Human Resource Management for Employee Term Paper

Pages: 5 (1413 words)  ·  Bibliography Sources: 4  ·  Level: College Junior  ·  Topic: Business - Management  ·  Buy This Paper

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[. . .] They also promote and reward current employees for assisting in the recruitment of friends and acquaintances, largely because they realize that the friends of existing employees are more likely to share the same values and mindsets of employees who are happy at work and successful in their positions that will make them compatible with the organizational culture (Leader-Chivee, Hamilton, & Cowan, 2008; Robbins & Judge, 2009)

New Hire Training

Whereas the traditional practice within many business organizations has always been to allow the decentralized training of new personnel, the contemporary approach is for the organization to maintain a dedicated department to provide new-hire training in a highly uniform manner (Robbins & Judge, 2009). While operational department managers still supplement those efforts with position-specific and task-specific training, the organization maintains a comprehensive new-hire training program that is mandatory for all new personnel and that helps acclimate all new hires to the standard procedures and processes of the organization beyond specific vocational responsibilities. Typically, these programs cover everything from ethical and legal issue training and computer security to group health insurance options and the employee complaint process (Robbins & Judge, 2009). Furthermore, the modern approach to new-hire training also implements mechanisms to reinforce the compatibility between new hires and the existing organizational culture by providing additional training in that area to help new hires understand what to expect and what is expected of them in connection with aspects of the organization that are unique to the organization (Russell-Whalling, 2008).

Performance Measurement and Employee Satisfaction

Contemporary business organizations understand that the way they conduct employee performance assessment and management can significantly determine how positively or negatively their employees view their vocational experiences and their relationships with their employers (Oh & Lewis, 2009; Yang & Kassekert, 2010). More specifically, modern industrial psychologists have applied some of the lessons from the public sector in connection with the issues of poorly motivated employees. Rather than being a function of the relative differential in compensation between the private and public sector for comparable positions, the most important determinant in the relative lack of employee motivation in many government organizations is the lack of connectedness between performance and reward anywhere along the middle portion of the spectrum in between exceptional performance and unsatisfactory performance (Yang & Kassekert, 2010).

In principle, employees who believe that their efforts go unnoticed and who have no incentive to increase their performance or output beyond a minimum expected level will typically not make more of an effort than required to maintain their positions and their benefits. Conversely, where high performance is recognized by management and rewarded, employees maintain a sense of ownership over their professional destiny and typically make more of an effort to maintain a higher level of performance (Yang & Kassekert, 2010).

Conclusion

Human resource management is no longer an isolated department within the modern business organization. Today, HRM functions are thoroughly integrated within the business organization and they do much more than process applications and payroll. They help announce positions that appeal to prospective candidates for hire who will be successful, they provide comprehensive new-hire training, and they play an essential role in promoting the organizational culture both internally and externally. As a result, the modern integrated HRM concept contributes tremendous value to the organization, especially by reducing the costs associated with employee turnover.

References

Alessie, L. "Big Brother is watching: Lorenza Alessie, associate director at HVS

Executive Search, investigates how professional and social online networks such as Facebook and Linkedin are affecting the face of recruitment." Leisure Report, (August 2008).

George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational

Behavior. Upper Saddle River, NJ: Prentice Hall.

Leader-Chivee, L., Hamilton, B.A., and Cowan, E. "Networking the way to success:

online social networks for workplace and competitive advantage." People & Strategy, (December 2008).

Oh, S.S. And Lewis, G.B. (2009). "Can performance appraisal systems inspire intrinsically motivated employees?" Review of Public Personnel Administration,

29(2): 158 -- 167.

Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,

NJ: Prentice Hall.

Russell-Whalling, E. (2008). 50 Management Ideas You Really Need To Know. London:

Quercus.

Yang, K. And… [END OF PREVIEW]

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