Human Resource : An Evaluation Of Organizational Selections In Human Resources

Alison or Cabletronica didn’t do any kind of motivational analysis. Will employees accept the change? What is the predisposition of employees toward the change? Will they support or resist it? This is the single most important question to assess the organization’s readiness for change because high motivation leads people to acquire the needed skills and to exert the extra effort that contributes to success.

The key tasks of Job design, through analysis, description and specification, and organization design are instrumental in determining what tasks are to be performed and how they will be managed. Once the “what” is determined, it is time to determine the “who” through human resource management. One of the important functions of Human Resource Management is Recruitment and Selection of the

In modern day business, organizations are struggling to attract and retain top talent, especially since the baby boomers are retiring. Over the last ten years human resources has become more than just administrative task and payroll accounting. The human resource managers wear many hats. They have

Most companies understand that recruiting, developing, and retaining talented employees is critical. Talented employees provide organizations with a competitive advantage that is not easily reproduced. However, it takes a talented Human Resources (HR) department to place the right employees in the right jobs. Talent management applies to all employees of an organization, especially the HR department. A dedicated HR staff supports the company’s vision and mission. Therefore, it is vital to have a talented HR staff in place to support the organization’s objectives. This paper will examine the staffing of an HR department at Ohio Bath Solutions, LLC. First, the paper will analyze three HR functions: recruitment, compensation and benefits, and training and development. The paper will assess the impact of each function in adding value to the company’s HR department. Next, the paper will develop a job description for a compensation and benefits specialist position at Ohio Bath Solutions. Third, the paper will identify the best recruitment method and selection method that the company uses to attract talented candidates for the HR functions. Last, the paper will develop a compensation and benefits package for the new HR staff.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

Martell and Carroll (1995) stated that there are two types of human resources: strategic and operative. They went on to describe four characteristics of human resource initiatives: (1) They are long-term oriented; (2) They are connected with the corporate strategies; (3) They are connected with the organizational performance; and (4) The line managers are involved in the details of decisions regarding human resource management. Too often, both operations managers and human resource mangers forget that they are working toward the same goal. Often, human resources will adopt policies and procedures that are hard for line managers to implement, and line managers expect human resources to have an inherent understanding of the processes taking place on the plant floor. The relationship between the best human resource practices and organizational performance must always

Today Human Resources (HR) is at the centre of business performance. HR professionals have an important role to play in driving decisions that enable their organisations to thrive in both the short and the longer term. Where in the past the function delivered the fundamentals that underpinned the employee lifecycle (such as recruitment, induction and salary administration) supporting organisation performance is now the theme running through HR’s work.

A survey conducted amongst Human Resources (HR) professionals in September 2007 stated they consider employment and recruitment one of the most critical HR function areas. (Gurchiek, 2008) According to Harris (2011), the size and quality of the workforce makes a huge impact on the effectiveness of the company. The size of the workforce also goes on to determine how the human resource area will function and what its priorities will be. Larger companies go on to work with a large workforce but that also means bigger responsibility. The company needs to be aware of how the employees are working and whether their output is what it should be.

Human resources management is a part of every organization that takes care of hiring, training and development of the skills of the employees. Their main goal is to hire valuable and skilful employees who could help the company accomplish their goals. Cynthia Fisher (1989) claims that HRM activities are used to attract effective workers, expand their potential, and keep the workers for as long as possible. HRM should be responsible for motivating and, if needed, retraining their employees to achieve higher job performance and employee determination. Human resources often use the matching model where they match the need of an individual and the organization to achieve the best person-organization fit (Daft, Kendrick, Vershinina, 2010). If the company requires a person who can work late night, they look for a person who does not mind such type of work. Additionally, HRM needs to behave according the legislation to ensure equal opportunities in employment. Discrimination of race, gender, religion, social status, and age is still a problem these days and that is why a number of laws had to be passed to reduce these practices. If breaking the law is detected, a number of penalties have to be applied, whether financial or work related. However, the field of human resources is not yet completely developed and many

The problem is creating a recruitment and selection plan to ensure the recruitment of these employees runs smoothly, ties into our company’s mission and vision, complies with the law, and encourages diversity. The purpose of this plan to meet the unique meet of four predetermined positions in our company.

An organizational plan defines the purpose of a company, but a business is lifeless without its people. In order to hire, train, and promote a quality talent pool, managers in a large firm will turn to a Human Resource manager or personnel manager to find potential candidates (Plunkett, Allen & Attner, 2013). Just like most functions within an organization, there is a process for staffing that is made up of eight elements. The eight elements of the staffing process include human resource

Developing a HR strategy for finding and employing the best employees affects the business’s or organisations bottom line. Keeping a workforce where the employees enjoy high levels of job satisfaction and security translates into a workforce that that will help to achieve the company’s objectives and goals. It is often said within HR experts that human capital is the most valuable resource.

In simple terms, an organization 's human resource management strategy should maximize return on investment in the organization 's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization 's ongoing and future business plans and requirements to maximise return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organisation 's human resource requirements effectively but also pragmatically,

Understanding the strategic long-term goals of a company in terms of recruiting, testing, selection and hiring are significant components to strategic human resource management. In other words, a company needs to hire the right person for the right job. The culture of an organization creates a unique design for the structure and the “practiced values are a major factor in the success or failure of the structure” (Reichard). It appears the culture of Big Time Computers did not include best practices in the area of Human Resource Management when it came to recruiting, testing, selecting, hiring and dealing with performance issues of their employees. This paper will review the Human Resource Management issues regarding the performance practices and discuss the possible corrective steps Conroy could have taken throughout Henderson’s employment, steps to be taken in the case of impending termination, and recommendations for improving the department morale and even the overall culture of Big Time Computers when it comes to these types of issues in the future.

Human resource decisions, according to Becker and Gerhart (1996), contribute to organizational performance either by improving efficiency or contributing to revenue growth. Those that are in charge of human resources are responsible for assisting the organisation to motivate its employees to perform well (Henderson, 2008). Human resource management (HRM) has often been defined within two distinct forms; short-run responses and long-term strategies (Truss et al, 1997).