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SH is transformational, consultatively oriented, and views the organization in terms of the big picture. SH is concerned with the contributions H strategies make to organizational effectiveness, and how these contributions are accomplished. SH involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital, that is their employees' collective knowledge, skills, and abilities, contributes to overall business objectives.
These three articles, from three different decades, are premised on the supposition that the primary role of HM is to assist the organization in achieving its objectives. Though the role the H department plays in attaining these goals is described in the context of the decade in which the article was written, they all assert the H must play a more active role in strategic planning. The fact is that strategy is rarely developed without the consideration of human capital. Perhaps more…
Baird, L. & Meshoulam, I. (1984, January). Resourse management: Implications for training humann resourse professionals. Training and development journal, Vol. 38. Issue 1, 76-79. Retrieved January 23, 2012, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4f6359f2-c3eb-4085-8653-2802fe570fc7%40sessionmgr104&vid=4&hid=127
Becton, J.B., & Schrader, M. (2009, January). Strategic human resources management. Journal for quality & participatio, Vol. 31, Issue 4, 11-18. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=5&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Briggs, S. & Keogh, W. (1999, July). Integrating human resource strategy and srategic planning to achieve business success. Total Quality Management, Vol. 10, Issue 4/5, 447-453. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&hid=125&sid=96a15cd1-4306-4e80-b498-9acbd8b5e484%40sessionmgr111
Lippitt, M. (2007, August). Fix the disconnect between. T+D, Vol. 61, Issue 8, 54-57. Retrieved January 23, 2011, from http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=493041af-dc1a-44a3-a63c-a3707d1da661%40sessionmgr12&vid=4&hid=8
Strategic Human Resource Management
The focus of this work in writing is to answer the questions of what aspects of SHRM have made the writer of this work a stronger candidate to enter the business world and to discuss how this course affected the professional development of the writer as a student and as a person.
No matter what the pursuit 'aligning with the mission' is critical to success.
Strategic Human Resource Management or 'SHRM' has alignment with the mission of the organization central to management of human resources in the organization. Alignment is reported in the work of the U.S. Office of Personnel Management Office of Merit Systems Oversight and Effectiveness entitled "Strategic Human Resources Management: Aligning with the Mission" to mean integration of "decisions about people with decisions about the results an organization is trying to obtain." (1999, p.i) Through integration of human resources management in the…
The Strategic Human Resource Management Model: Part I (date unknown) McGraw-Hill Publishers. Online retrieved from: http://highered.mcgraw-hill.com/sites/dl/free/0070951764/447763/Chapter01.pdf
Strategic Human Resources Management: Aligning with the Mission (1999) U.S. Office of Personnel Management Office of Merit Systems Oversight and Effectiveness. Sept 1999. Online Retrieved from: http://www.opm.gov/studies/alignnet.pdf
Strategic Human esource Management
In general, human resource management has adhered to one of two major models in the workplace; the "best fit" and "best practice" model. To determine which of these is best, companies should carefully examine the advantages and challenges of each. For each company, the outcome should adhere to the needs and culture of the personnel base involved.
Morris and Maloney (2) offer an overview of both models. The best fit model, for example, aims to match human resources strategy with the existing strategy of the corporation. In other words, the strategy of the corporation remains static, while human resources strategy is modified to obtain a good fit. This is then assumed to improve organizational effectiveness.
According to Armstrong (2008: 40), the best practice approach, on the other hand, assumes that there is a set of HM practices that will inevitably lead to superior organizational performance. This…
Armstrong, M. 2008. Strategic Human Resource Management: A Guide to Action. London and Philadelphia
Elliott, H.G.H. SHRM Best-Practices & Sustainable Competitive Advantage: A Resource-Based View. The Graduate Management Review.
Morris, D. And Maloney, M. Strategic Reward Systems: Understanding the Difference between 'Best Fit' and 'Best Practice'.
Aside from the features which differentiate it from human resource management, strategic HM is also noteworthy in terms of the basic traits which characterize it. In this order of ideas, Michael Armstrong and Angela Baron (2002) identify three specific features, namely the organizational level, the focus and the framework. In terms of the organizational level, it is noteworthy that SHM is implemented at the wider organizational setting, since all of its goals, policies and resources reflect the business strategy of the economic agent. Then, it terms of the focus of strategic human resource management, this reflects the commitment of SHM to use the people in a manner in which this generates advantages for the overall company.
"Strategies are business-driven and focus on organizational effectiveness; in this perspective people are thus viewed primarily as resources to be managed toward the achievement of strategic business goals" (Armstrong and Baron, 2002).
Armstrong, M., 2000, Strategic human resource management: a guide to action, 2nd edition, Kogan Page Publishers
Armstrong, M., Baron, a., 2002, Strategic HRM: the key to improved business performance, CIPD Publishing
Pravin, D., Human resource management, Pearson Education India
Strategic Human Resource Management
There are a multitude of definitions to describe the term strategic human resource management, the vast majority of which revolve around the conception that the term refers to a specific application of personnel to further the proficiency and productivity of a particular enterprise. There are two primary theories associated with strategic human resource management which conflict in ideology on one fairly important point: mutability. The first such theory, the best practice approach, virtually excludes mutability in its process and conceptualization of what produces effective human resource management. The other theory, the best-fit approach, hinges upon flexibility and change to further its notion of how strategic human resource management can maximize the output of a particular enterprise.
The best-practice approach sacrifices individuality and autonomy in its methodology for the sake of universality. This theory is based upon the fact that there exists a set, finite group of…
Strategic Human esource Management:
Every business requires human resources that require substantial attention when cultivating and maintaining a successful business strategy. A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010). For business leaders it needs to be about creating value, namely the greatest possible value, from all capital resources at their disposal, and this includes the crucial component of human capital (Aston, 2010; Becton & Schraeder, 2009; Gross, 2004; Leopold, 2010; Kearns, 2010; McKinsey, 2011; Odden, 2011).
On this very subject, Ohmae (1982) considers the crux of any business strategy to be competitive advantage because without competition there is no need for business strategy; thus, within the development of a business strategy, the need to maximize one's strengths to be more effective than competitors is implied. From this logic,…
Aston, L. (2010). Helping workers help themselves. Occupational Health, 62(11), 29-32. Retrieved from EBSCOhost.
Becton, B.J., & Schraeder, M. (2009). Strategic Human Resources Management. Journal for Quality & Participation, 31(4), 11-18. Retrieved from EBSCOhost.
Gross, S.E., & Friedman, H.M. (2004). Creating an Effective Total Reward Strategy: Holistic Approach Better Supports Business Success. Benefits Quarterly, 20(3), 7-12. Retrieved from EBSCOhost.
Leopold, R.S. (2010). A Fresh Perspective: Employee Benefits as a Strategic Business Investment. Benefits Quarterly, 26(4), 21-24. Retrieved from EBSCOhost.
Strategic Human esource Management (SHM)
Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture is also depicted under studies affirming SHM. Strategic human resource management enhances categorization of practical evaluations of financial business performance (Ismail et al., 2010, pg 395).
Summation of Chapter 1
a) Introduction to SHM
According to Pynes, strategic human resource management concerns the effectuation and adoption of changes in business agencies. These agencies require realistic info in accordance to the talent and capability of the managing staff (Pynes, 2009, pg 31). It denotes to the implementation of resourceful activities…
Florkowski, G. W and Nath, R. (2000). MNC responses to the legal environment of international human resource management. International Journal of Human Resource Management. Vol 4, Issue 2. Pg 305-324.
Fombrun, C.J., Tichy, N. M and Devanna, M.A. ( 2000). Strategic Human Resource Management. New Jersey: John Wiley and Sons.
Lewin, D. (2004). The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives. 62nd Annual Meeting of the Academy of Management.
Northouse, P.G. (2009). Leadership: Theory and Practice. New York: SAGE.
Strategic Human esource Management Ethical Stewardship
Strategic Human esource Management as Ethical Stewardship
Over the past few decades, the most controversial debate between the professional economic research institutions (practitioners) and the academic institutions (scholars) has been on the strategic human resource management and the adoption of ethical stewardship framework. Currently, most of the economic and business studies and research on the strategic human resource management (SHM) elicit that human resource professionals possess the greatest opportunity of playing greater roles. These roles and obligations may contribute to organizational achievements and success in developing policies, as well as systems that aim at improving the organization's values, mission and goals (Mohrman & Lawler, 2000). Human resource professionals owe their organizations explicit ethical duties, which are geared towards raising the standards of organizational performance and modern economic demands, which are environmentally competitive. For this reason, it is quite recommendable for the human resource professionals…
Huselid, A.M. & Becker, E.B. (2006). Strategic human resource management: Where do we go from here? Journal of Management, 33(5), 614-692.
Mohrman, A.S. & Lawler, E.E. (2000). What makes human resource effective? Human
Resource Management and Planning, 23(5), 12-19.
Schein, H.E. (2005). Organizational Culture and Leadership. San Francisco, CA; Jessey-Bars.
The concept of strategic human resource management is rooted in the idea that human resources makes a critical contribution to the ability of the company to achieve its strategic objectives. Getting the right people is a combination of recruitment, selection, training and promotion. One of the issues that comes up in the recruitment and promotion area is the balance between internal and external candidates. There are merits to both approaches. An article in H Magazine, published by the Society for Human esource Management, discusses this issue (Krell, 2015).
The article makes the point that the debate between internal and external hiring is obsolete in the 21st century. Strategic human resources management, the author proposes, demands that companies do both. The more important decision is knowing when, how and for what a company should hire internally or externally. The article then covers some of the pros and cons of each…
Krell, E. (2015). Weighing internal vs. external hires. HR Magazine. Vol. 60 (1). Retrieved November 11, 2015 from http://www.shrm.org/publications/hrmagazine/editorialcontent/2015/010215/pages/010215-hiring.aspx
strategic human resource management with the spa industry to improve overall employee retention, benefits and loyalty in a highly competitive atmosphere. The paper starts off with a description of the chosen industry -- spa industry, and follows it with the primary issues or concerns that plague the industry in the modern era. The paper then discusses aspects that can help in overcoming these issues like using remunerations, incentives, job opportunities, intangible motivations, awards, amongst other that can help in confirming the loyalty of the employees.
Description of the Industry
Intelligent Spas (2011) have recently published their annual regional report citing significant growth and development in their industry. They summarize their findings as, "There are over 3,500 spas currently operating in the Asia Pacific region. These spas collectively generate approximately U.S.$2 billion in revenue per annum. The Asia Pacific spa industry employs over 50,000 people. Over 60% of countries are considered…
Cohen, M and Bodeker, G. (2008). Understanding the Global SPA industry: SPA Management. Elsevier Ltd.
Intellgient Spas. (2011). Regional Spa Industry Report: Asia Pacific 2011. Taken from: http://www.intelligentspas.com/cart/cart_precheckout.asp
Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review, vol. 40, no. 2, pp. 96-124
Resort Suite, (2004) Spa Compensation Strategies, ResortSuite SPA Management Software: Optimal Tools for Peak Performance, An Enablez White Paper available at: http://www.enablez.com/html/enablez-whitepaper_main.html
Steps Before Strategy:
Item 1 -- Specifics to Step 1 -- Step 1 of the strategic implementation process for HR involves removing programs and practices that fail to add sufficient value to the organizations fiscal bottom line. Instead of creating and recreating programs and services that may be been the focal point of Human Resource strategy in the past, do some research and find the programs that actual have relevancy and meaning for the organization, and that can be implemented in a way that has a positive fiscal impact. Specifically, use research like the Watson Wyatt Human Capital Index to establish which human-capital practices have the greatest impact on stakeholder value. Use that data to develop strategies and tactics that will impact overall organizational goals. Instead of hiring people who need training, consider hiring people with more experience who may come in mid- to high salary range, but…
Management and Decision Sciences
Information Systems Management
Self-Designed specialization only:
The Impact of Strategic Human Resource Management on Employee Selection and Training in Organizational Performance
Statement of Your Research Problem or rea of Inquiry:
Strategic human resource comprises of human resource activities which are aligned in such a way that they help the organization to achieve its strategic goals (Wright & McMahan, 1992). Strategic management has a long-term effect on the performance of the organization. Therefore, it is very important to align the human resource activities of the organization with the strategic management (Bratton, 2003). Wei (2006) concludes in the research that effective strategic human resource management (SHRM) leads to quality of human capital of the company as well as the financial performance of the organization. Employee training is an investment through which the performance of employees and also the overall organizational performance are improved (Carl & Inagmar, 2000). Most…
A quantitative research design will be used to study and provide a more comprehensive understanding of the independent variable strategic human resource management. Strategic human resource management (SHRM) is a strategic approach to manage human resource, and all organizational activities, which affect the behavior of individuals in an effort to formulate and implement planned strategies to help an organization achieve business objectives (Gomez-Mejia, Balking, & Cardy, 1995). Quantitative data will be gathered from the companies. This data will consist of the performance of employees in the form of sales, commission or KPIs. Attendance and training need assessment will also be used to measure the performance of sample population.
Your Research Population and How You Will Draw Upon This Population for Your Research Inquiry:
The quantitative research will be carried out on members of major financial, as well as retail industries. This group of respondents will be comprised of full-time HR employees, as well as members of other departments such as Information Technology, accounting, and management. The best range for this study group will be an indiscriminate one that extends across a variety of departments and duties to accurately measure performance levels (Van Iddekinge et al., 2009). The targeted population will come from companies with 1000 employees familiar with the implementation of Strategic Human Resource Management. A simple random sample will be used. According to Singleton and Straits (2010) every possible combination of cases in simple random sample has an equal chance of being selected in the sample in order to avoid bias in the
Role of SHRM
Strategic human resource management (SHRM) plays a vital role in organizational strategies and goals. Once organizational strategies and goals are determined, the human resource strategies and goals must align with organizational before financial performance and outcomes can be achieved. Research identified best practices based on business differentiation (Wright, 2008). Whether a company uses a commitment strategy or a control strategy depends on the organizational strategy the business uses.
HRM Strategy vs. Organizational Strategy
Strategic Human Resource Management links the human resource function with the organizational strategies to improve the organizational performance (ratton). The strategic management model consists of steps of missions and goals, environmental analysis, strategy formulation, strategy implementation, and strategy evaluation. Strategy implementation involves human resources because the implementation requires staff members to implement the strategy. Therefore, human resource management strategy is based on the organizational strategies.
Role of Human Resource Management
The role of human…
Bratton, J. (n.d.). Strategic humna resource management. Retrieved from IIM.org: http://www.iim.org.uk/wp-content/uploads/BrattonGold-ref-Devana1.pdf
Wright, P. (2008). Human Resource Strategy: Adapting the Age of Globalization. Retrieved from SHRM.org: http://www.shrm.org/about/foundation/products/documents/HR%20Strategy%20EPG-%20Final%20Online.pdf
This characteristic is pivotal in today's business environment, in which more and more companies offer services, rather than material products. Within the United States for instance, 79.6 per cent of all national income is generated by the services sector, which also employs 76.8 per cent of the overall labor force (Official Website of the Central Intelligence Agency, 2009). Given this context, it becomes more impending to stimulate the employees in order for them to be able to satisfy the customers and as such sustain organizational revenues.
More and more modern day business leaders implement training programs with the stated intent of increasing the professional skills of their staff members. Training was historically offered on the job, to the novice employee, by a more specialized staff member. Today however, as the needs of the society evolve, training programs are offered by specialized organizations and the practice is gaining the status of…
Bartels, G., Nelissen, W., 2002, Marketing for Sustainability: Towards Transactional Policy-Making, IOS Press
Bruce, A., 2002, How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace, McGraw-Hill Professiona, ISBN 0071413332
Clark, J., 1993, Human Resource Management, SAGE, ISBN 0803987870
Gauzente, C., Ranchhoh, A., 2001, Ethical Marketing for Competitive Advantage on the Internet, Academy or Marketing Review, No. 10
Human Resource Management
Wal-Mart is one of the largest employers in the world. It has 2.3 million employees globally, most of which are in the United States (Yahoo, 2017). The company gains its competitive advantage in a number of ways. It is able to offer low prices, and competes on that basis (Favaro, 2015). This has two major implications for the company. First, it needs to hire a lot of unskilled and low-skilled labor. Most Wal-Mart stores are constantly hiring, because this labor, especially when paid poorly, tends to turn over a lot. Second, with this sort of turnover, the company wants to find strategies to train workers quickly, and to find workers who are more likely to stay with the company. The entire recruiting process for a lot of the store employees needs to be streamlined, efficient and process-driven.
The other major implication of Wal-Mart's strategy is that…
Boyle, M. (2017). Wal-Mart wants to break into the Ivy League recruiting circuit. Bloomberg. Retrieved October 10, 2017 from https://www.inc.com/news/articles/2010/06/wal-mart-worker-retention.html
Ellison, S. (no date). How retail giant Wal-Mart remade its global network of e-commerce labs. Innovation Leader. Retrieved October 10, 2017 from https://www.innovationleader.com/how-retail-giant-walmart-is-remaking-its-global-e-commerce-labs/
Favaro, K. (2015). Why Wal-Mart needs strategic innovation to become a great investment again. Forbes. Retrieved October 10, 2017 from https://www.forbes.com/sites/kenfavaro/2015/11/29/why-wal-mart-needs-strategic-innovation-to-become-a-great-investment-again/#6a788d654211
Fortune (2017). Most admired companies. Fortune Magazine. Retrieved October 10, 2017 from http://fortune.com/worlds-most-admired-companies/walmart/
Case Study: Raleigh and Rosse (R&R)
The company of Raleigh and Rosse (R&R) is a luxury goods manufacturer that had designed its performance rewards system in such a manner to capitalize upon sales per hour by staff members. This had the advantage of offering an objective form of performance management measurement to the company on one hand—but on the other hand favored employees on the sales floor at particular times of day. The strategy ultimately failed, resulting in lawsuits against the organization as well as customer and employee attrition. As noted by Mello (2014), it is critical that the goals of the organization align with its performance management system. Additionally, as a purveyor of luxury goods in particular, emphasizing volume sales was not aligned with R&R’s overall company strategy. Although the lack of distinction between selling and non-selling time may have been designed to be advantageous to customers and encourage…
There are a number of challenges facing human resource departments today. Key trends such as increasing diversity, skills deficiencies, and an aging workforce each affect the environment in which HRM managers work. Further, HRM consists of many different functions, each governed by its own laws and regulations. Today's human resource manager must work in the context of these different functions to deliver a coherent human resources strategy that meets the needs of the organization. That means not just hiring people, but setting out a full slate of HRM policies that allow those people to be at their most productive, and make the greatest contribution possible to the strategic mission of the organization (SHRM.org, 2016).
Key Functional Areas
There are several key functional areas in which human resource managers work. There are five key functional areas that have been identified.: Staffing, development, total rewards, employee relations, and safety. The following…
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
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…
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
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
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.
Human Resources Management Practices in the Global Environment & Human Resources Information Systems (HRIS)
The objective of this study is the examine Human Resources Information Systems (HRIS) as it relates to Human Resources Management practices in the Global Environment. Toward this end, this work in writing will examine the literature in this area of study.
Globalization, in the work of Husain (2010), is reported as symbolizing "the structural making of the world characterized by the free flow of technology and human resources across national boundaries presenting an ever-changing and competitive business environment." (p.1) Husain defines globalization as "the ongoing economic, technological, social, and political integration of the world that begin after the Second World War." (2010, p.1) Husain argues that a large base of evidence indicates that "changes taking place in the global business environment are often not accompanied by complimentary changes in human resources management practices whereby the failure…
1. Mayfield, M.; Mayfield, J. And Lunce, S. (2003) Human Resource Information Systems: A Review and Model Development. Entrepreneur. 2003. Retrieved from: http://www.entrepreneur.com/tradejournals/article/110733614.html
Mayfield, Mayfield and Lunce (2003) present a HRIS model with the primary goal of providing a comprehensive framework that supports HRIS research.
2. Foss, N.J. And Mahoney, J.T. reports that knowledge governance "is characterized as a distinctive research subject, the understanding of which cuts across diverse fields in management." These authors state that knowledge governance "represents an intersection of knowledge management, strategic management and theories of the firm."
3. Kourik, J.L. And Maher, P.E. (2008) Does Practice Reflect Theory? An Exploratory Study of a Successful Knowledge Management System. International journal of Human and Social Sciences. Vol. 3, Issue 4. Retrieved from: http://www.waset.org/journals/ijhss/v3/v3-4-35.pdf -Kourik and Maher (2008) investigate the link between theory and practice and state that a Knowledge Management System (KMS) that is successfully implemented is one that had as its design the capacity to manage curricular knowledge in a distributed university environment. Findings stated "indicate substantial correspondence between the successful KMS and the theory-based framework providing provisional confirmation for the framework while suggesting factors that contributed to the system's success." (Kourik and Maher, 2008, p. 1)
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…
100 Companies to Work For, 2012. CNN. Available from: [10 May 2012].
Benefits, 2012, Google. Available from:
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…
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.
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 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).
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 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…
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
Motivation grows out of the awareness that someone gave the time and effort to notice one's achievement (Klaff).
Recent strikes against continuously rising health care costs have strained all employers and labor and employee relations. Employers have been trying to reduce double-digit cost increases by modifying health-care plans, which shift the expense to employees, by raising premiums for family members to providing alternatives (Klaff 2003). Health care costs have been nightmarish to companies and led to strikes, which have left more and more Americans without health coverage at all. Although some manage to come, the system itself appears headed to a collapse before any reform can be put in place (Klaff)
In their rabid search for answers, employers revaluate the traditional way of providing health coverage, but experts think that these companies or employers must first discover where the costs are coming from (Klaff 2003). A study conducted by PricewaterhouseCoopers…
Cohen, D.J. (2003). Knowledge Development in Human Resource Management. HR Magazine. Society for Human Resource Management. http://www.findarticles.com/p/articles/mi_m3495/is_1_48/ai_96453615
Feeney, SA. (2003). The Battle Over Benefits. Workforce Management, pp 20-33. Crain Communications, Inc. http://www.workforce.com
Hansen, F. (2003). The Cutting Edge of Benefit Cost Control. Workforce, pp 36-42. Crain Communications, Inc.
Human esource Management
ecruitment at USC
Evaluation of emuneration Strategy of the USC
H is Asset
emuneration is Tactic and A Plan
Salary vs. World Class Program
Organization and Talent Strategies in Emerging Markets
Attracting the most talented pool of candidates and satisfying their needs and retaining them might seem a simple mathematical formula but it is a really tough challenge for many. University of Southern California for example knew that luring and having people on the board was not enough. They had to offer a culture and system that they could cherish for long.
The process of recruitment is formally defined as process of finding a person as per specific job role and matching the job role with the searched person is called recruitment. Employment opportunities of a firm…
 "Recruitment & Selection Process." RFU. N.p., n.d. Web. 11 Aug. 2013.
"Recruitment and Selection Process." Recruitment and Selection Process. N.p., n.d. Web. 11 Aug. 2013.
Public Human esources Management
Challenges facing human resource management
Human esource Management is the element of the organization that deals with the human aspect of the organization. The business world today, is very competitive. Every organization must align its resources to the organizational goals and objectives. According to Gill (2009), the employees of an organization are part of its assets just as capital and technology. Proper utilization of human resource can account for the success of an organization. This study will examine the challenges that the human resources management is facing in its commitment towards contributing to organizations' prosperity. It will further, explore how human resource management can overcome the challenges to remain relevant.
The role of human resource management
Human esource Management performs an imperative role in the organization. Its role involves giving job descriptions, assigning of salaries, establishing policies that govern the personnel and capacity building of the…
Ullah, M. (2010). A systematic approach of conducting employee selection interview.
International Journal of Business & Management, 5(6), 106-112
Arthur, J.B. (2011). 'Effects of Human Resource Systems on Manufacturing Performance and Turnover', Academy of Management Journal, 37(3), 670-687.
Jing, W. Huang, T. (2005). Relationship between Strategic Human Resources Management and Firm Performance, International Journal of Manpower, 26 (5),434-449.
Human esource Management
Evaluate the role played by human resource management in the successful implementation of a global organization's international business strategy.
Human resource management has played an important part in helping any organization to reach out to its employees. This enhances their international business strategy and ability to connect with a variety of stakeholders. What happening, is they are effectively evaluating the strengths and weaknesses of staff members from the moment they begin working at a firm. This is because personnel from this department will have the responsibilities for: recruitment, hiring, benefits, grievances and terminations. (Shen 2009)
At the same time, they often employ consultants who understand the traditions, customs and practices of local labor markets. This allows the company to create customizable packages that will appeal to a select demographic of candidates. Moreover, personnel from this department will understand where to find the best employees and what is…
Huselid, M, 2011, 'Bridging Micro and Macro Domains', Journal of Management, vol. 37, no. 2, pp. 421 -- 428.
Sparrow, P, 2011, 'Strategic Human Resource Management in the UK', Journal of Occupational Psychology, vol. 61, no. 1, pp. 25 -- 42.
Shen, J, 2009, 'Managing Diversity through Human Resource Management', Journal of Human Resource Management, vol. 20, no. 2, pp. 235 -- 251.
Human resources management processes: workforce planning; recruitment, attraction selection employees; training, development managers subordinates; personnel administration; compensation; payroll; employee benefits, performance appraisal, labor relations,
Competitive advantage: Four requirements
For a firm to thrive, it must offer a unique product so it can ensure that it can deliver a sustained competitive advantage that cannot easily be undercut by price or substituted by a similar product offered by a firm within the same industry. The following four criteria to establish a competitive advantage are as follows: "(a) the resource must add positive value to the firm, (b) the resource must be unique or rare among current and potential competitors, (c) the resource must be imperfectly imitable, and (d) the resource cannot be substituted with another resource by competing firms" (Wright & McMahan 1992). Finding a physical good or service that meets all of these criteria can be challenging, but Wright & McMahan…
Wright, P.M., & McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320.
Employee Retention Issues in Non-profit Organizations
Non-profit organizations face many of the same employee retention concerns as profit-driven enterprises. With profitability no longer a factor in measuring the success or effectiveness of the organization, the non-profit does use different employee management strategies and techniques. Human resources management strategies used in nonprofit firms often do mirror those used in their for-profit counterparts. For example, motivation, employee engagement, training and professional development are all major issues for human resources managers no matter what their sector. The literature on human resources management in non-profit organizations is extensive in general, but few studies have applied qualitative methods to assess the actual HRM practices used in nonprofits. Similarly, few studies have used qualitative methods to determine HRM and employee perceptions of employee training and development programs. Existing studies on employee retention, development, and training in non-profit organizations focus mainly on mission statements, and less on…
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
Strategic human resource management:
Applications in a healthcare organization
It has been said that one of the great ironies of healthcare is that despite the fact it is an industry where the 'human' dimension is so important, the H department is often one of the most-overlooked aspects of healthcare organizations. "There is arguably no other labor-intensive industry that is so reliant upon a highly skilled, highly educated, high-cost, and high-in-demand workforce that literally makes life-or-death decisions every day. And yet, in many hospitals and health systems H remains an afterthought in the C-suite" (Commins 2013:1). However, the need for change is constant, and many organizations are finding they must 'adapt or die,' given the new realities they are facing. "by the federal healthcare law, the inevitable and growing shortages of skilled healthcare professionals, and the newfound and measurable importance of patient satisfaction scores for reimbursements will prompt…
Commins, J. (2013). Ready or not healthcare HR is going strategic. Health Leaders Media.
Retrieved from: http://www.healthleadersmedia.com/content/HR-266470/Ready-or-Not-Healthcare-HR-is-Going-Strategic
Kabene, S. (et al. 2006). The importance of human resources management in health care: A
global context. Human Resources Health, 4: 20. Retrieved from:
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.
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.
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…
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].
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 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…
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…
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
Stategic Human Resouces Diecto -- Hiing Stategy
Because the descibed position entails planning, implementing and diecting the establishment of a compehensive human esouces division, I would estict the applicant pool to those with mid-level and uppe-level expeience who have aleady been esponsible fo pojects simila in scope in thei pevious positions. Moe specifically, because the descibed position entails esponsibility fo compensation functions, job classification, employee taining and development, pospective employee ecuitment and testing, and labo elations, I would look fo evidence of substantive undestanding of fundamental issues and best pactices in all of those aeas. While it is conceivable that suitable applicants might have actual supevisoy expeience in some aeas and not in othes, I would hope to find evidence of a conceptual undestanding of the main pinciples and issues in all of those aeas in applicants fo the position. My stategy fo inteviewing candidates would, theefoe, focus…
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…
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
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.
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…
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.
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 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.
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:
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
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
Human esource Management Analysis - Case study of ASDA PLC
Management of human resource or "people working in an organization" is the most acute problem that faces managers nowadays. Today, it is no doubt that this is the leading cause of worries that nearly every other organization has to contend with. When the effects of organizational culture and structure; or group, or an individual are considered in light of the performance of the organization then such a study is referred to as organizational behavior. To this extent, such a study is an attempt to provide adequate definition of the efficiency and performance factors of the organization. Two most important performance factors that almost correlate are organizational culture and organizational structure, and they both principally define the desirable structure an organization should have in order to spur performance to more than average. Basically, job satisfaction and employee turnover have everything to…
Bolden, R. (2004). What is leadership? Leadership southwest Research Report, pp 5-7 and 28-30
Burke, R. And Cooper, C. (2007). The new world of work and organizations: Implications for human resource management; Human Resource Management Review, Vol. 16, No 2, p 83-85
Gilmore, S. And Williams, S. (2009). Human Resource Management. Oxford: Oxford University Press.
Glassdoor. (2013). ASDA - Lack of organizational structure and companies three main principles are just words. [Online] Available at:
The current trend in trade agreements has demanded a reevaluation of such change that is likely to remain an aspect of IHM for its entirety. "International law clearly delineates that companies have human rights responsibilities, although some of the specific responsibilities are ambiguous." (Aaronson, 2003, p. 63) Significant lawsuits against U.S., UK and Canadian Multinational organizations has made it clear that if business and government are not willing to police themselves, on issues of universal human rights, such as labor policy and political and social intimidation through the workplace then the international communities will do so independently through amendments and amalgamations to trade agreements.
Scullion reiterates the importance of the issue of International HM in the second edition of Human esource Management: A critical Text, edited by John Story. In this section Scullion elaborates on the ideas that were introduced in the first edition by the same author and editor.…
Aaronson, S.A. (2003, Spring). Courting International Business: What Are the Human Rights Obligations of Global Capitalism?. The International Economy, 17, 63.
Briscoe, D.R., & Schuler, R.S. (2004). International Human Resource Management: Policies & Practices for the Global Enterprise. New York: Routledge.
Caligiuri, P., & Santo, V.D. (2001). Global Competence: What Is it, and Can it Be Developed through Global Assignments?. Human Resource Planning, 24(3), 27.
Scullion, H. (2000) "International Human Resource Management" in Human Resource Management: A Critical Text Second Edition. J. Story editor. Stamford CN: Cengage Learning Business Press. 288-313.
globalization on human resource management in the banking industry Page |
Impact of Globalization on Human esource Management in Banking Industry
The nature and philosophy of doing business and making an organization policy has greatly changed in the last few years as companies are expanding globally and becoming more and more boundary less. 'Globalization' has taken-up the responsibility of bringing the global companies together in a single platform where they can interact, interchange ideas, technology, business processes and intellectual capacities. Globalization has not only brought about changes on the international front but domestic affairs of the companies on the micro level and the complete economic and social system of the country on the macro level. Many of the political, cultural, social and economic system of international affairs have given the name of globalization like free market economy, westernization, economic liberalization, internet revolution and global integration. The modern social theorist has…
Ahmad, S. And Schroeder, R. (2003). The impact of human resource management practices on operational performance: recognizing country and industry differences. Journal of Operations Management, 21 (1), 19-43.
Bantel, K.A. And Jackson, S.E. (1989). Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management Journal, 10 (1), 107 -- 124.
Bartel, A. (2004). Human Resource Management and Organizational Performance: Evidence from Retail Banking. Industrial and Labor relations review, 57 (2), 181.
Guest, D. (1997). Human resource management and performance: a review and research agenda. The International Journal of Human Resource Management, 8 (3), 263 -- 276.
International Human esource management Articles
In this paper, we will critically evaluate two separate journal articles related to international human resource management (IHM) and draw out their contribution to IHM in an integrated literature review. The topics of these two articles are Development and Globalization. First, we will overview both of the articles separately in this introductory phase and then in the literature review we will support our outline of concepts and ideas in the two articles. A critical analysis will then be done relevant to the articles which will examine the strengths and weaknesses of the articles. After the critical analysis we will advise how both of the subject matter discussed can be applied to multinational companies either large or small.
Finally, we will give a conclusion and recommendation in which the former will include summary of what we have found looking back at the overall paper and the…
Bizukov, P. 2005. Sluzhbi personala -- upravlencheskaya perfieriya, Moscow: ISITO
Tayeb, Monir. 2005. IHRM, Oxford: Oxford University Press.
Keeley, Dean. 2001. International Human Resource Management in Japanese Firms, New York:
In 2004, it established its operations in Mexico to cash in on the high rate of diabetes in this country. Diabetes is responsible for 13 out of every 100 deaths in Mexico and Novo Nordisk expanded into this Latin American market. It also encompassed Mexico as part of its global campaign and its representatives went to schools and villages to spread awareness about the disease and the ways and means to cope with it.
The H system that was implemented in Mexico was different from the one that existed in Denmark and this was mainly due to the differences in culture, work attitude of the people and national factors that have a profound impact on the employment benefits of the workers. For example, in Denmark, every worker gets to participate in the decision making process. This is a part of the Danish culture and comes from the long-standing democracy and…
Shields, John. 2007. Managing employee performance and reward: concepts, practices and strategies. Boston: Cambridge University Press.
Bratton, John. 2001. Strategic Human Resource Management. Hampshire: Palgrave Macmillan .
Bamberger, Peter; Meshoulam, Ilan. 2000. Human Resource Strategy: Formulation, Implementation and Impact. Thousand Oaks, California: Sage Publications.
No Author. No date. Human Resources UC Berkeley. UC Berkeley. [Online]. Available at: http://hrweb.berkeley.edu/guides/managing-hr/interaction/diversity/resources
Performance and Compensation Management
According to Sachdeva, Mittal and Solanki (2009), technological solutions are vitally important for aggregating and using relevant human resource management information for performance and compensation decisions. These authors note that, "Human resource information systems are extremely important for acquiring, maintaining, utilizing and deriving human resources pertinent information. They are essential to make speedy and useful employee related decisions" (Sachdeva et al., 2009, p. 43). The specific attributes and techniques that are typically used by human resource practitioners for these purposes are discussed further below.
Performance Management Systems
Performance management systems represent powerful tools for H managers by providing:
1. Better insight into individual performance for informed decisions;
2. Improved ability to manage goals and change direction; and,
3. Ability to tighten the reins so everyone remains on track (Managing employee performance, 2009, p. 6).
The studies to date have confirmed that organizations that employ performance management…
Allen, S.J. (2008). A hunt for the missing 50 cents: One piece of the leadership development puzzle. Organization Development Journal, 26(1), 19-20.
Frauenheim, E. (2009, April 20). Talent tools still essential. Workforce Management, 88(5), 20-
Godwin-Jones, R. (2009). Emerging technologies personal learning environments. Language,
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
Human Resource Management. It a case study format Academic Essay. Use Harvard style reference list intext reference, Do include bibliography. Number reference: 20 Academic References Detail find upload file.
In today's challenging economic and business environment, managers are often faced with a dilemma regarding the human resource policy that is best applicable. In this particular case study, an important problem is brought forward: what is the optimum dimension of the workforce in an organization? There are several dimensions to this problem that will be discussed in this paper, including the challenges and consequences of having an adequately large workforce, motivational theories that apply to the employees etc.
The premise of the issues described in the case study is simple: in the present time, the economy no longer has a predictable trend. With stagnation and economic recession just passed, the economic and business environment has not truly returned to the levels…
15. Randstad. 2008. The world of work 2008. Rochester, NY: Harris Interactive, Inc.
16. Eaton, S.C. 2003. If you can use them: Flexibility policies, organizational commitment, and perceived performance. Industrial Relations
17. Galinsky, E., Bond, J.T., & Hill, E.J. 2004. When work works: A status report on workplace flexibility. New York: Families and Work Institute.
The flat structure is also valued greatly by working in teams.
The SHM is supported by flexible work, structure and people and is integrated into the larger participative change business strategy.
2. The report above described the evolution of the business strategy for Macquarie Bank. By emphasizing the continuous adaptation to the environment and adjusting the internal structure to meet expected outcomes, the Bank adopts a prospective business strategy. According to Miles and Snow's model (1984) (cited in Ahmed, Ullah & Uddin, 2006), who investigated the competitive strategies of several hundred companies in widely different industries, three basic strategies exist termed as the Defender, Prospector, and Analyzer. The Defender is also called 'Type a', characterized by such product-market strategies: limited, stable product line; predictable market; growth through market penetration; and emphasis: 'deep'. The Prospector also known as 'Type B', is defined by product-market strategies that are broad, changing product line;…
Armstrong, M. (2006), a Handbook of Human Resource Management Practice, Kogan Page, 10th edition.
Guest, D. E., Michie, J., Sheehan M. & Conway, N. (2000). Employment relations, HRM and business Performance: An analysis of the 1998 Workplace Employee Relations Survey. London: Institute of Personnel and Development.
Ahmed F., Ullah M. S, Uddin M.K. (2006). Strategic Human Resource Management: Linking HR Practices with the Business Strategy, the Cost and Management, Vol. 34 No. 3 May-June, pp. 15-30
Wade D.M. (2006) Business strategy types and innovative practices. Journal of Managerial Issues June
Secondly, when designing the reward strategy, the HR manager must pay high attention to the stages earlier described for the HRM strategy. This will give him a clue about the 'light at the end of the tunnel', that is the main goal that the organization strives to achieve. According to such findings, he will establish the behaviors he wants to encourage and the types of rewards that are needed for stimulating the respective conducts.
One of the most recommended and in fashion approaches is the total reward strategy. Unlike earlier times which used to lay exclusive stress on pecuniary advantages, contemporary specialists have found that employees are motivated by both financial rewards encompassing base pay, variable pay, share ownership, benefits, and non-financial rewards, comprising recognition, quality of working life, career opportunities and opportunity to develop skills.
According to Thompson, some of the most important features that such strategy boasts…
De Silva, S.R. (1998). Trends in human resource management and management objectives. On the Internet at: www.ilo.org/public/english/dialogue/actemp/papers/1998/srshrm.htm. Retrieved March 31.
Developing a HRM strategy (2007). On the Internet at: www.accel-team.com/human_resources/hrm_08.html. Retrieved March 31.
More flexibility in reward strategies could assist public sector efficiency drives (2006). On the Internet at http://www.cipd.co.uk/pressoffice/_articles/pr_09022006.htm?IsSrchRes=1.Retrieved March 31, 2007.
Reward strategy (2007). On the Internet at http://www.cipd.co.uk/subjects/corpstrtgy/general/strathrm.htm?IsSrchRes=1.Retrieved March 31, 2007.
Each employee takes responsibility for his or her continuous improvement in terms of the skill set, behavior and contributions needed for optimal work performance.
Expectations are shared in a clear and concise manner, rather than being obscured in business language that does little more than inflate the ego of the manager. In this way, managers and individuals enter into a sharing relationship rather than a strictly autocratic employee/employer relationship. In addition to managers who clarify their expectations to individuals and teams, the latter also clarify to managers how they expect to be managed and helped towards optimal performance so that collective company goals can be reached.
The focus of strategic human resource management is therefore the complexity of interrelationships between management and employees in order to optimize performance. These interrelationships refer not only to the one between management and employees, but also between members of groups and teams, as well…
Relationship management is then integrated with performance management. While this makes the process much more complicated than the traditional business model, where the autocratic manager would give orders and expect to be obeyed without question, it is also a more effective way of managing performance. Effective relationship management results in a more pleasant work environment, which in turn is conducive to a higher level of performance. Such an integration of strategic human resource management with performance management systems, if handled correctly, can therefore be highly profitable for a business and result in goals being reached within the optimal time frame.
CIPD. "Performance Management: an overview." August, 2004. http://www.cipd.co.uk/subjects/perfmanagement/general/perfman.htm