Abstract
This case study covers the evolution of human resource management and discusses current issues and trends in the field. Changes in orientation, such as changes from personnel to human resources, administration to management, and human relations to organizational effectiveness, are covered. Utilizing the concepts and technology described can greatly improve the effectiveness of any human resources department. Ideas for future research and practice are also suggested. Evolution of Human Resource Management
Key principles and practices associated with Human Resource Management date back as early as 1000and 2000 B.C. Employee screening tests have been traced back to 1115 B.C. in China and the earliest form of industrial
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Early human resource management techniques included social welfare elements aimed at helping immigrants adjust to their jobs and to life in the United States. These elements included learning English and obtaining housing and medical care. Such interventions also promoted supervisory training in order to increase company productivity. During this era, managers began to view workers more as individual human beings rather than non-human resources. Administrative functions of Human Resource Management include hiring and firing of employees, compensation, payroll, and management of employee benefits, policy formulation and implementation, records maintenance, Employee Assistance administration, Drug-Free Workplace, legal compliance and Union relationship maintenance.
These tasks are often seen by administrators as tedious busy-work performed by skill-specific clerical managers with limited connection to the mission and goals of the company. This area of company functions is the quantitative component that administrators access to calculate total workforce costs, compensation, and employee turnover. Strategic elements of Human Resource Management include recognizing that people are a key organizational resource. Over the last two decades there has been a significant shift in thinking regarding the role that people play in the success of businesses. In
The primary function of human resources management is to increase the effectiveness and the contribution of employees, which are in alignment with the organizations goals and objectives. With in human resources management, there are many components or pieces of the puzzle that allow human resources management to exist. Such pieces of the puzzle include, equal employment opportunity, affirmative action, human resources planning, recruitment, selection, development, compensation, benefits, safety, health and benefits. Each of which will be discussed. In human resource management,
The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,
Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.
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How well a business manages its assets and resources predicates its overall success. Companies that spend financial resources foolishly are apt to find themselves in bankruptcy. Companies that work capital equipment resources beyond the machine’s capabilities or for other than intended purposes are apt to experience downtime and/or lose the equipment to failure. The same premise holds true for a company’s human assets. However, unlike other company assets, which depreciate over time, human assets appreciate over time when managed properly. The article, Importance of Human Resource Investment for Organizations and Economy: A critical Analysis, explains the importance of managing human assets as follows:
For many years, the department of Human Resources has been associated with the hiring and firing arm of a company. As the need shifted to acquiring, managing and developing the most important assets, the role and activities of the department of Human Resources has become even more important within organizations that desire to
Human Resources constitute as one of the most imperative components of any organization, be it small scale business or a large conglomerate. Some of the key functions of the Human
Human Resource management has a high impact on the overall organization being managed. HR management makes certain that human talent is used successfully and resourcefully to accomplish organizational goals. As an organization core competency, human resources has distinctive competencies that generates high value and sets apart an organization from competitors in areas such as productivity, quality and service, employee skills, and innovative changes. HR management activities can be grouped into categories which include strategic HR management; equal employment opportunity; staffing and talent management; compensation and benefits; and employee and industry relations. This paper will
As obtained in the literature, several studies have argued asserting that the function of personnel in contemporary organizations is undergoing a radical transformation; departing from the era of personnel administration to a concept of comprehensive and integrative approach that focuses on the adequate utilization and development of human resources (Burack, & Gutteridge, 1978; Fitzgerald, 1992; Bjornberg, 2002; Alphander, 1980). This new concept is referred to by several names such as human resource planning, manpower planning, human resource management, etc.
Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,
The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
The objective of the Human Resource Department is to design management systems to ensure human talent is maximized to effectively and efficiently achieve organizational goals. HR has seven functions that are intertwined. These functions are global, environmental, cultural geographic, political, social, legal, economic, and technological. Human resource management has the potential to drastically impact the success and effectiveness of an organization. Human Resources has heavily focused on recordkeeping and paperwork. It has often been considered a clerical and low-level administrative department. In most organizations, Human Resources is looked upon as the employee mediator in the organization. They tend to be the voice of the employee, building company morale and putting out fires involving crisis management. The problems they deal with are both employee work-related and not work-related. HR strives to ensure fair treatment for all employees. They work with varying departments throughout the organization in order to create and implement necessary programs and policies. HR works with equal employment opportunity and other laws, to ensure compliance. They work to fill current job openings by processing applications, interviewing, and training. They answer questions regarding benefits and wages and address safety issues. The expansion of technology and outsourcing have drastically transformed the
The world of business has encountered a myriad of misfortunes in the past two decades, where the best-intentioned human resource processes attempting to align human resource practices with organisational goals have become mismatched. Due to external factors such as globalization, advances in technology and changing views regarding the importance of human resources as a competitive advantage for organisations, the nature of work has been redefined (Horwitz, Heng, & Quazi, 2003). This has caused human resource management to become more than just a function, but a strategic partner within corporations that contributes to organisational success (Todericiu & Serban, 2013).
Do you remember when you first decided to start a small business. The vision was clear and the excitement drove us from imagination to plan to reality. But, before we knew it, we went from happily wading in the waters of our areas of expertise into the deep and sometimes turbulent waves of the unknown; Human Resources. Human Resource functions include: Payroll, Employment Tax, Recruitment, Hiring, Employee Relations, Termination, Regulatory Compliance and Training to name a few. Each of these functions demanded specific skill sets and experience. They also began to expend valuable time and resources.