find Certifications." 5) Job Outlook…
References
"O*NET Resource Center." (ND). O*NET. Retrieved November 28, 2012, from http://www.onetcenter.org/overview.htm
Human Resource Management
Julie Clow's The Work Revolution: Freedom and Excellence for All, begins with an analysis of the traditional methods and ideologies for work within a corporate setting. The author spends the first two chapters of this manuscript recounting the staid, limited roles of managers and workers, emphasizing the conventionality and conformity to which both typically adhere. In many ways, this part of the book is the most insightful, since the author carefully deconstructs why these approaches are no longer applicable for working in the 21st century. However, she contextualizes this information in contrast to what she declares is the Work Revolution Manifesto: a setting in which individual employees are actuated by passion, excellence, success, trust and team victories. By alluding to the manifesto initially, she is then able to elucidate all of the reasons that the conventional methods of working and the environments that sustain them fail to…
Human esource Management
There is a great need for managers to develop a highly strategic approach to human resource management. This encompasses supporting the general mission of the organization, the organizational culture that we embrace and advocate for personnel and consumers, and also for supporting individual needs as a manager.
Strategic human resources management (SHM) is delineated as the practice of articulating H strategies and execution procedures that are aligned and underline the organization's business approach. SHM necessitates the development of a wide-ranging set of managerial undertakings and responsibilities linked to growing and sustaining a competent workforce. This labor force, in sequence, adds to organizational efficacy, as delineated by the organization's strategic aims and objectives (Fottler and Fried, 2016). The main purpose of an organization outlines its basic intention for existence. The purpose of a hospital may be to provide high-quality medical care to the inhabitants in a particular service…
References
Fottler, M. D., Fried, B. (2016). Strategic Human Resources Management. Association of University Programs in Health Administration.
Fottler, M. D. (2016). Strategic Human Resources Management. EBSCOHost.
Heine, I., Beaujean, P., Schmitt, R. (2016). Improving Production Ramp-Up Through Human Resource Methods. American Society for Quality, Inc.
Heine, I., Beaujean, P., & Schmitt, R. (2016). Conceptual Framework for Analyzing the Fit between Organizational Strategy and Culture. Procedia CIRP, 51, 79-84.
Human esource Management at the Ford Motor Company
The Ford Motor Company is one of the largest economic entities at the global level, with sales and operations across the entire globe. The organization is reputable as the first company to make automobiles accessible to the people through the usage of the production and assembly line. In more recent times, Ford is recognized as one of the largest employers in the United States and a global leader of the automotive industry.
During 2008, the company was hit by the internationalized economic crisis, which raised new financial concerns, but also exacerbated the problems already existent within the firm. For decades, Ford had invested in large size and luxurious vehicles as an emblem of American consumerism. Throughout the past recent years however, the preferences of consumers have changed to reflect the shifting international price of oil and environmental concerns. More and more smaller…
References:
Cascio, J.W., Bodreau, J.W. (2010). Investing in people: financial impact of human resource initiatives. 2nd edition. FT Press.
Price, A. (2011). Human resource management. 4th edition. Cengage Learning.
Randhawa, G. (2007). Human resource management. Atlantic Publishers & Dist.
(2012). A timeline of Ford Motor Company. NPR. http://www.npr.org/templates/story/story.php?storyId=5168769 accessed on December 12, 2012
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…
References
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.
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…
References
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
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…
References
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.
Human esource Management
HM (Human esource Management) is the advancement and management of workers of an organization. It includes recruitment processes, representation and classification of positions at work. For these to be accomplished, laws governing human capital should be followed, and appropriate strategies should be kept in place including paying attention to the employees. Good Management of human capital, determines the success of many organizations
Action training for supervisors
Disciplinary training is a case for supervisors with multiple employees, which requires laws; this will prevent employees from taking advantage of their positions or employers causing difficulties in the workplace. The law requires that the employer complies with labor laws, which include approval of agreement, between the employer, supervisor and employee while working together. They are required to identify various laws like how to handle employers, their complaints at the work place while providing safety at work. The law requires that…
References
Inc, B. a. (2010). 5 Tips for Holding HR Policies That Hold. New York: Bussines and Legal Reports In.
Lastroner, R.A. (2001). The Nonprofit Managers Resource Director. New York: John Willis and Sons.
Shannon, K. (2011). The Complete Guide to Successfill Planning Event. Atlanta: Atlantic Publishing Company.
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…
References
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.
These are what will be used to gauge whether or not the candidate qualifies for the position in terms of their education background. Therefore, there is no need for a paper and pen integrity test since a successful candidate has already passed the integrity test if they have the required education qualifications.
Question 4
I would use a structured behavior interview that is designed specifically for this particular job. This is due to the fact that the H manager position requires someone who is straight forward in terms of their behavior. Any candidate who does not present themselves well and fails the structured behavior interview does not qualify for the position since they are not up to the challenge that the job entails. Therefore the structured behavior interview is quite essential for anyone who is interviewing for the job position (Heneman, Judge, & Kammeyer-Muller, 2012).
Question 5
I will use…
References
Heneman, H.G, Judge, T.A, & Kammeyer-Muller, J.D. (2012). FYI text book is Staffing Organizations (7th ed) .
Spoden, C.M.(2012). EEOC Guidance to Avoid Negligent Hiring.Retrieved july 25,2013 from http://www.stites.com/news/763/eeoc-guidance-to-avoid-negligent-hiring
Human esource Management
Human esource Training
esponsibility for Choosing the Training Method
Training and Fulfillment of Individual Employee Needs
Link between Training Need Identification and Training Evaluation
Training and development of the employees is a broader strategic objective of the human resource department. It is an essential function of the human resource department because by effectively enhancing the skills, abilities and knowledge of the employees the organizations can gain a competitive edge over their competitors. (Arthur and Bennett, 2013, pp. 234-245)
This report aims at identifying the ways in which an organization can develop an effective training program. It puts light on the fact that the management and employees shall jointly share the responsibility of selective effective training tools and programs. It also indicates that apart from benefitting the organization, training also assists the employees in fulfilling their individual needs.
In addition to that, this report also highlights the link…
References
Arthur, W. And Bennett, W. 2013. Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88 (2), pp. 234-245. Available at: http://www.ispi.org/archives/resources/EffectivenessofTrainingArthur_etal.pdf [Accessed: 14 Dec 2013].
Brown, J. 2005. Training Needs Assessment. Alexandria: International Public Management Association for Human Resources. pp. 7-20. http://ipma-hr.org/sites/default/files/pdf/hrcenter/Training%20Needs%20Assessment/cpr_needs.pdf [Accessed: 14 Dec 2013].
Brum, S. 2007. What Impact Does Training Have On Employee Commitment And Employee Turnover?. Kingston: University of Rhode Island. pp. 1-11. http://www.uri.edu/research/lrc/research/papers/Brum-Commitment.pdf [Accessed: 14 Dec 2013].
Community Foundations Of Canada. 2013. Implementing an Employee Training & Development Program | Learning, Training & Development | HR Toolkit | hrcouncil.ca. [online] Available at: http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm [Accessed: 14 Dec 2013].
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…
References
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
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)
In order…
References
Text-books:
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
In other words, the H department is currently seen as primarily a staffing function, there to provide advice and fulfill personnel functions. ecently, however, your board of directors has asked you to inform them as to what strategic human resource management is all about and how you see your H department (and its functions and subsequent activities) transforming to such a new role as a strategic partner. Your company decided to transform the H role from a traditionalist function to that of a strategic partner in the organization.
Human resources alignment entails putting together choices in regards to people with results about the outcome that a company is trying to attain. By incorporating human resources management (HM) into a companies planning procedure, highlighting human resources (H) actions that support extensive agency operation objectives, and constructing strong associations between H and management, companies are able to make certain that the administration…
References
What is Strategic Human Resource Management? (2010). Retrieved September 22, 2010, from Wise Geek Web site: http://www.wisegeek.com/what-is-strategic-human-resource-management.htm
Strategic Human Resources Management: Aligning with the Mission. (n.d.). Retreived
September 22, 2010, from Web site: http://www.opm.gov/studies/alignnet.pdf
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…
References
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 esource Management:
HM (Human esource Management) is the process that involves planning, executing, recruitment and management of the development measures within an organization. These development initiatives within an organization also entail selection, training and profession. The primary aim of human resource management is to exploit an organization's productivity by optimizing the efficiency of the employees. The exploitation of the organization's productivity takes place while improving employees work life and treating these employees as valuable resources. Generally, HM includes the attempts to foster personal development and employee satisfaction while adhering to the employment-related regulations (Mote & Heil, n.d.).
Important Tasks and Activities in HM:
As a function that is aimed at exploiting organizational productivity and guaranteeing employee satisfaction and development, human resource management consists of various activities and tasks. These activities include selection, recruitment and training as well as management in order for the organization to perform at its level…
References:
Gill, C (1999), Use of Hard and Soft Models of HRM to Illustrate the Gap between Rhetoric and Reality in Workforce Management, RMiT Business, viewed 24 November 2010,
Lg.com (n.d.), Best Place to Work: LG Electronics India -- HR Policies, Lg.com, viewed 24
November 2010,
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…
REFERENCES
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.
Human esource Management - Personal Case Studies
Human esource Management
The universe of information on effective management is enormous. A manager who desires to improve his or her skills will have no difficulty finding ideas and even guidance in the literature. Some of the most evidence-based management data has been established by the Gallup Organization. Over a 25-year period of conducting research, the Gallup Organization has compiled data from observations in excess of 80,000 interviews that they conducted. The results have been published in a series of books including: Now, First Break All the ules, Now, Discover Your Strengths, 12 Elements of Great Management, Strengths Finder 2.0, Strengths-Based Leadership, How Full Is Your Bucket, Wellbeing -- The Five Essential Elements, and The Jobs War. I list the books here to demonstrate that there is a plethora of literature on good management, creating good workplaces, employee skill building, leadership, and job…
References
Bolman, LG and Deal, TE (1997) Reframing Organizations. Artistry, choice and leadership (2nd ed.). San Francisco, CA: Jossey-Bass.
Buckingham, M and Coffman, C (1999) First, Break All the Rules. New York, NY: Simon and Schuster.
Buckingham, M and Clifton, DO (2001) Now, Discover Your Strengths. New York, NY: Simon and Schuster.
Example Items from Peer Evaluations and 360-Degree Performance
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…
References:
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
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…
References
Compensation and Benefits. (n.d.). Retrieved August 18, 2010, from Auxillium West Web site:
http://www.auxillium.com/pay.shtml
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…
References:
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
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…
Works Cited
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:
Human esource Management
Using the example of Google, evaluate whether the following H practices/policies is strategic or not. Does this H practice help the organization to achieve its goals and objectives?
In this paper, we are going to be looking at the impact of different policies and procedures on Google. This will be accomplished by studying the strategies that they are using to attract and retain employees. Once this takes place, is when we can show how these ideas have helped the firm to transform the company.
Over the last several years, the issue of employee compensation has been increasingly brought to the forefront. This is because globalization is having a dramatic impact upon firm, as they need specialized employees to deal with a host of challenges. Those firms that are able to dominate the industry are able to attract the best talent. This helps to give them a competitive…
References
100 Companies to Work For, 2012. CNN. Available from: [10 May 2012].
Benefits, 2012, Google. Available from:
Human esources Management Employee Attitudes and Job Satisfaction
The research by Saari & Judge (2004) does lay the foundation of three specific gaps between the Human esources practice and the scientific research that support theories that provide insight onto how to properly integrate workers into a workforce to meet organizational goals and the mission. The gaps outlined by Sarri & Judge are below.
The Causes of Employee Attitudes
The esults of Positive or Negative Job Satisfaction
How To Measure and Influence Employee Attitude
The Causes of Employee Attitudes are a subdivided into core categories including Dispositional Influences, Cultural Influences, Work Situation Influences. The gaps are a function of these categories as the real job work environment is subject to differentiation and variation from the underlying theory. "In addition, one of the most important areas of the work situation to influence job satisfaction -- the work itself -- is often overlooked…
References
Sarri L.M., Judge T.A. (2004) "Employee Attitudes and Job Satisfaction" Human Resource Management Vol. 43, No. 4, Pp. 395-407. Wiley Periodicals.
Human Resource Management -- Questions
Why is the HR department playing a more significant role in organizational strategic planning processes today than it did 20 years ago? Today, HR is part of the growth and problem solving areas of the organization. In the past, it focused only on basic personnel functions. Companies realized that HR could do much more than it was involved in, so they expanded the duties of the department. Much of that took place as the need for and use of technology grew and companies became more global in nature.
Why is it correct to conclude that all managers are involved in developing and implementing HRM activities and programs? Every manager in the company has input into how the company is run and how the employees do their jobs. Because of that, they must understand, enforce, and agree upon rules and regulations made by that company. By…
Neither one of these opinions is good for the organization as a whole or the HR Department itself. The HRM function may be very efficient that way, but it loses its effectiveness.
In the second example, the globalization of the world of business has become a serious issue for workers who deal with customers, but the HRM function also needs to be up-to-date with how to respond to people who have different ethnicities and cultures. Effectiveness is often put on the back burner in lieu of efficiency. The HR Department needs to get things done, so it does things the way it always has -- it knows that way works. Unfortunately, though, that means that it is not always as sensitive to the needs of others as it should be. Employees in other countries or regions are not used to another area's way of doing things. While some things cannot…
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…
Works Cited
ABC Power. 2012. Performance Appraisal at ABC Power / Employee Evaluation Form.
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…
References
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.
Human Resource Management was previously more of an industry dependent way of filling open positions within an organization. Modern Strategic HR Management, though, is not simply using computers to recruit and assist in hiring or firing, but the planning and implementation of information management, organizational management, and marketing to support the entire business operation. In effect, it is taking the idea of staffing, retention and training and deconstructing the HR portion to individual managers and employees. The organization thus looks to HR for expertise in planning and adapting both strategic and tactical planning (alker, 2004).
Some of the more traditional HR tasks include developing and posting position announcements, developing tests to ensure competency in those jobs, working with managers through the interview process or pre-screening, and determining compensation information. For these functions to work well, HR must be responsible for the lifecycle of the employee. The tasks above may be…
Works Cited:
Lussier, R., & Hendon, J. (2013). Human Resource management: Functions, Applications, Skill Development. Thousand Oaks, CA: Sage.
Martin, V. (2006). Managing Projects in Human Resources, Training and Development. Philadelphia, PA: Kogan Publications.
Snell, S., et al. (2011). Managing Human Resources. Mason, OH: Cenage.
Walker, J. (2004). "What's a Strategic HR Leader to Do?" Human Resource Planning. 27(4): 61-9.
This was designed to reduce the uncertainty surrounding the changes, to involve the nurses in the changes, and to give the nurses a suitable method for voicing their concerns.
After this meeting, nurses did not initially respond well. The nurses continued to discuss issues and voiced various concerns, but they only did this amongst themselves and did not approach management. In response, Teresa spoke informally to nurses individually to ask them if they had any questions or concerns. In these one-on-one conversations, Teresa focused on the importance of offering the benefits of their experience and encouraged the nurses to provide feedback and suggestions on the procedures. This caused a greater level of involvement and the two-week review meetings were successful, with issues being raised. The review process continued, with the H department acting as mediator between the nurses and administration. This resulted in changes to many of the procedures and…
References
Daft, R.L. (1997). Management. Fort Worth, TX: The Dryden Press.
Rashford, N.S., & Coghlan, D. (1989). Phases and levels of organizational change. Journal of Managerial Psychology, 4(3), 17-22.
Human esources
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
Introduction
Background and Significance
Discussion and Implications
eferences
Introduction
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…
References
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 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…
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…
References
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.
Human esource Management
The Importance of Staff
The paper will critically examine the statement: "Staff are the most important resource in any organization and its cost should be regarded as an investment rather than an expensive item of expenditure"(Torkildsen, G. 1992). The paper will deal with the relevant information regarding the statement and its discussion. The entire paper will be based on critical examination of the assertion with specific reference to literature theory and best practice in sports management. Initially, the paper will describe the definition and importance of human resource manager so that the discussion can be further carried on and elaborated. In the end, a conclusion will be also included in the paper, which will be based on the relative evidences and findings of the entire paper.
THE DEFINITION AND SCOPE OF HUMAN ESOUCE Management:
The Human esources Management (HM) function includes a variety of activities, and key…
References
As retrieved from HUMAN RESOURCES Management
http://www.bizoffice.com/library/files/human.txtOn May 5th, 2004
As retrieved from HUMAN RESOURCES MANAGER
http://www.google.com.pk/search?q=cache:1FqOgdiAXFIJ:www.ci.woodland.ca.us/hr/docs/jobdesc/HRMgr.pdf+human+resource+manager , definition&hl=enOn May 5th, 2004
In the cost projection, the manager must include the estimates for the compensation policy, the benefits, allowances and both host and home tax (Yen 2006, p. 3). According to Furness (2006), the business case is built from internal information and this is done by looking at both the success and failures. He further warns that the failure of an assignment is very expensive to the company.
The aims of the international assignment must be taken into account. These may include development of a new business, market strengthening and skills advancement into the industry. In all the cases, an individual of high calibre is assigned the duty. The human resource manager must ensure that the right person is assigned the duty. It is important to that it is the responsibility of both the assignee and the organization to ensure that the return on investment is realized (Ernst & Young, 2006).
For…
References
Gibson, I. & Traber, Y. 2010, Maintaining Expatriate Assignment Costs in the Economic
Revival, Americas Webinar
Hafitah, a, Tahir, M. & Maimunah, I. 2007, Cross-Cultural Challenges and Adjustments of Expatriates: A Case Study in Malaysia: Alternative Turkish Journals of International relations
Krell, E. 2005, Evaluating Returns on Expatriates, Measuring the return on the cost of expatriate assignments, HR Magazine,
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…
References
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
Human esource Management Methods
Scenario #2
Workplace conflicts take place everywhere and paying no attention to them can have severe consequences. For instance, employees spend a great deal of time gossiping, and this can lead to reduced employee productivity and significant drain on an entity. It is imperative for H professionals to examine and understand the reasons behind workplace conflict and tackle them before or even after employees are unable to work together (Lytle, 2015).
What is your response to the area director?
My response to the area director is that is sexual harassment. This is unhealthy workplace conflict. Sexual harassment is delineated as unsolicited sexual advances, appeals for sexual favors and other vocal or physical demeanor of a sexual nature. Sexual harassment is a serious aspect that can impede a personnel's job performance, or generate an unapproachable, unreceptive or offensive work setting (Society for Human esource Management, 2016). It…
References
Cooper, L. M. (2012). Top 10 tips for conducting an effective sexual harassment investigation. HR Hero Line. Retrieved from: http://www.hrhero.com/hl/articles/2012/07/31/top-10-tips-for-conducting-an-effective-sexual-harassment-investigation/
England, D. C. (2016). How to Handle Discrimination and Harassment Complaints.NOLO. Retrieved from: https://www.nolo.com/legal-encyclopedia/guidelines-handling-discrimination-harassment-complaints-29490.html
Lytle, T. (2015). Confronting Conflict. HR Magazine.
Society for Human Resource Management. (2016). Sexual Harassment Policy and Complaint/Investigation Procedure. Retrieved from: https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/cms_000554.aspx
Human esource Management Methods
Traditional Annual Evaluation Method of Performance Appraisals vs. eal-Time Feedback Coaching Format
Performance appraisals take into account the assessment and evaluation of a person's performance in a methodical manner. It is a progressive technique employed for comprehensive development of the personnel and the organization as a whole. This performance is measured against various elements like quality and quantity of the output, job competence, leadership capabilities, supervision and versatility. Once such evaluations are made, employees can be trained and coached on what to be undertaken. On the other hand, real-time feedback coaching format takes into account the provision of opinion and response in an instantaneous way and therefore the coaching takes place immediately (Deb, 2009).
Comparison
There are aspects of similarity between these two methods of appraisal. To begin with, both methods are purposed to and give rise to change and coaching. Subsequent to the evaluation of…
References
Bell, R. L. (2011). Teaching present-day employees the value of scientific management. Supervision, 72(6), 5-8. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=61927805&site=ehost-live&scope=site
Brooks, C. (2015). Forget Performance Reviews! This Works Better. Business News Daily. Retrieved from: http://www.businessnewsdaily.com/7974-better-performance-reviews.html
Deb, T. (2009). Performance Appraisal and Management. Excel Books India.
Impraise. (2016). Real-Time Feedback! Because Your Employees Hate the Annual Performance Review. Retrieved from: impraise.com/360-feedback/real-time-feedback-because-your-employees-hate-the-annual-performance-review
human resources management Conduct a series specific case studies companies, countries, approach issue human resource management development. Specific comparative analysis made practices U.S. countries.
Human resource management -- the case of McDonald's and Wal-Mart's HM practices in Europe, Asia and the United States of America
The role of human resources management has changed dramatically throughout the past recent decades. Once the people operating the machineries and blindly implementing the decisions made by the managers, the employees have gradually metamorphosed into the most valuable organizational assets. They are the ones who put together their knowledge to create intellectual capital and support the employers in attaining their objectives.
The modern day staff members create value for the organization and represent it in all aspects of the business dimensions and the interactions with other categories of stakeholders -- customers, business partners, the general public, governmental and non-governmental institutions and so on. And this…
References:
Aras, G., Crowther, D., 2010, A handbook of corporate governance and social responsibility, Gower Publishing Ltd.
Berrone, P., Global compensation. Foundations and perspectives, IESE Business School, http://iese.academia.edu/berrone/Books/101418/Global_compensation._Foundations_and_perspectives last accessed on November 24, 2011
Dessler, G., Expanding into China? What foreign employers should know about human resource management in China today, All Business, http://www.allbusiness.com/management/3967622-1.html last accessed on November 24, 2011
Hawkins, G., 2004, How to find work that works for people with Asperger syndrome: the ultimate guide for getting people with Asperger syndrome into the workplace (and keeping them there!), Jessica Kingsley Publishers
Human esources Management - Maintaining a Competitive Edge in the Corporate Marketplace
Change continues to reshape the workplace. Today's H professional is called upon to help the organization retain its competitive edge in the marketplace. Along with representing the best interests of employees, H professionals assume the role of strategic partner, administrative expert, and change agent. H assumes a critical role in promoting the vision and shaping the focus of the company. H professionals must be skilled and knowledgeable business partners, able to wear many hats while demonstrating their own competencies in communication and decision-making skills. (Aghazadeh, 1999)
Today, H departments face many challenges. Some are conventional and continuing concerns.
They include:
Attract, retain and motivate employees;
Ensure legal and regulatory compliance;
Manage the human side of technological change.
Perhaps, most critically today however, progressive H departments are charged with adding value to the corporation as they seek to:
Meet…
References
Aghazadeh, Seyed-Mahmoud (1999). Human Resource Management: Issues and challenges in the new millennium. Management Research News, 22(12) 19-32.
Ashbaugh, Sam and Rowan Miranda (2002). Technology for Human Resources Management: Seven Questions and Answers. Public Personnel Management, (31) 7.
Ball, Sarah (2002, Sept). How technology can make you look good. Employee Benefits, S9-11.
Barro, Tom. A Tangled Web of Partnerships. Retrieved Feb. 21, 2003 at http://www.astd.org/CMS/templates/index.html?template_id=1&articleid=23780
Human esource Management
The Function of Human esource Management
Human resource professionals assist in the development of an organization by providing insight into the resources available and what resources are necessary for continued organizational success. The main task of human resource management is to "maximize the productivity of an organization by optimizing the effectiveness of its employees" (Human esource Management, 2012). Additionally, human resource management is tasked with creating a connection between upper levels of management and an organization's workforce. Human resource management is able to accomplish these tasks through four basic functions, which include hiring and recruitment, compensation and benefits, training and development, and performance management.
As part of its hiring and recruitment duties, human resource management is charged with manpower planning. Manpower planning requires human resource managers to make an assessment of present and future staffing needs. To do this, human resource managers must evaluate the workplace and…
References
Burley, K. (2012). The four basic skills of human resource management. The Houston Chronicle.
Accessed 3 November 2012, from http://smallbusiness.chron.com/four-basic-skills-human-resource-management-22686.html
Human resource management. (2011). Accel-Team. Accessed 3 November 2012,
from
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.
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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 &…
Bibliography
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
Human esource Management
Motivation
Motivational Plan
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.
2.
Motivational Plan
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…
References
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
This way, each job/position in the company is aligned to the organizational structure and objectives; more importantly, each position is optimally functioning or utilizing for greater performance and efficiency in the company.
As a supplement to the staffing development in the company, Plastec would also greatly improve when job specifications and positions were properly aligned also with the individual needs of the employees, specifically provision of quality health benefits, compensation, and incentives for high-performing and diligent employees. It is suggested that an employee program be developed as a response to this need, and the HR department will be the best department that will address these employee needs.
Issue #2: Better assessment and evaluation of Plastec workforce more serious concern in the company is the conduct of trainings that aims to provide education to employees, specifically on the issue of workplace relations and interactions. As determined in Paul's exit interviews of…
The SHRM website gives its viewer content but does not give much structure. In viewing the homepage specifically, the eye jumps back and forth all over the page, rather than skimming the information, which should be presented in a more cohesive manner to ensure that the material presented is taken in by the viewer at even a minimal level. The SHRM website will likely prove a noteworthy addition to any HR professional's resource list, but time will be needed in order to most accurately navigate the site itself. It is clear that all the information an HR professional could want is located within the pages provided by the SHRM website, the problem is figuring out where to begin clicking.
One aspect of the website that proved immediately useful was its well-placed search bar at the top of the webpage that provides a mode for weeding through the available information. On…
More specifically, the growing ability of employees to share their opinions about their employers means that employers who fail to provide a uniformly consistent and positive vocational experience will have greater difficulty recruiting and retaining the best-qualified talent (Alessie, 2008). Three-quarters of contemporary business executives polled have expressed concern about their ability to recruit and retain good employees and as many as eighty percent have concerns that may not be able to maintain the enough talented employees to sustain their organizations (Alessie, 2008).
According to many contemporary business HM professionals, the role of Facebook has increased the pressure of ensuring employee satisfaction. In addition to having to compete for talent in an environment that makes job hunting easier, they also have to worry about the negative impact on recruitment of public opinions posted on Facebook about employees' experiences (Leader-Chivee, Hamilton, & Cowan, 2008). Similarly, as the competition for top talent…
References
Alessie, L. "Big Brother is watching: Lorenza Alessie, associate director at HVS
Executive Search, investigates how professional and social online networks such as Facebook and Linkedin are affecting the face of recruitment." Leisure Report, (August 2008).
Leader-Chivee, L., Hamilton, B.A., and Cowan, E. "Networking the way to success:
online social networks for workplace and competitive advantage." People & Strategy, (December 2008).
Another important piece of the information gathering is to determine what resources and equipment are needed to perform the job in question.
All of these techniques are very important when deciding what to put into a job description, because it can be used for many different purposes.
Potential employees use it to decide whether to apply for a position or not. So having a well constructed and concise description will help to attract the most qualified candidates. Human resources can use a job description to help determine either the initial compensation for a job or a grade level increase later on, and managers may use it as a basis for a performance review.
Thus putting together well thought out job descriptions based upon good information gathering techniques is crucial in ensuring that the human resource department gets the right people into the right jobs.
eferences
Noe, . A, Hollenbeck, J.,…
References
Noe, R. A, Hollenbeck, J.R, Gerhart, B, Wright, P.M. (2005), Fundamentals of Human
Resource Management (2nd Edition), London: McGraw-Hill Irwin
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…
References
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
Human esource Management
The latest issue to discuss in the human resource management field is about unequal job opportunities available for women in the organization, or we can say that discrimination shown towards women in the organizations. This issue has been discussed and worked upon by UNO and various governmental and non-governmental organizations. However, even through governmental efforts these measures do not resolve the issue because it has to be addressed at the organizational level. The consequences of discrimination is not merely not giving jobs to someone but rather eventually it affects the overall employment scenario.
DISCIMINATION ON THE BASIS OF GENDE:
Various discriminations shown towards women can be explained by analyzing each human resource management theory separately.
emuneration (wages):
Wages and salaries is the award given for the mental and physical work done by a person in an organization over a period of time. Most of the time the…
References
Kabira, Wanjiku Mukabi, ed|Masinjila, Masheti|Muthoni, Wanjira, ed, Road to Empowerment [Part 10 of 10]., Contemporary Women's Issues Database, 01-01-1994, pp 88-103.
Wilkinson, Doris Y., Gender and Racial Inequality at Work: The Sources and Consequences ofJob Segregation.(book reviews). Vol. 75, Social Forces, 03-01-1997, pp 1133(2).
Richard R. Nelson, State labor legislation enacted in 1998. Vol. 122 n, Monthly Labor Review, 01-01-1999.
Human esource Management Models
Concerns
Being the regional human resource director of the company, I have recently been informed that there is a restructuring taking place within the organization. This includes the retirement of the company president and his decision to relocate the current headquarters from Northeast to Texas. This will encompass the redeployment of approximately 1,000 personnel. Taking all these aspects into consideration, I have several concerns.
First, I am concerned that employees will not be receptive to the news that they will have to relocate to a new expanse after working there for several years. A major worry is that there will be a decline in employee performance, which will hamper the overall performance and productivity of the organization. Another problem is that the retention level of employees might significantly deteriorate. With turnover comes the need to hand out employee benefits. With respect to indirect as well as…
References
Daniels, A. (2014). Semper Fidelis! A Recipe for Leading Others. Supervision, Vol. 75 Issue 9, p6
Johnson, R. (2016). 5 Different Types of Leadership Styles. Chron. Retrieved from: http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html
Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, 5(1/2), 52-63.
Webb, K. (2007). Motivating peak performance: Leadership behaviors that stimulate employee motivation and performance. Christian Higher Education, 6(1), 53-71.
An effective learning program is inherently supportive. Such a program can for example involve new employees that learn from existing employees in a mentoring environment. In this way, new employees are supported and existing employees feel valued for their years with the company. In the learning paradigm, employees can also benefit from reward programs, such as being rewarded for star performance or creative learning.
Finally, an important component of employee training programs is carrying the costs of such programs. Employees should not be expected to pay for any part of their tuition. Any travel or food costs should be carried by the company.
A program that helps employees to learn will therefore be frequent, supportive, incur rewards, and be reimbursed by employers.
ibliography
Levine, Leslie. (2009). Strengthen Your usiness by Developing Your Employees. Allusiness.com. http://management.about.com/od/trainingsites/a/LunchandLearn.htm
Bibliography
Levine, Leslie. (2009). Strengthen Your Business by Developing Your Employees. AllBusiness.com. http://management.about.com/od/trainingsites/a/LunchandLearn.htm
They must be a quick study of human nature, but also know how to probe beneath the surface, and look beyond canned responses to get a real feel for the prospective employee's personality. They must be able to take the interviewee slightly off-guard with a probing question, yet still put him or her at ease so the prospective employee will be relaxed and open enough to be candid and not 'freeze up.'
Recruiters must be well-versed in a variety of subjects, if they are to recruit for a number of departments, spanning from it to advertising. Their knowledge of the organization should be thorough, but they should also know how to make 'small talk' and use humor to put the prospective employee at east. Finally, they should also have a good idea of what constitutes appropriate and inappropriate conduct during an interview, regarding such legal issues as the candidate's desire…
Additionally, his statement that new procedures will be phased in over time is inconsistent with the realities of the rules put in place over the first few weeks of his new regime.
Clearly what has occurred and what must be changed to redevelop the productivity and morale of the department is recognition that heavy handed techniques designed to enhance productivity will not produce results. From a psychological perspective Corbett's error was in determining that employees would positively respond to his changes as a matter of physiological and safety considerations as indicated by Maslow. The culture though prior to his arrival though was built on the Maslow identities of social needs, ego, and self- actualization. (Public Personnel Administration. P.104. N.D.) Employees who were subsequently told how and when to do their jobs responded with a decision to do less work, miss time, and produce at a reduced quality. Corbett's intention to…