Human Resources With the Advancement Research Paper

Pages: 6 (2246 words)  ·  Bibliography Sources: 3  ·  Level: College Sophomore  ·  Topic: Education - Computers  ·  Buy This Paper

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[. . .] Nevertheless, the same actions of workflow were initiated without considering what or who is it for. Templates for simple workflow worked under different capability to make a difference in the conditions of the data. The basis on which workflow is handled is unconditional. To explain an example of an unconditional workflow in the management process of human resources, we initiate an increase of pay. For example, an organization has a policy that needs division president authorization for all exempt personnel increase in pay more than ten percent. In a simple and non-conditional workflow environment, the entire requests for pay rates would be redirected to a designated number of authorizers. The chain of approvers usually varies depending on the form of the organization and their assignments. Nevertheless, having non-conditional workflows, there does not exist a way of explaining a different form of action based on it or not specific data conditions exist. In such a case, all the increases in pay would necessitate a certain number of approvals. In the example we have given, the division president could decide to approve all or exempt personnel increase in pay (Harper, 2008).

If good use of conditional workflow technology is put forward, we would be in a position to develop different action courses depending on it or not specific conditions are met. In the example we used, we would be in a position to authorize the system to involve the division president as part of the approving team if the increase in pay for exempt personnel gunners more than ten percent (Schwalbe, 2010).

Conclusion

In spite of the global economic recession, organizations are still opting for the long-term perception of the functions of HR and see the essence of giving its support so as to achieve the major business objectives. Many organizations are persistent in making investments in HR technology but there still exists a widespread want of technologies that stem performance and talent management. Although some companies submitted reports of uncertain tapering off any organized technology investments, it is easy to note that organizations lacking the perception that HR technology is an optional cost to get through the hard times are bound to fail. As an alternative, the predominant perception seems to put HR in a position more of a necessity, that is in a position to assist General Motors discover cost saving and place the organization in a ready position for success. Regardless of the fear of spending, organizations have seen the value that HR technology holds and are in no doubt about ready to invest just to see the effectiveness of the organization, long-term growth and workforce planning (Pynes, & Lombardi, 2011).

Management systems for performance and talent are still leading the list of HR professional service delivery. Respondents of the survey still maintain that learning management onboarding management as two key components of the expansion. Nevertheless, in 2009 it was very clear that companies opted much opting on more cost-effective approaches than the other previous years. Their intentions were to direct more investments in systems and processes, instead of concentrating more on improving on the systems of delivery. This new mechanism takes a different perceptual approach of HR systems for delivery and technologies that already exist, meaning hand in hand with the organization to make sure that the goals and the objectives of the organization are attained. It also gives the organization room for taking stock of the existing investments for service delivery, discover the potential areas and come up with solutions that are effective (Harper, 2008).

Before the economic recession, many companies had involved themselves in efforts OF HR transformation including self-service and management of human resource. Currently, there is concentration of influence -- from using shared services wisely and centralized structures, to discovering cost saving by enacting HR outsourcing. The organizations that have intentions of changing the structure of HR have a commitment to one goal: expansion or movement of an environment of shared services with centers of HR excellence and HR business partners. If one notes keenly, they realize that one of every five companies has intentions of moving towards a model of shared services for the first time (Storey, 2007).

References

Harper, R. (2008). Inside the IMF: An ethnography of documents, technology and organizational action. San Diego, CA: Academic Press.

Pynes, J., & Lombardi, N. (2011). Human resources management for health care organizations: A strategic approach. San Francisco: Jossey-Bass.

Schwalbe, K.… [END OF PREVIEW]

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Human Resources With the Advancement.  (2013, April 27).  Retrieved February 18, 2019, from https://www.essaytown.com/subjects/paper/human-resources-advancement/8755572

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"Human Resources With the Advancement."  Essaytown.com.  April 27, 2013.  Accessed February 18, 2019.
https://www.essaytown.com/subjects/paper/human-resources-advancement/8755572.