Study "Career / Labor / Human Resources" Essays 111-165

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Human Resources Recruitment Strategy Creative Writing

… The advertisement should contain the following:

a. Job title (Assistant Professor of Business ethics)

b. Pay package ($45,000)

c. Location (Foothills of blessed valley mountains, Northeast of New York City)

d. Job description

e. How to apply (either issuing a curriculum Vitae or an application form)

Interviewing process

It includes activities that take place before, during and after the interview.

Before interview

The interview board assembles; it then determines the role and scope of the interview. Issues such as the venue and time of the interview are determined before the interview. There is a need to develop major issues under the basis of the interview like job descriptions, competence profile and merit criteria since they help to determine the questions asked during the interview. Before the interview, design booklets for note taking and assessing the applicant. The college provides sample note, taking booklets and assessment booklets. The criteria for assessment in these booklets should be the same for consistency and uniformity. The next activity is to attend the administrative matters, which includes providing interviewees with the necessary information prior to the interview, ensuring that the board is prepared for the interview by undergoing training for skillful interview as required.

During interview

The board should introduce themselves to the interviewees during the interview; give the format of the interview, ask questions and records the response of the interviewee. The board should then ask questions and allow the interviewee to respond as they take notes. As the interviewee responds, there is a need for the board to probe a person's response or ask follow up questions in order to get more details. This helps the board to elicit more information as per the need to understand and assess the qualification of the applicant. The board should ensure they ask situation questions. These questions give the applicant a hypothetical situation about possible problems they are likely to encounter in their job and explain how to handle such a situation.

Other questions asked are the behavioral questions, where the applicant is supposed to describe a previous work or life event that relates to the position they are applying. This type of question helps to evaluate the working experience of the applicant. In addition, asking job knowledge questions to test the professional knowledge of the applicant is required, for example, in the interview the applicant is asked to list the professional documents one requires in the teaching profession. After the board satisfactorily interviews the applicant, the board then thanks the interviewee and gives them a chance to ask questions. If there are no questions, the board directs the applicant on the steps that follows.

After interview

After the interview, the board should assess the responses of each interviewee against the required qualifications and integrate the results of each candidate. Analyze the final assessment of the applicants using assessment tools like reference checks.

Hiring

After the interview, the hiring manager of the college then selects the right person for the job. The board then calls all… [read more]


Human Resource Managers Research Paper

… A significant difference that accompanies the system apart from being automated requires that employees who are nonexempt to register their time to assure their pay. No pay can be processed if the period is not registered in the system (Chanda, Sivarama, & Shen, 2007).

Technology that relates to Time and Attendance

The old saying that goes, 'time is money' has never been true. The increase in costs has caused the advancement in business efficiency; businesses are seeking ways of overcoming these challenges. When unable evaluate, it becomes very hard to manage it (Chanda, Sivarama, & Shen, 2007). Below are ways of evaluating and tracking employee attendance and time:

Businesses that are service oriented - Some businesses need track of employee attendance and time badly. These businesses include law firms, auto repair, warehousing, accounting, and consulting. In these types of businesses, the employee is in direct contact with the customer.

Manufacturing businesses - Manufacturing oriented businesses also need information on what and where the employees spend their time. Some of these companies concentrate more on products that are customized and are unique to certain customers. Whichever way, track of the amount of labor directed at the cost of production of the product (Chanda, Sivarama, & Shen, 2007). The reasons for tracking employee time are attendance and time for purposes of payroll; billing, in case the time of an employee is billed directly to a customer; costing, in case the time of an employee directly relates to product cost.

Conclusion

It is only a matter of confusing a simple concept. Members of Human Resource technologies decided to show their core value in the tag line of their companies. They believe that it is very important for families, employees, suppliers, partners and clients to have knowledge of our identity as important as it is for them to know our function. As software comes and goes, technology continues to advance and legislation changes; the practices of HR adjust to the always-changing commercial and cultural world. Personally, the relationships that we truly value are those that are not time limited. We always try to live by this philosophy in our everyday lives however hard it is (Chanda, Sivarama, & Shen, 2007).

Reference

Chanda, A., Sivarama, K.B., & Shen, J. (2007). Strategic human resource technologies:…… [read more]


Interest: A Research in Human Resource Management Research Proposal

… ¶ … interest: A research in human resource management department.

Dissertation title: Challenges posed by technological advancement in an organization.

The role of human resource department cannot afford to be ignored in any organization. The complexity of the job market today, poses a great challenge to any organization. Additionally, aging workforce calls for organizations to constantly organize refresher program with an aim of improving the workforce skills and knowledge. Occasionally, the aging employees are replaced by young and energetic people who lack enough work experience.

Technological advancement too poses a big challenge to the human resource department. Employee requires keeping up-to-date with the rising trends. Organizations require upgrading their systems to be with inline with the market trends. This requires the human resource departments to frequently carry out surveys that enable their respective organizations know the relevant manpower resources. The world today, is a perceived to be a global village, an idea that given rise to multicultural workforce in organizations. Occupational and safety concerns in an organization require underlying measures be well implemented so safeguard workers from any risks that may risk at the workplace.

This purpose of this study is to carefully analyze the challenges raised by technological advancement in an organization. The study will seek to understand the extent to which human resource department is involved is minimizing the challenges. To be able to achieve this objective, a number of data collections methodologies will be involved. The proposal recommends several data analysis methods to facilitate in the production of the survey's outcomes.

Results from initial review of the literature

The key authors in this field/subject area

The main authors in this subject include Saunders M. Lewis and P. Thornhill in their book Research Methods for Business Students. The book has given a good outline research methodology. It has outline all aspects required to carry out a successful research.

The main debates on the challenges posed by technological advancement

Technological advancement calls for frequent change in the use of current technology for within a short duration it is regarded as obsolete. Old technology prevents an organization from acquiring a competitive edge. Emerging technologies has resulted to certain norms such as telecommuting, telework and remote reporting. This means that workers can remotely work from their home unlike the traditional way where by workers had to report to the office. These technologies advocate for flexible work schedules and the human resource department has to adopt means of accommodating it. For this type of arrangement to succeed, there has to be mutual agreement between the workers and the employer. Despite the challenges encountered by technological advancement, there are some advantages that are realised as a result of their implementation. Data managed is made easier and…… [read more]


Ethical Issues in HRM Term Paper

… Thus, the department should make proper and efficient working time schedules for the workers. It should map the actions to be performed, and at the specific time hence; facilitating a better flow of work within the organization (Billsberry et al., 2005). In so doing, the department creates the right attitude that is not just about reporting to work on time, but also that the time spend at work place is proportional to your output.

The other strategy that we can apply is that of improving the organization's culture (Mathis & Jackson, 2008). As the human resource, it is important to observe the organizations culture. After identifying the needs of the organization, we should look at the relevant areas that need change and improvement. It is important to note that personal fulfillment is, however, better hence the change should be relevant to every staff. The HR then analyses the aspects of change by collecting data needed to make changes in the culture of the organization. The HR also prepares the employees for the change by either talking to them or showing them the need for change. The change is then implemented within the specified period for execution.

It is paramount to keep in mind that not all organizations needs are the same. Strategies that work on certain clients may not work in other organizations. There are a few issues that may arise. Such ethical issues include privacy in the organization (Mathis & Jackson, 2008). For instance, if the privacy factors conflict within the organization strategies, it is the responsibility of the human resource manger to choose what to and this may put the department in a dilemma.

Another ethical issue that may arise is that of lack of cultural awareness. This is especially so if the organization is multinational. There may be conflict of customs and beliefs in accepting the changes that come with various strategies. Also, the culture of the organization, if the environment within does not recognize the need for the change in culture or it is conservative, this may put the HR in a dilemma (Billsberry et al., 2005). In addition, the issue of compensation is also relatively delicate and thus in the implementation of the plans the HR may face dissatisfied workers hence dilemma arising.

It is imperative for corporations to have a human resource management strategy so as to have a competitive advantage in the business environment. With an effective working strategy, completion from businesses that have similar line of work is reduced, and it becomes easy to achieve the goals and targets of the organization.

References

Billsberry, J., Salaman, G., & Storey, J. (2005). Strategic human resource management: Theory and practice. London [u.a.: SAGE.

Mathis, R.L., & Jackson, J.H. (2008). Human resource management. Mason, OH:

Thomson/South-western.

Snell, S., & Bohlander, G.W. (2013).…… [read more]


How it Affect a Business Career Term Paper

… ¶ … Psychology and Human Resource Management:

The field of Human Resource Management has developed to become an important part of the business sector or world to an extent that no business enterprise or corporation can operate without it. This… [read more]


Organization Behavior Human Resource Management Research Paper

… All these financial and non-financial packages are offered to motivate and retain the existing employees and attract the best talent from the industry in both fresh and experienced employee categories.

Training and Development:

Wal-Mart also provides extensive training to its… [read more]


Role of HR Human Resource Term Paper

… Additionally, effective manpower staffing requires that human resources make sure that an organization is not over-staffed as that may lead to a loss of revenues and efficiency, and creates workplace redundancy. To combat this risk, human resources must make sure that they employ competent workers. Furthermore, human resource management must clearly define what jobs entail to help prevent redundancy. Interviews conducted by human resources will further help to determine an employee or candidate's aptitude, achievements, and intelligence (Human Resource Management, 2011).

An employee advocated, one of the most important things that human resource management is responsible for is employee motivation. The evaluation of employees within an organization can be used to figure out to what extent an employee is motivated to perform his or her job. This evaluation will then help to improve an organization through employee improvement, the identification of prospects in an existing employee base, and helps to link job performance to financial rewards. Additionally, human resources must monitor an employee's mental and physical health and help to retain existing talent while simultaneously attracting new talent. One way in which human resources helps in these legal proceedings is to make sure that the organization complies with federal labor regulations.

Through the fulfillment of operational and strategic roles, human resources ensures that an organization is externally and internally healthy and that it continues to operate in the most efficient manner possible.

References

Human resource management. (2011). Accel-Team. Accessed 14 September 2012. Retrieved

from

Human resource management (HRM) (2011). Management Study Guide. Accessed 13

September 2012. Retrieved from

The role of HR in strategic planning." (Fall 2008). The Frelix Group. Accessed 13 September

2012. Retrieved from [read more]


Human Resources Research Paper

… (Harwood, 2012, pg. 284)

Stage 2: In this step, an outside consultant will be brought in. They will serve as a potential customer. Their job will be to see how well this person interacts with them and the kind of… [read more]


Human Resources Sexual Harassment Essay

… Human Resources

Sexual Harassment: Sexual harassment is unwelcome behavior directed at the opposite sex that is deliberate or repeated, not asked for or returned and which affects the terms and conditions of employment (Sexual Harassment Policy, p. 2). Courts and employers generally use the definition of sexual harassment contained in the guidelines of the U.S. Equal Employment Opportunity Commission (EEOC). This language has also formed the basis for most state laws prohibiting sexual harassment. The guidelines state (See the Free Dictionary "Sexual Harassment"): Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when: 1. submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; 2. submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individuals; or 3. such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment. (29 C.F.R. § 1604.11 [1980]). Sexual harassment can take any or all of the following three forms (see Sexual Harassment Policy, pp. 2f.): 1. Verbal Harassment: Epithets, derogatory jokes or comments, slurs or unwanted sexual talk. It also includes verbal abuse of a sexual nature such as graphic verbal commentaries about a person's body, sexually degrading words used to describe an individual, propositioning, suggestive or sexually graphic letters, notes and invitations. 2. Physical Harassment: Assault, battery, impeding or blocking normal movement or interfering with work, and unwanted touching such as, pinching, grabbing, patting. 3. Visual Harassment: Derogatory posters, notices, cards, calendars, bulletins, cartoons, graffiti, photographs, signs, drawings, protracted staring or gestures. The three forms of sexual harassment, described above, can be exhibited as one of two types of sexual harassment: Quid Pro Quo Harassment or Environmental Harassment (see Sexual Harassment Policy, p. 4): 1. Quid Pro Quo Harassment: Unwelcome sexual advances, requests for favors, and other verbal, physical or visual conduct of a sexual nature when: a) Submission to such conduct is made a term or condition of a person's employment, b) Submission to or rejection of such conduct is used as a basis for employment decisions affecting such person. 2. Hostile Work Environment: Any of the forms of unwelcome behaviors of a sexual nature that are severe or pervasive enough that it either alters a condition of employment or creates a hostile or abusive work environment.

Reference List

Sexual Harassment Policy and Complaint Procedures. 1-5. Accessed 20 November 2011.

< www.co.imperial.ca.us/.../FormsDownloadGuidelinesandDocuments/>

The Free Dictionary. "Sexual Harassment." Accessed 20 November 2011.

< legal-dictionary.thefreedictionary.com/sexual+harassment>

Americans with Disabilities Act (ADA): The Americans with Disabilities Act is the single most important piece of legislation to improve the lives of people with disabilities. It turned 20 years old on July 26, 2010. Changes made by the ADA Amendments Act of 2008 (P.L. 110-325) became effective on January 1, 2009. The ADA prohibits discrimination on the basis of disability in employment, State and local… [read more]


Owen, C. ). Human Resource Management Annotated Bibliography

… Owen, C. (2005).

Human Resource Management. International Digest. Web. 29 March 2011.

Building your people for the profit of your business

Claire Owen, (Founder and managing director of Stopgap, a UK marketing recruitment agency specializing in both freelance and permanent… [read more]


Human Resources Unions When Unions Were First Term Paper

… Human Resources

Unions

When unions were first introduced, membership in the United States rose steadily, but has declined sharply over the last few decades. The AFL-CIO divide which was largely a consequence of differences over the reasons for this decline… [read more]


Culture Human Resources Term Paper

… Culture

Human Resources

The most important resource that companies can exploit in order to gain competitive advantage is represented by human resources. Although technical and financial resources are of extreme importance to companies' development it is the human resources that generate value. The importance of human resources can be observed in the vast literature and studies that have been conducted in the field. Given the implications of human resources aspects, the discipline of human resources management is trying to provide some standards that can be applied by companies in order to benefit from increased productivity and efficiency.

Human resources are managed differently in accordance with the culture of the country in which the company in case does business. There are significant cultural differences between the Western civilization and the Asian culture. The characteristics of countries in these regions are reflected in the behavior of companies, managers, and employees. For example, there are numerous differences between the U.S. And Japan regarding their approach to human resources management.

The analysis of these countries' approach is based on Geert Hofstede's cultural dimensions approach. The dimensions included in Hofstede's approach are: the power distance index (PDI), individualism (IDV), masculinity (MAS), uncertainty avoidance index (UAI), and long-term orientation (LTO).

In Japan, the PDI is 50, while in the U.S. PDI is 35, the world average being 52. IDV in Japan is 42, in the U.S. is 91, while the world average is 40. MAS in Japan is 90, in the U.S. is 62, and the world average is 58. The UAI in Japan is 88, in the U.S. is 42, and the world average is 60. The LTO in Japan is 75, in the U.S. is 25, and the world average is 43. These values are on a scale from 0 to 100 (Hofstede, 2009).

In Japan's case, the dimensions that are significantly different from the world average are MAS, UAI, and LTO, which are higher in the Japan in comparison with the world average. In the case of the U.S., the cultural dimensions that are significantly higher than the world average are represented by IDV and MAS.

This means that a high masculinity index indicates that in Japan there is a higher degree of gender differentiation of roles. In other words, in such a society the male are significantly dominant. The power structure in Japan is also dominated by the male. As a consequence, the female population in the Japanese society is determined to become more assertive and competitive, orienting towards the male role model.

Japan's high UAI level indicates a society with many rules, and that tries to control results. In addition to this, it means that Japan has little tolerance for the variety of ideas, thoughts, and beliefs.…… [read more]


Florida Company Fastens Its Sights on Global Growth Case Study

… Human Resources

Pay Decisions at Performance Sports

The first thing employers have to consider when developing compensation packages is equality. It is extremely important that businesses maintain internal and external fairness. Internal equity has to do with the fairness that exists between employees in the same business. External equity has to do with the relative wage fairness when compared to wages with other companies. Regardless of the compensation level, if either internal or external equity is not right, a business will often experience employee dissatisfaction. Employees will often begin to balance their performance through a variety of ways like decreased productivity to absenteeism and eventually to leaving the company altogether (Fogleman, 2004).

Broad banding is one way that can be used to determine a fair wage. This is often done by a market survey. These are normally fast and an easy way figure out compensation guidelines for many organizations. By making a few phone calls to other, similar businesses it can be determined what the market value is for a specific job. Five competency levels have been developed in order to classify employees according to three different criteria. These include authority to make decisions, skill level and supervisory capacity. Every employee can be classified by job title and competency level by using a capability scale. Employees who have similar skill levels or competency are grouped together in compensation bands despite their job title. These bands then compensate like employees at like rates across the entire organization and serve to maintain both internal and external equity (Fogleman, 2004).

In the traditional way, pay is thought to be an entitlement that employees get in exchange for showing up at work and doing well enough to avoid being fired. While base pay is awarded to employees with no consideration for performance, incentives and bonuses are extra rewards that are given on top of that in gratitude of a person's extra efforts. Pay-for-performance is a new way of doing things that is moving away from the traditional entitlement concept. A pay-for-performance plan adds to the base pay or merit increases in order to reveal how highly employees are rated on a performance assessment.…… [read more]


Human Resource Development Program Essay

… Human Resources

HRD Development Program

Pathways is a Human Resource Development (HRD) that will be evaluated in this work. This program is structured to help employees to widen their personal as well as their organizational skills, understanding, and aptitudes. Human… [read more]


Human Resources Dashboard Creating Human Resource Value Research Proposal

… Human Resources Dashboard

Creating Human Resource Value

People are the greatest resource that a company has in its possession. The ability to obtain, retain, and manage human resources has a measurable impact on the company's bottom line. Proper management of… [read more]


Human Resources Companies That Pursue a Low-Cost Essay

… Human Resources

Companies that pursue a low-cost strategy tend to apply that strategy throughout the organization. Therefore, the most likely compensation mix is weighted heavily towards the intrinsic compensation.

The pursuit of a low-cost strategy implies that a company is attempting to be the absolute lowest-cost competitor, rather than being merely a low-cost competitor. The latter would not represent a source of competitive advantage. To achieve the position as the lowest-cost competitor in an industry requires complete organizational buy-in. Costs must be trimmed in every way possible, especially when other firms in the same industry are attempting to utilize the same strategy. As a result, the extrinsic compensation (pay) in such organizations is often in line with or lower than the industry standards. Executives in such companies must be willing to take such salaries, if for no other reason than as a demonstration of their commitment to cost reduction. This holds true even at the highest levels, because the organizational culture permeates from the top down, and successful adoption of a low-cost strategy requires low-cost pursuit to be an integral part of the corporate culture.

In situations where extrinsic compensation is relatively low, there must be offsetting intrinsic compensation. Such intrinsic rewards can be, for example, the sense of belonging to the industry leader. Further, the recognition that one will receive at later career stages for successful contribution to cost leadership is another strong intrinsic reward. Companies pursuing a lowest-cost strategy require top talent, to find creative ways to reduce costs. Without offering unusual extrinsic rewards, the firm must therefore offer a strong package of intrinsic rewards. Achieving difficult tasks such as reducing costs at a firm that is already a cost leader can constitute a high level of intrinsic reward. Indeed, lowest-cost companies that do not offer such rewards may find it difficult to attract key talent even with higher extrinsic packages.

2) One of the most controversial topics in human resources is the concept of the minimum wage. Proponents of minimum wage increases cite the cost of living and the need for a "living wage." Opponents cite declines in employment.

Both claims are somewhat spurious. Studies have shown that employment does not decline when the minimum wage is increase (Card & Krueger, 1997). On average, businesses make no significant changes as a result of increasing the minimum wage; although they may pass the costs onto their customers. This is in part because such companies are already operating at high levels of efficiency, since they are typically adopting lowest-cost strategies, and the minimum wage affects all competitors equally.

Proponents of raising the minimum wage would suggest that this means a living wage can be offered. However, there is little consensus on what constitutes a living wage. Moreover, raising the minimum wage will reduce the incentive for higher education, which produces a net drag on the economy. Another consideration is that minimum wage is not intended as a living wage; minimum wage earners are typically workers transitioning into the workforce,… [read more]


Growing for Broke Case Study

… ¶ … relevance to the human resource side of Paragon Tools, and what the merger would mean for the human capital of Paragon. The central problem in this case study is whether Paragon Tools should acquire MonitoRobotics or not, and how much that acquisition would cost the company. The underlying issue, however, is how it would affect the human resources department, and how not acquiring MonitoRobotics would affect the human capital of the company. Throughout the study, consultants, managers, and staff weigh the pros and cons of the issue, but interestingly, no one brings up the human resource concerns, which seem to be quite vital to the overall outcome of this case study.

Relevant factors in this case study include the growth of the company via the acquisition, which would include expansion in hiring and training. The growth would also change the corporate culture of the company, elicit up-to-date and immediate human resource planning, and could actually add to the overall employment picture in the community. The author of the work also alludes to the fact that the CFO might leave the company if the acquisition occurs, which would lead to an executive job search, which could leave the company in flux and transition at a crucial time. Clearly, this would be a very challenging time for the human resources department, and yet, the study barely alludes to this.

One of the areas this merger would create and improve is the services division, and this is a key factor in the study. Littlefield, the CFO, wants to do away with the division, while it would grow larger if the merger occurred. Thus, there could be two very different results for human resources to deal with. If the services division is closed, human resources must deal with layoffs in the department. They might locate and identify other jobs within the company for some of the workers, and they would have to deal with terminations, counseling, resume help, and the myriad details that come from a large-scale layoff.

On the other hand, if the merger goes through, they would be responsible not only for hiring new staff members to fit roles in the services department, they would certainly be charged with helping at least some MonitoRobotics staff members transfer to Paragon, while dealing with the layoffs and transfers that a merger would bring. They would also have to identify and create training modules for new and transfer employees, and develop training for the new systems and services as they were developed throughout the company. This would be an extremely important function of the department because it would help define the shape of the new company, and it would determine how successful the new company would be, because it would have to be developed very quickly and efficiently to be effective, and it would have to be cost effective and easily implemented, as well.

The…… [read more]


Human Resources Function Term Paper

… Human Resources

Managing Underperformers and Turnover at Cardington Yutaka Technologies, Inc.

Cardington Yutaka Technologies, Inc., is a subsidiary of Honda Motor Company, Ltd. Cardington Yutaka is a supplier of pre-market components for cars assembled by Honda. Their products include torc… [read more]


Human Resource Challenges Within the Airline Industry Term Paper

… ¶ … worldwide airline industry faced continual and accelerated changes from the middle of the twentieth-century until present day. These changes were precipitated from economic, political, and environmental conditions and events. The ever-changing nature of the airline industry has presented… [read more]


Politics of Performance Appraisal Term Paper

… Human Resources

Performance Appraisal

In your opinion, and from a Human Resource Manager perspective, what are the objectives of employee performance evaluation?

The objectives of an employee performance evaluation should be to honestly evaluate the employee to motivate them and give them areas where they shine, and where they need to improve. It should be an honest appraisal of their work and their work habits. However, as this conversation clearly indicates, that is not always the case. Often politics, personal feelings, and general day-to-day operations creep into the appraisal, creating problems instead of solutions.

As one of the managers notes, some appraisals are completed as a way to get rid of an employee by moving them through the ranks of the company so they do not have to deal with them anymore. Others are a note to the employee that they should be looking for another job, rather than basing their future with the company. Some of the evaluations seem fair and balanced, but many others seem…… [read more]


Human Resource Management With Regard to Interviewing Term Paper

… ¶ … human resource management with regard to interviewing process.

As a human resource management consultant, I feel it is important that I screen job candidates carefully not only to locate the most professionally qualified, but also to locate the candidates that would work well together as part of the current company team.

In an interview situation there are three questions I never fail to ask.

How would you describe yourself?

The reason I believe that this is an important question in an interview is that it provides the opportunity for me to assess not only what the person is like by his or her description, but it also allows me to ascertain how confident the candidate is based on the ease with which the candidate relates his or her self description.

What influenced you to choose this career?

It is important to try and understand why the candidate wants to have this particular career. If it is because it was expected by family members or because it was the only scholarship offered, the candidate may not have the drive and internal motivation to give 100% to the company. However, if the candidate describes a love for the industry and the plans he or she has for future career moves, I know I am speaking to someone who is willing to work hard to succeed.

What do you think it takes to be successful in this career?

This is a very important question as…… [read more]


HRM Policies Programs Term Paper

… ¶ … Human Resource Management. The writer explores the field and illustrates the differences that the industry can make when it comes to the smooth operation of a company. There were five sources used to complete this paper.

The field of Human Resource Management has become one of the hottest majors in universities today. Those who leave school with a degree in the field anticipate not only fulfilling work but an extremely satisfactory financial ladder to climb as well. The reason the field is exploding is because it is a field that has benefited the work industry significantly and promises to continue doing so in the future.

WHAT IT IS Whether it is the recruiting and training of new employees, the overseer of benefit packages or the distasteful task of organizing massive layoffs, the Human Resource Management field is an interesting one that plays an important role in the overall organizational effectiveness of an organization.

Before one can determine that effectiveness one should have an understanding about the field and what it involves.

Human Resources Management is a department within an organization that is responsible for the manpower of that company. Whether it is a company that makes a million widgets a year, or a company responsible for the design of the next nuclear bomb the Human Resources Management team provides the workforce, the benefits, the labor dispute assistance and the training for the company to run more smoothly.

Long before the field of Human Resources Management became popular companies had to keep track of the many details involved with hiring, training, raises, vacations and termination of employees. As governmental mandates moved into the picture with regards to work environment, required training and other elements of production those tasks became overwhelming for companies to deal with.

Today the policies of Human Resources Management make a tremendous difference in the operations of a company. In addition, those policies and programs have an overall positive impact on the effectiveness of the organization.

A recent study examined the measurable impact that Human Resources Management had on the companies that were part of the study. The study looked at 175 Dutch high performance companies and found that the policies and programs provided by Human Resources Management departments helped maintain the smooth operation and high performance of those participant companies (Hartog, 2004).

Another recent study examined the value of Human Resources Management as an industry (Becker, 2003).

Using a human benchmark system the study explored the effectiveness that the department has on the outcome of the organizations that use HRM.

The researchers outlined the fact that they believed using external factors as benchmarks was the wrong avenue to take as it would not be a true measurement of the success or failure of HRM within a company (Becker, 2003).

Because of this belief the study focused exclusively on the internal human benchmark system to accurately determine whether HRM is something that provides a value benefit to the company that it is in.

Using a mapping… [read more]


Measuring Human Resource Effectiveness Term Paper

… But since the company needs an overall picture, this deficiency of the method can be ignored. To complete the picture however, the firm does need the other method as well i.e. cost per employee. This should be done along with the first method to come to a more reasonably accurate conclusion. The cost per employee is determined by dividing total costs incurred with the number of employees. This allows the firm to see if it is incurring too much, too little or just the right amount. It is an important part of measurement since revenues cannot give a complete picture. For example, if a firm finds out that its revenue per employee is $10,000 which is considered high and good by the employers, but later discovers that average cost per employee is coming to $5,000, then revenues will no longer be important because it would become clear that the firm is not getting anything out of its…… [read more]


Business/Human Resources Human Resource Management Term Paper

… Business/Human Resources

Human Resource Management is very crucial for any company in today's workforce. The Human Resources department develops policies and procedures within the company and must be prepared for any issues that may arise. They must have full knowledge… [read more]


Role Played by Human Resource Term Paper

… Ingersoll-Rand's was suffering from growing pains. Human resources management stepped in to offer training to employees as new technology was being introduced. With this in mind, it is safe to say that not only did the company's rate of growth influence the strategy but also the need to have new technologies implemented in order to say competitive with rivals. For Maid Bess the issue of labor intensity and costs also played a role in making changes that would retain employees. They saw a need to focus on the employee to make their company a better place to work and therefore, remaining at a competitive advantage.

Question 4:

The managerial trends seen in these case studies are varied. It seems management has its hands full with concerns of labor, costs, competition, market share and overall growth both of the company and employee. Change is a big issue as these trends in order to keep up and stay cutting edge require implementation of change. Also it appears that human resources management plans a great role in keeping communication open between management and employees. This betters the chances of trends having a positive influence on business outcomes. It is an integral element of strategy that an organization must remain ahead of trends or at least be aware of existing trends as to take advantage of selling to that market. When it comes to trends, the name of the game is profit and how to maximize a trend or minimize its negative influence. A good example of this is People's Bank in that they saw a trend and took it as a sign of rethinking the strategy. They implemented the strategy, which resulted in a complete restructuring but it paid off in the long-run.

Question 5:

Ingersoll-Rand used employee training of advanced technologies to allow their employees growth and confidence in their work. Part of remaining competitive and at an advantage in the market place is to allow empowerment of employees. This creates a positive working environment, one where people want to come back and enjoy what they do. This in turn, creates employees who are creative, flexible and innovative in their thought processes. This can be rewarding to the organization as it will benefit from employees who think outside of the box and believe in creative thinking. By empowering employees, this also creates an element of trust between the employees and their managers. This promotes an environment where the communication channels are open to new ideas. In the long-run, this creates a workplace where people stay and this in turn is advantageous to the employer as this reduces the cost of rehiring and training but also gives the company a positive image to the public of a good place to work.

Reference

(Writer's note: I did not have the book information so I gave you a guideline in which to reference it later).

Last name, first initial. (year of publication). Title of…… [read more]


ROI From Employee Education Term Paper

… Yet, today's business environment increasingly calls for an organization's ability to use employee expertise, at all levels, as a factor in the very shaping of business strategy. Implicit in this is the need for HRD to not just support the… [read more]


Human Resources in the Next Essay

… Another trend that currently affects human resources that will continue to grow is globalization. Organizations are now struggling with many issues related to globalization and diversity that is being driven by the trend. As the world continues to globalize, organizations will inherently contain more diversity within them as well as deal with more diversity in the external environment. However, at the same time, globalization and international business is also working to create a globalized business culture. For example, English has been the first choice for languages in the international community and this will likely to remain the case. Thus students in many foreign cultures are being taught the factors involved in the international business community such as the English language and other cultural factors. Therefore, the international business community might be more standardized than it is today as different cultures merge into one business culture.

Corporate social responsibility will also be a primary consideration of HR departments in the next fifty years. Organization are increasingly expected to contribute to better management of external and internal factors related to ecological concerns as well as social sustainability issues. As the growing concerns about the environment continue to become more transparent, organization will be expected to become better stewards of their operating environments. Furthermore, as inequality in the world continues to grow, organizations will also have a responsibility to extend their social contributions to the local communities in which they…… [read more]


HRM the Company Research Paper

… The first is that it needs to have highly trained workers. As one of the biggest advertising companies in the world, its sales staff need to be able to deal with major clients. As a technological leader, Google needs to ensure that its technical staff operate at a higher level than those of its competitors in order to maintain its technological competitive advantage. Google is therefore in a position where HRM can do a few things to attract, train and retain the most talented people. The first thing Google needs to do is to ensure that knowledge of its openings is broad, thereby expanding the base from which it can draw talent. It needs to have a great employer brand, because top talent likes to work only for the best company. Indeed, Google seeks to tap into the intrinsic motivation that top people have in order to attract talent.

The HRM department also needs to ensure that Google's employees remain with the company. This means setting out compensation that exceeds the market norms, because the company wants to get the best talent. Especially in advertising sales, you need to pay more than the competition to get the best salespeople. Google also needs to maintain its leadership. Relying on intrinsic motivation is not enough -- the HR department needs to ensure that job descriptions allow the company to fulfill its strategic objectives, and provide management with opportunities to measure the effectiveness of individuals, as a key element of the strategic control function.

References

Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal. Vol. 39 (4) 779-801.

Boudreau, J. & Ramstad, P. (2005). Talentship, talent segmentation and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management. Vol. 44 (2) 129-136.

Shih, H. & Chiang, Y. (2005). Strategy alignment between HRM, KM and corporate development. International…… [read more]


Changing a Human Resources Department A-Level Coursework

… I anticipate the HR Department will be fully on board with the New Standard by March 1, 2015. However, even if the plan's implementation takes an additional 3-6 months, the HR team will have accomplished its goal. Furthermore, other workers' resistance to the change will be welcomed as the first step in changing the corporation for the better through a more effective, respected HR Department. This process will address the HR Department's Core/Culture, Identity, Beliefs, Capabilities, Behavior and Environment, ideally resulting in lasting, positive change within the HR Department and within the larger context of the company.

3. Conclusion

True changes in the HR Department will occur within the system -- the Core, Identity and Beliefs of the organization -- in order to change the symptoms, which are the Capabilities, Behaviors and Environment. In order to change those attributes, a great deal of groundwork must be done, including determining where we are and where we wish to be a year from now. Ideally, the HR Department performs 10 vital functions for a company and I would draw up the plan based on those functions. I will submit the plan to my HR coworkers and anticipate roughly 5 phases: resistance; mockery; usefulness; habitual; and new standard. I anticipate the HR Department will be fully on board with the New Standard by March 1, 2015. However, even if the plan's implementation takes an additional 3-6 months, the HR team will have accomplished its goal.

Works Cited

Changing Minds. (n.d.). Initial Concerns. Retrieved March 3, 2014 from changingminds.org Web site: http://changingminds.org/disciplines/change_management/psychology_change/intial_concerns.htm

Comaford, C. (2013). Smart tribes: How teams become brilliant together. New York, NY: Penguin Group.

Jones, J., Aguirre, D., & Calderone,…… [read more]


Human Resources -- Employee Separation A-Level Coursework

… This ensures uniformity and documentation;

h. In the case of termination, whether voluntary or involuntary, a face-to-face, private and direct meeting with a superior who frankly tells the employee why he/she is being terminated (Wood & Karau, 2009), so as… [read more]


Human Resources -- Controlling Benefits A-Level Coursework

… In these ways, ALCOA controls health insurance benefits costs while presenting its options as attractive benefits to attract talent and retain employees. This is wise on ALCOA's part, as its compensation plan directly impacts its strategic goal setting process by freeing up funds for other company goals, attracting certain types of employees, retaining its workforce and attracting a diverse workforce. In aid to a company's strategic goals, a Human Resources Department would develop benefits options that are attractive and supported by the company's budget, clearly and attractively present those benefits to current and prospective employees, implementing those benefits and constantly refining the process so employees can readily access their benefits. The accurate, timely and effective administration of these benefits assists the employer as well as the employee. Research has shown that talent acquisition, employee retention, job satisfaction, employee productivity and strong employer-employee relations are all directly correlated to accurate, timely and effective benefits administration.

Works Cited

Aluminum Company of America. (2014). Alcoa benefits: Prescription Drug: Overview. Retrieved February 2, 2014 from www.myalcoabenefits.com Web site: http://www.myalcoabenefits.com/benefits/en/info_page/prescription_overview.asp

Aluminum Company of America. (2014). Alcoa: Benefits: Medical: Overview. Retrieved February 2, 2014 from www.myalcoabenefits.com Web site: http://www.myalcoabenefits.com/benefits/en/info_page/medical_overview.asp

Anonymous. (2010, August). Controlling benefits costs, increasing productivity key employer concerns. Retrieved February 2, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/744089057

Anonymous. (2011, June). Controlling benefits costs. Retrieved February 2, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/881277451

GlobalPost. (2014). Examples of Human Resources Goals & Objectives. Retrieved February 2, 2014 from everydaylife.globalpost.com Web site: http://everydaylife.globalpost.com/examples-human-resources-goals-objectives-39961.html

Self-Insurance Market.com USA. (2013). Self-insurance market - employee satisfaction. Retrieved February 2, 2014 from www.selfinsurancemarket.com Web site: http://www.selfinsurancemarket.com/articles/view/10050/employee_satisfaction… [read more]


HRM Most of What Betty Assessment

… HRM

Most of what Betty did was wrong in her approach to Sue. The first thing is that she issued a written warning with no hard information. Essentially, Betty did not undertake a serious investigation and therefore all she used to write up the written warning was hearsay from one patient and some co-workers. This runs contrary to HRM best practices, which require a full and proper investigation when there is to be disciplinary action. An employee should be presented, if possible, with evidence stronger than hearsay. Betty should have at least been a first-person witness and been able to compare her observations with guidelines for behavior.

The second problem for Betty is that she did not seem to have any set guidelines. Thus, Sue likely was given no instruction with respect to expectations on the job. She is not a customer service rep, so while it is reasonable that Sue would be aware of the need to be at least civil, she seems to have been judged here against a standard she might not have even been aware of. If there are specific standards and expectations regarding employee behavior, the employee needs to be aware of those.

The third problem for Betty is that she did not allow any feedback from Sue. First, she should have talked to Sue first, before issuing a written warning. Second, when issuing a written warning, Betty needed to have feedback from Sun at that point. Shutting down the conversation, instead of engaging with Sue is not only against best practices, but it damages the employee-employer relationship. Furthermore, this is something that Sue could use if a wrongful dismissal suit, that she was forced to sign a Final Written Warning without being allowed to say a single word in her defense or having been asked anything about the issue. Betty's communication style here is a bigger problem than Sue's.

Now Betty has created an even bigger mess. First, she is setting the hospital up for a wrongful termination suit. Such suits can be costly, not only to fight but to settle where there are issues of pay remuneration, loss of earning capacity and punitive costs associated with such suits (Ireland, 2011). If Betty wants to remove Sun from the organization, she needs to do this in a manner that does not expose the company to these kinds of risks.

The second issue Betty has now created is a significant rift within the department. If she was worried about morale, she should fire herself. Betty's actions were completely inappropriate. Now there is a bona fide morale problem where one worker feels that she is being singled out for punishment unfairly, completely mistrusts everyone in the department, and knows that many people in the department are "out to get her." This is not a good situation, and if Betty wanted to handle this properly she needed to talk to Sue directly. She should not have talked to other staff members at all, nor told Sue that… [read more]


Human Resources -- Performance Management A-Level Coursework

… Leadership for analysis could be exercised by knowledgeable American and/or Chinese nationals identified as having potential for effective global mobility (Schwartz & Liakopoulos, 2010) and/or a multinational team of experts in surveys and/or rating narratives and/or self-assessments (Brocato, 2003), data collection and analysis (Pulakos, 2004, pp. 9, 15). In addition, feedback would certainly be gained by the individuals/team, management, employees and customers via the data collected and analyzed in order to make the greatest return on investment within the Chinese culture.

Measures involve quantifying criteria like "timeliness, completeness, reliability and consistency" (Boudreau, 2006) in areas having the greatest consequence for the company. Here, with constant mindfulness about "impact, effectiveness, and efficiency," the company would measure those criteria within the context of Chinese culture in areas such as wages and bonuses -- which are taking on greater importance in ever-modernizing Chinese society (Magana & Stai, 2011), market value and employee turnover for the greatest return on investment. Leadership for measures can be exercised by knowledgeable Americans and/or Chinese nationals who are identified as having effective potential for global mobility (Schwartz & Liakopoulos, 2010) and/or a multinational team of experts (Pulakos, 2004, pp. 9-10) and feedback can be obtained by these individuals / team members, as well as by management, employees and customers.

Process involves managing knowledge and making changes within the organization based on "social structures, knowledge frameworks, and organizational cultural norms" (Boudreau, 2006) for the greatest return on investment. Here, still focusing on "impact, effectiveness, and efficiency," Human Resources must attentively make its decisions based on Chinese culture in the form of its social structures, frameworks and cultural norms in areas such as wages and bonuses (Magana & Stai, 2011), the talent pool, cost reduction and turnover rates to achieve the greatest return on investment (Boudreau, 2006). Leadership for process can be exercised by appropriate Americans and/or Chinese nationals who are identified as having high potential for global mobility (Schwartz & Liakopoulos, 2010) and/or by a multinational team of experts (Pulakos, 2004, pp. 9-10) and feedback could be obtained from these individuals/team members, management, employees and customers.

3. Conclusion

Development, implementation and evaluation of a performance management system in a China-based U.S.-China joint venture whose employees are predominantly Chinese nationals should employ the LAMP framework. This method of "decision science" uses the tools of Logic, Analytics, Measures and Process to gauge talentship, and focuses on ROI through assessment of the three key issues of Human Resources: impact, effectiveness and efficiency. Particularly when dealing with Chinese culture, leadership should be assigned to American and/or Chinese national individuals and/or teams of experts who show exceptional potential for effective global mobility. In addition, feedback could be obtained through such avenues as surveys, self-assessments, and rating narratives by these individuals/teams, management, employees and customers, as appropriate. This special leadership and feedback would be necessary in establishing this American-Chinese venture due to marked differences between Western and Chinese culture. Through effective use of the LAMP framework, leadership and feedback, Human Resources should be able to… [read more]


Human Resources -- Skill-Based PAY&#8230 A-Level Coursework

… d., p. 3). In addition, Mitra et al. concluded from their studies of skill-based pay systems that 98 of 240 facilities in their sample employ some form of skill-based pay, though these tended to be younger, smaller organizations (Mitra, Gupta, & Shaw, 2011). The DeGarmo Group gives an even more glowing report of skill-based pay's usage, stating in 2008 that 30% - 67% of all Fortune 1000 companies employ skill-based compensation systems (Daly, 2008). Finally, Ledford maintains that skill-based pay is one of the most widely-used compensation plans, employed by such notable private sector organizations as: Mother Nature's Best (Ledford, Jr., 2011, p. 2) and Proctor & Gamble (Ledford, Jr., 2011, p. 5). In sum, though skill-based pay is not the only compensation used by organizations, has clearly caught on and is one of the most dominant plans implemented since 1987.

3. Conclusion

The skill-based pay structure was developed in sharp contrast to the traditional job-based pay structure. Compensating an employee according to skill set, skill-based pay systems aim to develop multi-skilled employees through the development of horizontal, vertical and depth skills. Ideally, this concentration on employees' personal development leads to flexibility, increased productivity, greater job satisfaction, lower absenteeism and lower employee turnover. Though skill-based systems provide a number of advantages, they also present drawbacks such as: the necessity of reserving greater company resources for employee compensation; lower productivity while limited resources are devoted to employee development; and the inexperience of employees as they develop skills.

Considering the benefits and drawbacks of skill-based pay, in 1987 Lawler and Ledford predicted that skill-based pay would catch on in the private sector. In retrospect, their prediction was largely accurate, as skill-based systems continue to grow in popularity, have been boosted in some Asian countries due to the demands of globalization and are currently being used by a significant number of Fortune 1000 companies, including Mother Nature's Best and Proctor & Gamble.

Works Cited

Byers, L.L., & Rue, L.W. (n.d.). Human Resource Management, Ninth Edition, Chapter 13: Base wage and salary systems. Retrieved September 1, 2013 from www.google.com Web site: http://www.google.com/url?sa=t&rct=j&q=byers%20and%20rue%20wage%20and%20salary%20ch.%2013&source=web&cd=1&cad=rja&ved=0CDgQFjAA&url=http%3A%2F%2Fwww.midlandstech.com%2Fbusiness%2Fbcox%2FMGT%2520201%2Fbyars%2520rue%2520ppt%2FChap013.ppt&ei=vLGnUZbbK8HqrQH2

Daly, D. (2008). The effectiveness of skill-based pay systems. Retrieved September 1, 2013 from www.degarmogroup.com Web site: https://www.degarmogroup.com/index.php/the-effectiveness-of-skill-based-pay-systems / de Silva, S. (n.d.). An introduction to performance and skill-based pay systems. Retrieved September 1, 2013 from www.ilo.org Web site: http://www.ilo.org/public/english/dialogue/actemp/downloads/publications/srspaysy.pdf

Lawler, I.E., & Ledford, J.G. (1986, Jan/Feb). Skill-based pay: A concept that's catching on. Retrieved September 1, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/196758209

Ledford, Jr., G.E. (2011, June). Skill-based pay. Retrieved September 1, 2013 from www.siop.org Web site: http://www.siop.org/userfiles/image/SIOP_SHRM_Skill_Based_Pay.pdf

Mitra, A., Gupta, N., & Shaw, J.D. (2011). A comparative examination of traditional and skill-based pay plans. Retrieved September 1, 2013 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/866416016… [read more]


Day Shadowing Interview Term Paper

… ¶ … Shadowing

For many, healthcare is a challenging and rewarding field of endeavor. This is because professionals have the ability to help others. Yet, they will face tremendous amounts of pressure from patients, dealing with various problems and administrators. One individual who plays an important role is the Director of Human Resources. This is because they serve as a go to person who will help to troubleshoot critical issues with the staff and assist in keeping the facility economically viable. To fully understand their responsibilities requires: describing their duties, analyzing the different roles / functions, providing insights into leadership behaviors and a summary of these experiences from the literature. Together, these elements will highlight the significance of this individual in addressing critical challenges inside a healthcare organization.

A description of the role and functions of the individual(s) within the context of the organization, and a synopsis of what you observed and the activities you participated in during the learning experience.

The Director of Human Resources has number of different functions they must embrace. The most notable include: conflict resolution, training / satisfaction, maintaining a strong corporate image and performing budgetary controls. Conflict resolution is when this person must ensure that they are addressing any kind of issues, which causes a problem between the different departments and individuals. Training and satisfaction is where they will help to establish protocols for new employees. At the same time, they will create procedures for maintaining and building accreditation inside the facility. Maintaining a strong corporate image is when they will work to ensure that the organization has a good reputation for high standards of quality and patient safety. Performing budgetary controls are focused on trimming workforce management costs in areas such as health insurance and employee benefits. These functions are important, as this person will help to troubleshoot challenges when they first arise. (H. Johnson, personal communication, May 15, 2013)

What was observed is that this individual will serve as a go between for the various departments, administrators and employees. Their job is to ensure that different concerns are addressed in manner which is helping to support the long-term financial needs of the organization. The activities that were participated in during this process include: watching how this person interacts with various stakeholders, addressing critical challenges and understanding their day-to-day responsibilities. (H. Johnson, personal communication, May 15, 2013)

An analysis of the primary roles and functions as they relate to nursing and patient services

When it comes to nursing and patient services, this individual will work with staff members to address any concerns they may have, provide training for new employees and ensure that everyone maintains the highest levels of accreditation. At the same time, they have the responsibility of making certain that patients are happy and the…… [read more]


Human Resources the Modern Workplace Essay

… The law states that retaliation by the employer or organization is just as illegal as discriminatory employment practices. If an employee believes they are being retaliated against, they should contact the EEOC office immediately (Facts About Retaliation, 2012).

Part 4 -- In this scenario, there is no standard of behavior that employees are held to, and in fact, the former manager tolerated theft of time and use of company resources. The first thing that the new manager should do is meet with Human Resources and work to publish an official Employee Manual, then have a meeting in which HR trains the employees and has them sign an agreement to abide by the rules. The new manager can also have a private conversation with Jennifer to indicate that there is about an hours' worth of time that is being used on personal business -- perhaps there is a compromise. Instead of updating Facebook and calls lasting almost an hour, use lunch or break time to make the calls and reduce their length.

Part 5 - This is an unfortunate situation in which a new party was subjected to a legal decision outside of his control. If the firm operates in an "at will" State, there is nothing Steve can do. If Steve has a contract with the organization, then he can seek legal advice for either reinstatement in another position or for some sort of settlement. However, it appears that Steve had not even passed the typical 90 day probationary period that is customary with a new employee, which hurts Steve's case. Instead, perhaps Steve could meet with Wayne and his manager and see if they can find room for him in another part of the company.

REFERENCES

Facts About Retaliation. (2012). U.S. Equal Employment Opportunity Commission. Retrieved from: http://www.eeoc.gov/laws/types/facts-retal.cfm

Workplace Web Budging 'Good for Productivity.' (2009, April). The Brisbane Times. Retrieved from: http://www.brisbanetimes.com.au/technology/workplace-web-bludging-good-for-productivity-20090402-9ktm.html

42 USC 2002 Code - Unlawful Employment Practices. (2000). Findlaw.com. Retrieved March 2013 from: http://codes.lp.findlaw.com/uscode/42/21/VI/2000e-2

Fastenberg, D. (2011, May). 10 Whistleblowers Heard Round the World. Jobs.aol.com.

Retrieved from: http://jobs.aol.com/articles/2011/05/30/10-whistleblowers-heard-around-the-world/

Johnson, R. (2004). A Piercing Look at Whistleblowing. The Center for Association

Leadership. Retrieved from: http://www.asaecenter.org/Resources/EUArticle.cfm?ItemNumber=11602… [read more]


Human Resource Management the Function Essay

… Moreover, benefits may include additional services that focus on the mental and physical health of employees, which helps to retain existing employees while simultaneously attracting potential employees (Human Resource Management, 2011).

Training and development is a third major function of human resource management. The creation of training programs can help solve performance issues within an organization (Burley, 2012). "Instructional design skills, as well as outstanding facilitating and presentation abilities, result in training programs that produce tangible results" for an organization (Burley, 2012). Evaluations help to determine where training and development is needed within an organization; evaluations can be performed by upper level management and/or include suggestions for improvement from employees. Training and developing employees for higher-level tasks and duties can help to raise efficiency and performance standards of an organization (Human Resource Management, 2011).

Performance management is the fourth major function of human service management. "Establishing and implementing a complete performance improvement process is an essential skill" and can help to determine compensation and benefits an employee is entitled to as well as help to determine if any training and development is needed (Burley, 2012). Furthermore, in order for performance management to be properly evaluated and implemented, a performance review process must be designed, maintained, and monitored (Burley, 2012). Human resource managers must also coach other managers throughout an organization how to utilize performance management tools to achieve maximum evaluation and performance management efficacy.

A strong human resource management department and team is necessary to ensure an organizations continued success. Furthermore, human resource management allows for the development of a relationship between employee and employer and puts procedures into place to resolve any issues that may arise.

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

Human resource management. (2012). Mansueto Ventures LLC. Accessed 3 November 2012,

from http://www.inc.com/encyclopedia/human-resource-management.html… [read more]


Human Resources Development and Training Term Paper

… Human Resources Development and Training

Diversity training intervention program -- Preliminary training plan

In January 2012, Kenneth Riley was shot and killed in an incident which involved the policemen at the present Police Department. The victim's son claims that, before… [read more]


Facilitating Job Retention for Chronically Ill Employees Perspectives of Line Managers and Human Resource Article Review

… Human Resource Management

Joke a Haafkens, Helen Kopnina, Martha GM Meerman, and Frank JH van Dijk.

"Facilitating job retention for chronically ill employees: perspectives of line managers and human resource managers." BMC Health Services Resources.

(2011) Vol. 11, No. 104. Published online 2011 May 17.

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3118107/

In two or three sentences, abstract the article. What is its major stated purpose?

Chronic disease is one of the most significant issues in the contemporary workplace because it is the single leading cause of loss of employment and disability that affects work adversely. Prior to this study, there had been no research into the approaches of line managers and human resource managers to mitigating the detrimental effects of chronic disease in the workplace. The purpose of this research was to identify issues and approaches considered important to the retention of employees suffering from chronic disease by both line managers and human resource managers.

2. Write down your immediate reaction (can be both intellectual and emotional) to the article.

On an emotional level, I was surprised and saddened to realize that chronic disease is such an issue in the lives of so many people and that it often is the main reason that people lose their jobs. In an intellectual level, I found it interesting to learn how the respective perspective of line managers and human resource managers dictates different approaches to the issues.

3. Does this article report on the findings of research?

Yes. Line managers and human resource managers shared certain perspectives: they agreed that knowledge about chronic disease and its effects on employees is important, that employees share responsibility for job retention, that certain adaptations are necessary, and that company policy must be clear. Meanwhile, line managers focused more on relations between management and employees and on knowledge transfer within organizations whereas human resource managers focused more on organizational culture and support for employees.

4. Does this article include an explicit research question, and/or specific hypotheses?

No. However, it is reasonable to assume that there was an implied hypothesis that line managers and human resource managers would value and focus on different elements and factors in relation to their respective understanding and approach to the issues.

5. Have the key concepts been operationalized into variables? If yes, which is the independent variable (causal) and which is the dependent variable (effect) and how will they be measured? If no, how would you go about making them measurable?

Yes. The key concepts were the different issues of focus as between different…… [read more]


Strategic Human Resource Management Essay

… However the two most important documents that indicate our success in the area of strategic management of HR are a) Employee turnover report and B) financial success over the last few quarters.

Employee turnover situation:

The document chronicles the improvement in turnover situation since 2007. In 2007, we had a reasonably high turnover rate of 15% annually. Though some would say that 15% was not something to worry about, it must be noted that we are a small organization and 15% for us means thousands of wasted dollars in recruitment and training. We need to control this turnover rate in order to able to become more cost efficient and also improve employee morale and productivity. We first identified the most common reasons for an employee to leave the organization within first two years of joining. We identified the problem areas and worked on them by paying closer attention to what employees needed and how it all could be changed so employees' grievances were effectively addressed and all necessary steps were taken to make them feel important and to give them a sense of ownership in the organization. These measures worked and last year we had only a 4% turnover rate which was a major improvement and we are consistently working to maintain and even lower the existing turnover rate.

Financial Gains:

The organization was doing well in 2007 as well but lately the financial health has improved significantly due to cost effectiveness that we have achieved through lower turnover and higher employee productivity. In the third quarter of 2007, the company reported profits amounting to $1.5 million and last year, we reported profits in the neighborhood of $2.2 million. The company attributes this success to effective strategic alignment of employee needs and company goals and we are very…… [read more]


Human Resources Management Gary Corbett's Dilemma Reaction Paper

… Human Resources Management

Gary Corbett's dilemma is one which many managers and supervisors face in their efforts to enhance productivity, streamline operations, and improve quality. The overriding issue becomes a noticeable decline in the efficacy of workers because the culture of the department or team is dramatically altered. In this particular case Corbett entered a situation in which the employees had built a laid back and social atmosphere in which they were allowed the freedom to work according to their specific timelines and styles. Corbett upon accepting the directorship should have immediately recognized this environment in which significant changes could upset the balance of productivity and employee effort. Interestingly, Corbett acknowledges that the employees in the department "get the work done" (Case Question 3. N.D.) however, he makes the fundamental error for managers; believing that instituting his methodology on workplace effort on the employees will produce superior outcomes. The problem with this outlook is it ignores that the department culture is the very reason that the work is completed.

For Corbett the fundamental issue is productivity which he incorrectly believes stems from a construction of "new procedures and rules" (Case Question 3. N.D.) designed to coordinate and direct the actions of the employees. Corbett's development of a new set of directives ensuring that "employees know exactly how to do their jobs" (Case Question 3. N.D.); upends a culture in which workers have a foundation of freedom and autonomy to work in ways that fit their unique profile. The inevitable result of Corbett's policies is the decline in ambition, motivation, and quality of work.

In the initial staff meeting Corbett indicates a desire for participative management with his open door policy however; his actions of chronicling worker activity are an obturation…… [read more]


Formal Human Resource Development Internal Proposal Corporate Writing

… ¶ … HRD Report

Transmittal Memo

Biographical Sketch of Employees

Glossary

Figure 1 Employees Hired from Inside and Outside the Firm

Table 1 Employee Complaints as a function of Employee Biography and Complaint Type

Figure 2 Historical Established Worker Retention… [read more]


Training (HR) Human Resources Term Paper

… Behavioral modeling, or observation of others, is the sixth method to be discussed. This method utilizes certain people's proclivity to imitate others towards discovering how to do something new. This is very effective with people who have such an inclination. It is also very effective in sales positions, where it is essential to listen to others make calls or interact with a customer. Behavioral modeling can also include technological training (i.e. watching a video tape). However, this method may not be so effective if a person is more hands-on or group oriented.

The Outdoor-Oriented Program is a method that emphasizes teamwork in a non-business environment. These programs or exercises usually involve team building or management strengthening and can be effective towards corporate development strategies. Coaching and counseling, the eighth method to be discussed comprises often one-on-one talks and advice with peers and superiors. These can be useful if the person is open to such talks.

Transitory Anticipatory Experiences, or "multiple management," are processes that allow a person to perform his or her usual duties of the old job while learning duties for a new job. These experiences "provide a reasonable approach to management development […] but little systematic study has been made of the effectiveness of this approach" (Ivancevich, 2007). Furthermore, this approach is under-utilized when compared to coaching or counseling.

Another method is lecture-discussion, which involves just that: lecturing. This method may be boring for those with shorter attention spans and may not be preferred. An alternative more interesting method could be a technological approach, whether it is virtual reality, though this can be expensive, or distance learning, which can also be expensive.

The last two methods to be discussed, goal setting and team building, are vital to all the previous components. Therefore, one should strive to include them in any exercise or program. Goal setting is a more specific term and can motivate a team to strive towards a set objective. This is very effective for people who can focus well on one aim. Team building must be an on-going exercise and must always be kept in mind, whether in the office or in relevant locations, for team building is vital to a company's prosperity.

Bibliography:

1. Human Resources: Training Methods. (2011). List of Training Methods. Retrieved February 17, 2011, from http://www.hr.com/en/communities/training_and_development/list-of-training-methods_eacwezdm.html

2. Brinkerhoff, Robert O. (2005). The Success Case Method: A strategic evaluation approach to increasing the value and effect of training. Advances in Developing Human Resources, 7(1), 86-101.

3. WebFinance, Inc. (2011). BusinessDictionary.com: In-Basket Training. Retrieved February 17, 2011, from http://www.businessdictionary.com/definition/in-basket-training.html

4. Ivancevich, John M. (2007). Human Resource Management. New York: McGraw-Hill.… [read more]


Importance of Human Resource Management Research Paper

… ¶ … HR

Importance Of Human Resource Management

Human resource management:

The value and importance of human resources management

Human resource management:

The value and importance of human resources management

In decades past, the human resources department used to be called the 'personnel' department and merely handled technical functions such as payroll (McNamara 2010). However, in today's economic environment, human resources departments have become valuable and critical components of almost all complex organizations. The name 'human resources' implies that people are a resource for every organization -- resources that must be used in an effective fashion for the organization to thrive. This is particularly true as the service-based aspects of industries have grown more important: it is often said that an organization's greatest assets are its people. Finding, training, retaining, and promoting high-quality people are some of the most important functions of any HR department. Human resources departments also play a second, vital role in a diverse workplace environment. They teach sensitivity training and use skilled mediation techniques to when conflicts arise between employees. They may train employees in how to deal with business customs and manners abroad. Thirdly, human resources departments are often required to deal with legal issues that arise regarding personnel matters, such as discrimination and occupational health and safety.

One commonly-accepted definition of the purpose of human resources is: "the process of acquiring, training, developing, motivating, and appraising a sufficient quantity of qualified employees to perform the activities necessary to accomplish organizational objectives; and developing specific activities and an overall organizational climate to generate maximum worker satisfaction and employee efficiency" (Pierce College, 2010, p.192). Knowing where to look for good employees (either internally or externally) and being able to filter out unacceptable resumes in a sea of paperwork, then creating viable screening and interview techniques for candidates requires sophisticated knowledge of the needs of each position. It is costly to hire a new employee, and an inappropriate employee can 'cost' organization even more in lost productivity. Different types of employees -- lower-level vs. managerial -- may demand different types of hiring and recruitment techniques, it but it is up to HR to ensure that each position is filled in an optimal manner. Even when not actively recruiting, HR departments will frequently audit and rewrite job descriptions, to ensure that requirements and salaries are commensurate with the needs of the position. They will also review benefits and other aspects of employee compensation to see if they are competitive with the packages offered by other businesses within the industry. Without such constant vigilance, a company will be unable to attract top talent and grow.

After a suitable candidate is hired, HR's role continues as it must organize and implement effective training programs for various positions. Sensitivity and diversity training, as well as technical preparation for the tasks required by the position may be encompassed in HR's training role. This is a vital aspect of instilling the mission of the organization in the hearts and minds of all candidates.… [read more]


Human Resources in the Internet Age the Efficacy of Professional Networking Sites in Recruitment Literature Review

… Human Resources in the Internet Age -- Literature Review

Henderson, Lisa. "Raising the Bar on Subject Recruitment." Journal of Applied Clinical

Trials. 2009. HighBeam Research. (January 4, 2011). http://www.highbeam.com/doc/1P3-1800432001.html.

The tremendous value of online portals for recruiters is hardly limited… [read more]


Human Resources in the Internet Age the Efficacy of Professional Networking Sites in Recruitment Literature Review

… HUMAN RESOURCES in the INTERNET AGE -- LITERATURE REVIEW

Alessie, Lorenza. "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 Journal. 2008. HighBeam Research. (January 4, 2011). http://www.highbeam.com/doc/1G1-183134139.html.

The growing availability and popularity of online social networks and related applications already provides Human Resource managers extensive amounts of personal information about prospective job candidates. On one hand, employment law has been evolving to respond to the contemporary implications of digital networks and personal privacy concerns; on the other hand, many job applicants routinely make available to employers specific types of information that employers may not request of job applicants.

Nevertheless, social and professional networks have become very useful to employment candidates, particular among the lower rungs of the employment ladder. While executive-level employees are generally identified through traditional business channels, in the case of entry-level and younger, relatively inexperienced professionals, professional networks increase the likelihood of being noticed by business recruiters searching those resources for prospective employees. Today, social networking may be eroding the lines that have previously separated professional and private lives, but that may very well be largely because it is a new set of social phenomena. As people become more accustomed to the possible negative consequences of publicizing certain types of personal information, they will probably learn to become more discriminating in that regard. It has even been suggested that it is "unfair" for employers to mine social networks for private information. However, by definition, once individuals choose to publish personal information online, it is no longer private as a matter of law.

"Joined-up thinking; Social networking. (online social networks)." The Economist. 2007.

HighBeam Research. (January 4, 2011). http://www.highbeam.com/doc/1G1-161613793.html.

Social networking sites such as MySpace were a relatively new phenomenon in 2007, but even then, contemporary business organisations had already begun exploiting similar Internet-age capabilities such as LinkedIn, which has been online since 2003 and slightly longer than MySpace. Since this article was published, FaceBook has largely overtaken MySpace in popularity, but in 2007, MySpace already demonstrated the various ways that different types of business organisations benefit from incorporating online networking sites into their recruiting processes.

Specifically, sales-oriented businesses have established a virtual presence, often through fictitious representative characters such as Pizza Hut's MySpace pizza-delivery- driver persona named "Ted" who helps announce upcoming sales promotions. Within industries where it is important to reach a very wide range and high volume of potential employees, online sites such as LinkedIn have proven very useful. Meanwhile, within industries requiring specialised knowledge, skills, and training, other sites such as Jobster give employers much more control that enables them to narrow their recruitment efforts as well as to retain greater control over information exchanged through the virtual medium. In principle, one of the most important advantages offered by this component of recruitment is that it increases access to candidates who satisfy the traditional criteria of "internal" applicants in that… [read more]


Do Incentives and or Threats Really Help to Motivate Employees? Essay

… Human Resources

Do incentives and/or threats really help to motivate employees?

Employers are always looking for ways to motivate their employees and employees are always trying to find ways to be rewarded for their hard effort. Incentive programs often provide employers with an out of the box system for motivating their staff and identifying them for a job well done (Paying for Performance, n.d.). At least three of four American companies rely on some sort of motivation program (Kohn, 1993).

Empirical research has time and again revealed that workers are not motivated by funds only. Though, this is extremely dissimilar from the outlook that cash is way down on the listing of worker's objectives. Actually, it is very high on the list. But it's the essential rewards, such as diverse and appealing jobs, challenging circumstances and creativeness that are frequently the real motivators. Even though compensation, bonus and enticement measures are necessary to fulfill fundamental employee requirements, they are thought to be short-term motivators and frequently do not lead to enduring modifications in employee performance (Motivating incentives, n.d.).

Motivating workers is not an easy chore, due to the reality that what motivates workers seems to transform overtime. Different workers are motivated in dissimilar ways according to their requirements. One worker will be motivated to do their job by way of accountability, while on the other hand another employee will be motivated by monetary rewards. It is therefore significant to try and find out what truly motivates the worker. Attempting to motivate a worker by erroneous means could therefore lead to a waste of funds and time, while leading the way to de-motivate the worker more (Scolara, 2010).

Attention, approval and challenge are all types of inherent motivation, which are factors that are related to the work itself and not to rewards for work, such as money, position or privilege (McGuinness, 2009). People work to please human desires at the most fundamental level which are physiological requirements such as food, water, and sleep. When these are adequately fulfilled, security needs kick in, shielding oneself from physical fears and security of person and possessions. Subsequent to safety needs are social needs, including the requirement for reception, fitting in, and feeling part of something. The next level contains esteem motivators, position, acknowledgment, and feeling appreciated and valued (Lockwood, Frayne and Stephenson, n.d.).

Incentive actions, such as money, minor benefits, and indefinable rewards, gratitude or punishments have conventionally been utilized to motivate workers to enhance performance. Motivators may be affirmative or negative. Decreasing deterrents or perverse incentives that support non-favorable actions can frequently be more significant than coming up with novel incentives. Incentive systems exist inside companies, their arrangement, policies, human resource administration, occasions, interior benefits, rewards and sanctions (Incentive Systems: Incentives, Motivation, and Development Performance, 2006).

Researchers have long documented that people's performance can be influenced by shifting the benefits and costs that are associated with a given set of options (Finkelstein and Kosa, 2003). Monitoring efficiency and sanctions can also be used… [read more]


Human Resources Law Reaction Paper

… Human Resources Law

The most important resource that companies can exploit is represented by the human resources. The necessities of managing human resources are translated in the fact that the legislation in the field must be careful in including the requirements of both employers and employees in the human resources management law.

However, there are several challenges and paradoxes that characterize the HRM law. For example, individuals on management positions must ensure that their decisions respect the law, given the fact that the complexities of constitutional, statutory, administrative and common law make it difficult for them to respect these laws. Also, the requirements and interpretations of these laws is quite complex. In case managers do not have legal educational training, it is difficult for them to understand and to apply the laws. In order to solve such situations, these managers have the possibility to contact legal counsel, but the problem in such cases is represented by the fact that these formal opinions are obtained in longer periods of time, and the legal staff that provides such assistance is likely to not support their initial opinions.

In addition to this, managers confront with difficulties when using case law, because these cases are decided based on specific facts, which means that similar facts must determine similar decisions (Berman et al., 2010). The problem is that in practice, it is quite unlikely to deal with similar facts that would lead to similar decisions. Another paradox is represented by the fact that certain legal regulations are in conflict with others. Therefore, managers do not know which regulation they should apply in the situation in case. Also, there are differences between HRM regulations regarding public workplaces and private ones.

Employment laws refer to the rights and obligations of employers, employees, and they establish the conditions in which the relationship between them must take place. Federal and state law determine these basic rights and obligations, but contracts between employers and employees can establish a series of rights and obligations that are more complex than those referred to by the state law.

The basic rights that are ensured by the state and federal law include: the right to privacy, the right to be free from discrimination and harassment, the right to a safe workplace, the right…… [read more]


Total Rewards and Compensation Research Paper

… Improving Diversity in the Leadership Ranks of Continental Airlines

The demographic composition of the United States has changed in fundamental ways in recent years, and the "melting pot" of the late 19th and early 20th centuries in which immigrants quickly… [read more]


Human Resource Outsourcing Trends Advantages and Disadvantages Research Paper

… Human Resource Outsourcing Trends (Advantages and Disadvantages

Human Resource: Outsourcing Trends

Throughout the past decade, the societies have witnessed indubitable changes on all dimensions of life. Impressive technological advancements have been made and these have been included within daily activities… [read more]


Human Resources in This Case Research Proposal

… Human Resources

In this case there were two types of recruitment sources used. The first was that of an internal source. This is where the supervisor announced the need for new Customers Service Representative to the current employees and asked for referrals. The company also used external recruitment sources. They placed an advertisement in both the local papers and on the job board at the county workforce center. These were all appropriate recruitment sources for the type of job that they had to offer.

There was a job analysis done on the Customer Service Position but yet when the job offer was posted there was nothing directly linking it to this job analysis. The job description was nothing more than a couple of lines about there being a job available and how to contact the company about interviewing for the job.

According to the facts of the case there seems to be no processes in place to identify any adverse effects of the job selection process that are currently in place. There does not seem to be any standard operating procedures in place to deal with problems or aversions that may occur on a day-to-day business of operating a business. There appears to be no processes in place dealing with things that might happen during the entire hiring process or even about how to go about conducting a successful hiring campaign.

Since there are no set rules in place in this company and the hiring of the new Customer Service Representatives was left solely up to the supervisor of the department with no help or input from the human resource department it does not seem that applicable laws were followed. It does not even appear that those doing the hiring are even aware of the applicable laws that would apply to hiring at this company.

There are many things that this company can change in their hiring practices…… [read more]


Human Resource Management Employee Training Essay

… Human Resource Management

Employee training is a very important component to ensure the success of a business. Particularly in today's business environment, change and development occur so rapidly that no employee can learn everything about his or her work without ever having to learn again during their work lives. The problem is that employees often find it difficult to learn for a variety of reasons. They may have fallen into the habit of repetitive work, for example, or be unwilling to make even simple changes such as learning a new skill. It is therefore important not only to implement regular training, but also to implement programs that are specifically focused upon helping employees to learn.

As mentioned above, it is important to implement training programs that occur on a regular basis. This will help to create a habit of learning within employees. It is also important to help maintain a positive attitude towards such programs, which will be induced by the quality of learning programs. According to…… [read more]


Human Resource Management to Increase the Positive Essay

… Human Resource Management

To increase the positive influence recruiters have on the job choice of employees, what recruiter characteristics and behaviors would you look for in your recruiters?

To increase the positive influence they have upon the recruiting process, HR recruiters themselves must have a clear sense of the company's mission and what type of employees are a good fit for the organization. Recruiters should be enthusiastic and articulate enough to convey the company's vision and message to prospective employees. They must be strong and extroverted communicators. Ideally, they should possess the same interpersonal qualities the organization wishes to attract in its own new employees, and to be able to project those qualities quickly, in an effective manner. They are the first face of the organization many recruits will encounter, and the recruiters must be warm, open, and professional, never cool, brusque, or overly familiar.

Recruiters should be able to make a connection with individuals quickly, given the necessarily brief nature of most…… [read more]


Human Resource Management Human Resources Management Job Essay

… Human Resource Management

Human Resources Management job description is a well written summary of job responsibilities for a position within a company. It will typically include what work needs to be done, the working conditions, and the knowledge, skills and abilities that are needed to be successful in the job. It will usually include the reporting relationships for the particular job and sometimes the salary range.

According to Noe, Hollenbeck, Gerhart, & Wright (2005), there are several ways to gather information about what to include when preparing a job description. The things that should be included are: the title of the job, administrative information about the job, a summary of the job, essential duties of the job, and any additional responsibilities that may be required. One way to begin gathering this information is to observe a current individual while they are performing the job. This will help to determine exactly what a person in this job does on a day-to-day basis. A second way to gather information is to interview a person who is currently doing this position in order to find out what it is they do. A third way…… [read more]


Global Human Resources Management Essay

… Global HR Management

As a senior manager is an international firm I would have a five-point strategy to build a workforce that outperforms rivals. The first component is to develop close relations with the government. We want to be able to attract the best workers from all over the world, so we will need government cooperation with regards to visa availability and requirements. Bureaucracy should not impede our ability to be globally competitive. The second component will be to develop a compelling human resources package. We will have the best salary/benefit package in the industry in order to attract the best talent. Work environment is also key to attracting and retaining talent. Therefore, the third component will be the development of an organizational culture that encourages top people to seize opportunities as they arise. The ability for top people to identify and pursue such opportunities without a burdensome, top-down structure or inertia-driven culture is critical.

The fourth component will be training. We will not only bring top people into the organization, but we will…… [read more]

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